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Managers are expected to increase productivity in the most cost-efficient manner, using all available resources and, “work smarter.” As technology improves, there is greater incentive for managers to invest in options where automation becomes less expensive than the high cost of human capital. When repetitive tasks can be accurately duplicated through automation, the decision becomes a fait accompli. Advances in artificial intelligence (AI) or synthetic intelligence that simulates human intellectual function has significant impact potential in the service sector. This paper examines productivity efficiencies sought through artificial intelligence and the need for re-training, specifically in the accounting profession.

This is a conceptual paper for practitioners without research methodology.

The accounting profession 10 years from now will look noticeably different than it does now. The accountants, who embrace the new technologies, like artificial intelligence, will survive and even thrive by becoming more specialized. This will require training and, in some instances, re-training. Organizations must be willing to absorb those development costs. I hope that new graduates will enter the profession with updated skills providing added value for organizations and employers who started into the profession many years ago. The biggest challenge may lie in the re-training of accountants who have been in practice for many years and managing the resistance to change. Employers must first set the example by accepting the inevitable and then encourage and support employees to improve and update their skills. Additionally, they will have to coach employees through the changes with reassurance that those who embrace the change will experience less chance of job elimination. Embracing the available technology will enable firms to serve clients more efficiently and effectively by providing up to date business solutions regardless of the services being offered.

There is no empirical research in this paper. It is a conceptual piece looking at the changing organization in accounting, specifically due to artificial intelligence.

Accounting firms that focus on basic accounting functions should find new services to offer. The same clients can be served, but at a higher-level. Accountants will offer more value to clients by detecting patterns and trends when more time can be devoted to analysis. Helping clients beyond the preparation of documents requires that accountants understand the current market conditions and potential effects of inflation and, engage in more critical thinking while at the same time be able to teach clients and help them understand at the higher level. Just as accountants’ responsibilities and duties will be transformed through the integration of AI, accounting education must be altered.

Implications related to the workplace are only discussed in this paper.

It is not completely original. It is a compilation of research that is out there as a means to address critical workforce training needs in accounting as technology moves forward.

The purpose of this study is to examine what happens to human relationships when a family business is handed off to the next generation. The second generation, to succeed, must work to nurture and sustain current customer, supplier, and employee relationships so as not to damage existing goodwill. As power is transferred from the founder of the family business to the next generation, organizational issues and the leadership style of the successor take center stage.

This is strictly a conceptual paper designed for the practitioner. There is no empirical study therein, only theoretical frameworks to guide practitioners and family business owners. It is meant to be informational with many useful “tips” for family business succession.

Relationships with valuable human resources, such as current customers, suppliers, and employees must receive the attention they deserve to avoid negatively impacting organizational brand equity. Failure to nurture supplier relationships can increase costs and access. Neglected customer relationships may cause the loss of key members of these groups, contributing significantly to second-generation business failures. Damaged employee relationships cause expensive turnover, loss in customers, and negative word of mouth. Research suggests that only 30 per cent of businesses survive into the second generation and even less (about 13 per cent) into the third generation (U.S. Census Bureau, 2015).

The next step would be to test the propositions using both qualitative and quantitative research, beginning with interviews of second-generation family business owners. The interviews would test the successor-generations’ attitudes and behaviors toward established customers, suppliers, and employees. Attitudes would be measured on a Likert scale to explore the perceived importance of current customers, employees, and suppliers to the new owner. Issues of commitment, responsibility, loyalty, friendship, respect, and caring would also be measured to evaluate how relationship-friendly the new owner is. Levels of retention of key stakeholders would then be correlated with the firm’s financial success or failure to see if there is any statistically significant relationship.

Establishing and maintaining strong trust relationships will socially bond customers, employees, and suppliers to the organization. Introduction of a second generation changes the dynamics of these relationships, so care is critical, as customers, suppliers, and employees become anxious with change. Relationship management is about nurturing customer relationships, honoring supplier arrangements, and developing employees. Consistent care toward trusted human resources creates brand equity (or monetary value). Naturally, family businesses start small and understand the value of each relationship, but as the business passes from the founder to the second generation, these loyal, trusted relationships may be tested. It is up to the successor to assure customers, suppliers, and employees that they are a valued part of the operation. Inability to do this will likely lead to an erosion of the business’ loyal base and may precipitate in failure of the firm for the successor.

The social implications revolve around acceptable human interaction and proper treatment of individuals who are critical to the small family business’ success. As a family business passes from the founder to the second generation, loyal, trusted relationships may be tested. It is up to the successor to assure customers, suppliers, and employees that they are a valued part of the operation. Inability to do this will likely lead to an erosion of the business’ loyal base and may precipitate in failure of the firm for the successor.

It is original in that it is practitioner-oriented and full of useful tips for the family business owner. None of the information contained therein is novel. It is a consensus or compilation of useful information packaged for a practitioner.

Despite the breadth of knowledge on self and identity formation across the study of organizations, the field of organizational development and change has limited research on the construction of professional identity. Much has been written to describe the “self-concepts” of those practicing and researching in the field, but there have been no investigations that have explored how these “self-concepts” form. In addition, although women have contributed to defining the “self” in the field, men have held the dominant perspective on the subject. Thus, in this chapter, we address a disparity in the research by exploring the construction of professional identity in the field of organizational development and change, and we give voice to the renowned women who helped to build the field. Using the profiles of 17 American women included in The Palgrave Handbook of Organizational Change Thinkers, we perform a narrative analysis based upon the concepts and models prevalent in the literature on identity formation. By disentangling professional identity formation of the notable women in the field, we can begin to see the nuance and particularities involved in its construction and gain deeper understandings about effective ways to prepare individuals to work in and advance the field.