The evolution of management accounting innovations and the level of satisfaction with traditional accounting techniques
|
|
- Eugene Shepherd
- 8 years ago
- Views:
Transcription
1 The evolution of management accounting innovations and the level of satisfaction with traditional accounting techniques Davood Askarany 1 September 2004 University of South Australia Abstract Traditional cost and management accounting practices have been under substantial criticism for their failure to initiate change and their inability to promote management accounting innovations in coping with the requirements of a changing environment during the past two decades (Askarany, 2004; Baines & Langfield-Smith, 2003; Beng, Schoch, & Yap, 1994; Bork & Morgan, 1993; Cavalluzzo & Ittner, 2003; Gosselin, 1997; Hartnett & Lowry, 1994; Maiga & Jacobs, 2003; Lefebvre & Lefebvre, 1993; Spicer, 1992). The academic literature has been critical of traditional management accounting systems in particular for their lack of efficiency and capability to provide detailed and up-to-date information and to satisfy decision makers and potential users of such information. Shedding light on this debate, current study first reviews the evolution of cost and management accounting innovations over the past century to explore whether there has been a lack of management accounting innovation in the literature. Then it examines the level of association between the diffusion of activity-based costing (ABC) -as an example of management accounting innovations- and both the level of satisfaction with current implemented accounting systems and the diffusion of technological changes in manufacturing practices to clarify whether (or not) the diffusion of ABC links to the level of satisfaction/ dissatisfaction with traditional accounting systems and to the diffusion of technological changes in manufacturing practices. Key words: Satisfaction, management accounting changes; diffusion; innovation, technological changes and activity-based costing. 1 Corresponding Address: Dr. Davood Askarany, 53 Press Road Brooklyn Park, SA Telephone: draskarany@hotmail.com 1
2 1. Introduction According to the systems approach theory, all parts of a system are related to each other and any change in one part of a system may require the consideration of appropriate change(s) in other parts of the organisation, otherwise, the system may not work properly and this could dissatisfy the users of the implemented system. Give the above, the evolution of cost and management accounting innovations and their diffusion could be considered to fit such a model. So, it might be suggested that the level of the speed of recent technological innovations, such as innovations in manufacturing processes, internet, communication and information systems require the consideration of the subsequent innovations necessary in administration systems, particularly in cost and management accounting techniques and practices (Kellett & Sweeting, 1991). Having accepted this theory, it raises the question regarding the adequacy of change in cost and management accounting techniques or sufficiency of diffusion speed of recently developed cost and management accounting innovations. To contribute to this debate, this paper conducts a historical literature review on the introduction of cost and management accounting techniques to identify recently developed cost and management practices. Having identified recent cost and management accounting innovations, it would be possible to compare the number of cost and management accounting innovations developed during the last two decades with those of the preceding decades to identify whether there is a shortage of innovation in the field of cost and management accounting. The paper also launches an investigation into the introduction of cost and management accounting innovations to practitioners in Australia. The purpose of such an investigation is to examine whether most of the cost and management accounting innovations have been introduced to practitioners in Australia. Having provided such a picture, this paper is able to suggest whether the diffusion of cost and management accounting innovations is linked to the shortage of such innovations. 2
3 Undertaking a two-stage longitudinal ( ) survey in Australia, this study further examines the level of association between the diffusion of ABC (as one management accounting innovation) and both the level of satisfaction with current implemented accounting systems and the diffusion of technological changes in manufacturing practices. 2. Background Traditional cost and management accounting practices have been under substantial criticism for their lack of efficiency and capability in coping with the requirements of a changing environment during the last two decades (Askarany, 2004; Askarany & Smith, 2003a; Beng et al., 1994; Bork & Morgan, 1993; Chenhall, 2003; Gosselin, 1997; Hartnett & Lowry, 1994; Lefebvre & Lefebvre, 1993; Spicer, 1992). Such criticism relate to the failure of traditional cost and management accounting practices to provide detailed information on activities important for organisations. Lawrence & Ratcliffe (1990) support this argument by providing survey evidence of levels of dissatisfaction among both management accountants and managers with the cost and management accounting techniques then being used in industry. Bork & Morgan (1993) echo this observation, suggesting that traditional cost and management accounting systems have failed to keep up with the increasing demands imposed on them by technological change in manufacturing environments. They also suggest that research has shown that both the preparers and users of cost accounting information are dissatisfied with their product cost and management accounting techniques. Unsurprisingly, therefore, the management accounting literature has witnessed a growing interest into the study of the diffusion of cost and management accounting innovations (Anderson & Young, 1999; Askarany, 2003; Askarany & Smith, 2001; Askarany & Smith, 2003b; Booth & Giacobbe, 1998; Chenhall & Langfield-Smith, 1998; Cooper & Kaplan, 1991; Gosselin, 1997; Hartnett & Lowry, 1994; Maiga & Jacobs, 2003; Malmi, 1999). Shedding light on the above argument, following hypotheses are proposed in this study: 3
