Abstract
This article contributes to the discussion about competition between management professionals. It shows that, in the railway engineering industry, unlike most of British industry, engineers prevented accountants from becoming the dominant managerial group. The paper, using Gidden's theory of structuration, shows that the primary position of the engineers was a product of both their own conscious actions and the structure of the industry. It is further shown that the structure of the industry was, in part, produced by the dominance of the engineers. Therefore, how a particular managerial profession becomes predominant needs to be understood historically.
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