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Corporate Clients (corporate + client)
Selected AbstractsYour vanishing vendors: Lessons from bank M&AsJOURNAL OF CORPORATE ACCOUNTING & FINANCE, Issue 2 2010James S. Sagner What should corporate clients of banks do during the current period of bank consolidations? The author of this article,a treasury consultant,says that lessons from bank mergers and acquisitions (M&As) can be used by firms whose other vendors are also undergoing mergers. That includes vendors who provide information processing, financial transactions, accounting, tax preparation, and other services. Clients are facing the very real prospect of their long-term vendor relationships vanishing,to be replaced by unknown firms from another part of the globe. © 2010 Wiley Periodicals, Inc. [source] The professionalism of practising law: A comparison across work contextsJOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 8 2008Jean E. Wallace Traditionally, the literature assumed that solo practitice best exemplifies the ideal professional work arrangement and that when professionals become salaried employees their professionalism is seriously threatened. The primary goal of this paper is to examine lawyers' sense of professionalism across two work contexts: solo practitioner offices and law firm settings. We also examine status distinctions within law firms, between associates and partners, and compare both to independent practitioners. Solo practitioners and law firm partners are similar on most key dimensions of professionalism, whereas the greatest contrasts occur between partners and associates within law firms. Partners and solo practitioners share similar experiences of autonomy and service as owner-managers, whereas partners and associates share greater collegiality among professionals, perhaps fostered through law firm cultures. All three groups report comparable amounts of variety in their work and are equally committed to the practice of law. The key factors that account for gaps in professionalism reflect the nature of law practices, primarily through time spent with corporate clients and pressure to generate profits. We conclude that different versions of lawyers' professionalism are influenced by the everyday aspects of their work and one version is not necessarily more professional than the other. Copyright © 2008 John Wiley & Sons, Ltd. [source] Liberalisation of legal services in Europe: progress and prospectsLEGAL STUDIES, Issue 2 2010Robert G Lee The usual excuse for regulation is the failure of market provision. This paper examines legal services and suggests that, in the case of provision of commercial legal services to corporate clients, true events of market failure, to support the case for regulation, and more particularly self-regulation, are hard to locate. It further argues that the market for legal services is heavily stratified with a commercial legal services market effectively operating quite separately to that of professional legal services for private clients. In consequence, it may be more effective and proportionate to adopt differentiated strategies of regulation. This might be achieved by shifting the focus of regulation away from the individual practitioner, as is historically the case, towards law firms as such. This simple step, it is suggested, could facilitate much greater liberalisation of the market for legal services. This proposal is explored with particular reference to freedom of services within the European single market and, as a backdrop to the paper, progress to date in facilitating cross-border legal services in Europe is reviewed. [source] Multilateral development banks, transparency and corporate clients: ,public,private partnerships' and public access to informationPUBLIC ADMINISTRATION & DEVELOPMENT, Issue 3 2003Paul J. Nelson The multilateral development banks (MDB) recognise and promote transparency as a principle of good governance. Public release of information about policies and projects is a central aspect of this transparency, and the five MDBs studied here each adopted new policies during the 1990s to increase the accessibility of such information. The flow of information to local communities is important to the effectiveness of MDBs' social and environmental safeguards and to securing public support. But MDBs also embrace a second strategy, which sometimes conflicts with transparency: each MDB (or an affiliate) lends to private corporations as well as to member states and each bank modifies its information disclosure rules, giving corporate clients greater discretion than member governments. Environmental and social safeguards apply to corporate borrowers as well as to governments and there is a relatively high level of controversy over corporate projects' environmental and social impact. When subjected to a qualitative review of their disclosure standards, emphasising fullness of disclosure, accessibility of information, timeliness of information and availability of recourse, the disclosure policies of all five MDBs are clearly found to accommodate corporate confidentiality while compromising public demands for information. Copyright © 2003 John Wiley & Sons, Ltd. [source] | ||||||||||