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Abstract
This study was designed to investigate interprofessional collaborations among communication, finance and legal managers at Fortune 500 corporations regarding compliance with the Sarbanes-Oxley Act (SOX or Sarbox) of 2002. Marking the decade anniversary of SOX, in-depth interviews were conducted with 30 managers (communication, finance, legal) to discover specific effects of SOX implementation on corporations and ways internal departments work together to support compliance. A hermeneutic phenomenological analysis conducted on interview narratives revealed themes of: 1) Significant Internal Impact, 2) New Processes and a State of Constant Metamorphosis, and 3) Roles and Compulsory Teamwork. Findings are explained via the theory of planned behavior and recommendations are offered to strategic communicators.
ACKNOWLEDGMENTS
Partial funding for this study was provided by the Arthur W. Page Center at the Penn State College of Communications.
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