Transformation of the finance function: new organisation forms and some implications for lifelong learning and the employability of accountants

This thesis presents six published articles that collectively report the findings of a longitudinal enquiry (1997 to 2016) exploring the evolving context, role and position of the finance function within contemporary multi-divisional organisations. The six core articles were published in peer-reviewed publications between 2007 and 2013.

Taken together, the articles explain how the role of the finance function, as a collection of individual finance and accounting (F&A) activities, is changing and the significance of the changes for accountants in terms of adopting new outlooks and ways of working. The central argument of the thesis is that, as the finance function in the form of a discipline-based business support function, becomes reoriented as a quasi-external service, it is essential for it to maintain alignment with, and relevance to, the wider organisation. An emerging theme in the enquiry was the shared service centre (SSC) model and the potential of SSCs to both catalyse and enable transformational change in the nature, form and position of professional support functions such as finance. Moreover, to maintain alignment with the wider organisation through a hybrid form of governance embracing contractual and relational approaches. [Continues.]