Be(com)ing the chief financial officer of an organisation: Experimenting with Bourdieu's practice theory

This paper has two aims. On the one hand, it adds to a growing but still sparse literature on the work practices of the leader of the accounting and finance function or the chief financial officer (CFO). How does one enact being a CFO? On the other hand, this paper addresses a curiosity in the management accounting literature-namely the relative neglect of Bourdicu's practice theory, despite its seeming relevance for understanding management accounting in the field. As such, this paper reflects a re-engagement with understanding practice by providing an outline of Bourdieu's practice theory. This is related to a field study of a CFO in action, characterising: first, the ways in which he incorporated his position; second, the practices embedded in habitus and style; third, the projects and practices instituted in relation to the turnaround strategy of his work organisation; and, fourth, the heterodox accounting practices that this CFO was attempting to implement. This is followed by a discussion of the importance of traditional management accounting practices to this CFO's habitus. We conclude by considering the more general implications of a desire to experiment with Bourdieu's practice frame and outline issues relating to the ways in which we characterise the ontology and epistemology of management accounting practice. Crown Copyright (c) 2008 Published by Elsevier Ltd. All rights reserved.