Merging the Profession: A Social Network Analysis of the Consolidation of the Accounting Profession in Canada

Abstract

AbstractThe merger of Chartered Accountants (CAs), Certified General Accountants (CGAs) and Certified Management Accountants (CMAs) in Canada to create the Chartered Professional Accountant (CPA) designation is analyzed, using social network theory. The analysis examines the conversion of market power into political power through the legislative apportionment of council seats among the three legacy bodies. It then documents how political power affects the hiring of former senior association staff from each of the three predecessor bodies to run the merged association. Social network theory suggests that these appointments could be used to fill “structural holes” to ensure effective integration of the profession postmerger or could be used by those gaining political power within the network to reinforce their control over the merged association. The analysis shows that (i) the legislation consolidating the profession converted the market dominance of the former CAs into political dominance, (ii) former CA institute executives were disproportionately appointed to run CPA associations, and (iii) in some provinces, no connection to the knowledge base of other legacy bodies through staff appointments at an executive level was maintained. The results raise concern about the loss of social capital through the hiring process and the effects of the continued use of political power to structure the merged association on the profession's stability and resilience given the diversity of its members.