4 H 1 The diffusion of management accounting innovations is positively associated with the level of adoption of technological change in manufacturing practices. H 2 The diffusion of management accounting innovations is negatively the level of satisfaction with traditional costing systems. Given the above, a historical review of evolution of cost and management accounting innovation provides further evidence to suggest whether there has been adequate management accounting innovations in the past two decades. It also helps to examine whether the diffusion of such innovations links to the level of satisfaction with implemented traditional management accounting techniques. 3. Historical overview of introduction of cost and management accounting innovations 3.1. Introduction of cost and management accounting techniques before 1950s According to Chandler (1977), management accounting systems (MAS) first appeared in the United States during the nineteenth century. These MAS employed both simple and sophisticated accounting methods. For example, the early management accounting measures were simple but seemed to satisfy the needs of business owners and managers. Simple managerial accounting procedures created during the nineteenth century were used to monitor and evaluate the output of internally directed processes. Cost accounts were used to ascertain the direct labour and overhead costs of converting raw materials into goods. The use of sophisticated accounting procedures also dates back to the nineteenth century. According to Porter (1980), some companies in the USA used sophisticated sets of cost accounts as early as the first quarter of the nineteenth century. During this period, new accounting systems were devised to control and record the disbursements of cash which provided management with timely and accurate reports on expenditures. A voucher system of bookkeeping which is used for controlling and recording disbursements was also created during the nineteenth century (Wood, 1895). In comparison, before the industrial revolution, 4
5 accounting was mainly used as a record of the external relations between business units. Information for decision-making and control was usually acquired from market prices (Graner, 1954). According to Johnson and Kaplan (1987), during the nineteenth century cost accounting became more than just a tool for evaluating internal conversion processes. It was also used as a means to assess the performance of subordinate managers. Moreover, internal accounting systems for evaluating costs, throughput, and working capital were developed during the nineteenth century. New cost measurement techniques for analysing productivity and linking profits to products were developed during the late nineteenth and early twentieth century. These techniques had a substantial impact on twentieth century accounting practices. Some of these techniques provided the basis for the development of standards to monitor labour and material efficiencies and costs. This was the time of the development of scientific management that concentrated on gathering accurate information regarding the efficiency of workers engaged in specified tasks. Furthermore, the use of variance analysis of actual costs and standard costs for the purpose of controlling operations was also developed. During the nineteenth century scientific management experts also developed new cost accounting procedures to evaluate and control physical and financial efficiency of tasks and processes in complex machine-making firms and to assess the overall profitability of the enterprise (Johnson & Kaplan, 1987). Around the 1900s managers started paying attention to the productivity and performance of capital. The design of Du Pont management accounting procedures during that period facilitated the evaluation of the performance of capital; these gave significant attention to the application of return on investment. Such information helped managers in the allocation of new investments among competing economic activities and the financing of new capital requirements (Chandler & Salsbury, 1971). According to Johnson and Kaplan (1987), before World War I, the Du Pont Company was using almost all of the 5
6 management accounting procedures for planning and controlling purposes, known until the 1980s. As Johnson and Kaplan (ibid) reported, most of cost and management accounting procedures were developed during the nineteenth and first quarter of the twentieth century. They further stated that before World War I some organisations were trying to develop and use accurate cost accounting systems to trace costs accurately to diverse lines of products. This evidence confirms that even the idea and logic behind activity based costing for designing an accurate costing method is not new. The application of non-accounting information (financial and non-financial) in management accounting, which has attracted considerable attention in the last two decades is not new either. According to Johnson (1992), as far back as the first half of nineteen century, businesses owners and managers were using non-financial information to control organisational operations. The idea of paying more attention to the working people and customers of organisations as a long-term source of profit also dates back to before the 1950s. It might be argued that the logic behind most of management accounting techniques dates back to the first half of nineteenth century, however, the demand for management accounting information for the purpose of planning and control decisions is a much more recent phenomenon (Cooper & Kleinchmidt, 1990; Johnson, 1992; Johnson & Kaplan, 1987; and Kaplan, 1984). Also, a comparison between today s management accounting procedures and those used before the 1950s would show a considerable number of innovations in this field. 3.2 Introduction of cost and management accounting techniques after 1950s Since the 1950s more than 30 popular cost and management accounting techniques have been introduced. The majority of these innovations have been introduced during the last two decades. According to Hagerty (1997) and Smith (1999), the major developments in management accounting since 1950s can be explained as follows: 6
