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THE STRATEGIC PLAN FOR THE ACADEMY
OF ACCOUNTING HISTORIANS, 1990-1994
The stated objectives of The Academy
of Accounting Historians are to:
1. Encourage Research
2. Encourage Publication
3. Encourage Teaching
4. Encourage Personal Exchange
in all areas of accounting history and to
explore the interrelationships among accounting,
business and economic histories
from a broad environmental context.
The following discussion presents a
combination of strategies, tactics, and particular
activities of the Academy that are
designed to move the Academy toward
the accomplishment of its objectives.
While many of the strategies, tactics, and
activities may impact several objectives,
they are, to the extent possible, identified
with particular objectives.
IMPROVE COMMUNICATION AND
REPORTING TECHNIQUES
It is proposed that an Operations
Manual describing the duties, responsibilities,
and objectives of each of the
positions appearing on the organizational
chart be established and distributed to all
appropriate personnel. The Operations
Manual should be continuously updated
so that persons holding these positions in
the future will have some guidance. It is
important that the objectives of a given
area of the Academy be coordinated with
the objectives of other areas as well as with
the overall objectives of the Academy.
It would be expected that officers,
editors, chairpersons, and others holding
key positions in the Academy would
maintain adequate records of their activities
during their term. These records
should be submitted on a timely basis to
the Archivist and/or Director of The Accounting
History Research Center for inclusion
in the archival materials of the
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Academy that are maintained at the
Center.
INCREASE MEMBERSHIP
The Academy should strive to increase
membership annually. Particular attention
should be given to the retention of
current members. Emphasis should be
placed not only upon the numeric increase
in members, but upon the quality and
makeup of the membership. Efforts
should also be undertaken to attract more
practicing and foreign members.
While membership in the Academy is
of two types — regular and life —the areas
from which members come are as follows
(membership figures as of January 1989):
Individual (academic
and practitioners)
Institutional affiliates
(college and university
libraries, practitioner
libraries, etc.)
Domestic
(U.S.)
354
203
557
Foreign
127
81
208
Total
481
284
765
In order to undertake the types of programs
and commitments that are needed
to accomplish the objectives of the
Academy, it is imperative that both individual
members and institutional affiliates
be increased.
Individual members are important in
that the organization must have a pool of
members who have an interest in the
Academy and who are willing to devote
their time and effort in assisting the
organization in achieving its objectives. As
indicated above, of the 765 members, approximately
481 (63%) are individual
members.
Institutional affiliates are valuable in
that they house the scholarly publications
of the Academy and reach a wide variety
The Accounting Historians Notebook, Fall, 1990
