Corporate governance

There isn’t a firm in existence that doesn’t depend on constant growth to be successful and to generate enough profit to pay its staff and partners well.

Make sure your firm's partner meetings accomplish the right goals and pay off.

In the first installment of a regular column, Darren Root explains why there is no better time to challenge traditional thinking and work to make your firm better every day.

One employee traveling for work checked his dog into a kennel and billed it to his boss as a hotel expense.

KPMG has brought another independent director to its board, appointing Linda L. Addison, a former managing partner of the law firm Norton Rose Fulbright.

A ballot measure approved by state voters this week provides a break on property taxes for residences in flood-prone areas.

The new marketing and advertising campaign uses the slogan, “Success Is Personal.”

The Sustainability Accounting Standards Board published its long-awaited set of industry-specific standards at the London Stock Exchange.

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The profession is being swept up in a revolution wrought by technology and other factors, and ICPAS chief Todd Shapiro wants accountants to get out ahead of it.

Only 25 percent of firms feel extremely confident about their ability to keep pace in the current environment.

Recently, I’ve received some calls from partners seeking some guidance about growing their practices.

Audit committees are providing company investors with more information about their oversight of auditing firms, according to a new report.

In a smaller firm, should the owner of the firm be the "rainmaker?"

Times are changing and a tried-and-true business development strategy no longer has the pulling power it once did.

Many firm owners are not too ambitious and do not want to grow.

Thought leader and consultant Jennifer Wilson lays out the hallmarks of the new model -- from collaboration and innovation to tech-savvy and open to change.

Accounting firms need to pick which type of sharing they want to do.

A study suggests that a background in audit can be a double-edged sword in the C-suite.

About one-quarter of perpetrators of financial reporting misconduct experience a net benefit, even after getting caught.