2009
DOI: 10.1002/cjas.111
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Reasons women chartered accountants leave public accounting firms prior to achieving partnership status: A qualitative analysis

Abstract: This paper reports on the stories told by 13 Canadian women Chartered Accountants (CAs)—why they pursued the CA designation and why they chose to leave public accounting firms. Their stories provide deeper insights into the previously reported reasons for female CAs leaving firms that are often reported within broad categories. Work‐family issues received limited attention in the participants' stories. Two major themes emerged: the absence of stated aspirations/desire to become a partner; and frustrations with… Show more

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Cited by 13 publications
(4 citation statements)
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“…Heterogeneous employee groups within an organization react differently to organizational initiatives (Cafferkey et al., 2020; Lepak & Snell, 1999, 2002; Wallace, 2009), which can affect turnover behaviour. Further empirical studies are needed on ‘boomerang employees’ (Shipp et al., 2014, p. 421) and the extent to which re‐engagement can have positive organizational effects.…”
Section: Discussionmentioning
confidence: 99%
“…Heterogeneous employee groups within an organization react differently to organizational initiatives (Cafferkey et al., 2020; Lepak & Snell, 1999, 2002; Wallace, 2009), which can affect turnover behaviour. Further empirical studies are needed on ‘boomerang employees’ (Shipp et al., 2014, p. 421) and the extent to which re‐engagement can have positive organizational effects.…”
Section: Discussionmentioning
confidence: 99%
“…Our results are particularly important given that prior research suggests that agentic, stereotypically male behaviors can predict career success within organizations such as large public accounting firms (Maupin and Lehman 1994). To the extent that public accounting firms value agentic behavior and on‐campus group recruiting activities favor these behaviors more in males relative to females, this common recruiting practice can help explain why females are proportionately represented in the staff ranks but underrepresented in the senior ranks, despite heavy firm investments to reverse this trend (Anderson‐Gough et al 2005; Wallace 2009; Kornberger et al 2010).…”
Section: Discussionmentioning
confidence: 99%
“…We have not found other studies that directly addressed this issue. However, many studies, including Gammie and Gammie [100] and Wallace [101], examined factors affecting the question of why women hold less senior positions and why women drop out from work at the peak of their careers. The reasons may be a sense of overutilization, and the need to reconcile work and duties associated with raising their families.…”
Section: Discussionmentioning
confidence: 99%