7 Cost and management accounting innovations in 1950s can be identified as: Discount cash flows, Total quality management, Cusum charts and Optimum transfer pricing. Cost and management accounting innovations in 1960s can be identified as: Computer technology, Opportunity cost budgeting, Zero-base budgeting, Decision tree, Critical path scheduling, and Management by objectives. Cost and management accounting innovations in 1970s can be identified as: Information economics and agency theory, Just-in-time scheduling, Strategic business units, Experience curves, portfolio management, Materials resource planing, Diversification, Matrix organisation and Product repositioning. Cost and management accounting innovations in 1980s can be identified as: Activitybased costing, Target costing, Value-added management, Theory of constraints, Vertical integration, Private labels and Benchmarking. Cost and management accounting innovations in 1990s can be identified as: Business process reengineering, Quality functional deployment, Outsourcing, Gainsharing, Core competencies, Time-based competition and Learning organisation. Reviewing cost and management accounting innovations of the last two decades, Björnenak & Olson, (1999, p.327) identify the major recently developed cost and management accounting techniques in the literature as follows: activity based costing (ABC); activity management (AM) and activity based management (ABM); local information system (LS); balanced scorecard (BS); life cycle costing (LCC) and target costing (TC); strategic management accounting (SMA). As the above historical review shows, the number of cost and management accounting innovations during the last two decades is higher than those of two preceding decades (1960s and 1970s). This review supports the suggestion that the lack of cost and management accounting innovations during the last two decades does not appear to be an issue. This suggestion can be confirmed by a comparison between the number of cost and management 7
8 accounting innovations of the last two decades and those of two preceding decades. Supporting this view, Kaplan (1994) emphasises that the 1980s and 1990s have seen a revolution in regard to the innovation in management accounting theory and procedures. Björnenak & Olson (1999, p.325) also echo this observation by suggesting that over the last two decades there has been a rich supply of management accounting innovations in the literature. Johnson and Kaplan (1987, p.163) go further and argue that until the 1980s, the adoption of the discounted cash flow approach for evaluating capital investment projects has been the main innovation in management accounting practice during the past sixty years. They emphasise that in the period between the 1920s and 1980s no new ideas or thoughts have affected the design and the use of cost management systems. Given the number of recently developed cost and management accounting innovations during the last two decades, at this stage the current paper suggests that the cost and management accounting lag should not be considered a consequence of a shortage of cost and management accounting innovations Introduction of cost and management accounting innovations in Australia The above historical review indicates the introduction of a considerable number of cost and management accounting innovations in the literature during the last two decades. However, to gain a better picture regarding current cost and management accounting lag it would be useful to examine whether these recently developed cost and management accounting techniques have been introduced to potential practitioners and users of those techniques. To accomplish the above, widely available technical, professional, and practitioner Australian journals in the field of management accounting have been reviewed. These journals included Business Review Weekly (BRW), CPA (the journal of Australian) and Charter (the journal of ICCA). Furthermore, Charter s and CPA s conference, workshops, and professional developments programs in South Australia during the last three years have been investigated. These are among the main sources of transferring information on cost and management 8
9 accounting innovations and issues to potential users in Australia. The purpose of such a study was to get a clear picture of the different, recently developed, cost and management accounting techniques introduced in Australia. Table 1 establishes the frequency of the most relevant topics regarding recently developed cost and management accounting techniques discussed in the above-mentioned professional journals, conferences, workshops, and professional development programs over the period 1996 to 1998 in Australia. Consistent with (Barbera, Baxter, & Birkett, 1999; Björnenak & Olson, 1999; Chenhall & Langfield-Smith, 1998; Lukka & Shields, 1999), an extensive literature review and a threeyear survey of professional and practitioner journals, conferences and workshops revealed the most popular recently developed cost and management accounting innovations in Australia to be: performance measurement and balanced scorecard techniques, activity based costing, valued added concepts, total quality management, strategic management, risk management, benchmarking, re-engineering, economic value added and target costing. As Table 1 shows, most of the recently developed cost and management accounting practices addressed in the literature have been introduced among Australian practitioners through professional journals, workshops and conferences too. Please insert table 1 here: However, despite witnessing frequent seminars, workshops, conferences and articles for introducing recently developed cost and management accounting techniques in Australia, the take-up of these management accounting innovations is dismally low and the level of adoption of most of these new techniques lags relatively behind those of traditional ones. For example, the ranking in terms of adoption of some of these new techniques in Australian firms are: activity based costing ranked (24), activity based management (21), product life cycle analysis (20), target costing (27) (ibid). Chenhall and Langfield-Smith compare this ranking with some of traditional cost and management accounting techniques such as analysis 9
10 for budgeting for planning financial position (1), capital budgeting (2), performance evaluation using return on investment (3). In a comparative analysis they conclude that the rates of adoption of recently-developed techniques in other countries such as U.S.A., U.K. and mainland Europe are even lower than those applied in Australia. Supporting this view, Askarany and Smith (2003a) find that only 19 percent of organisations registered with CPA in Australia have implemented and accepted ABC by the end of year Prior to this study Chenhall and Langfield-Smith (1998) found that adoption rate for ABC was generally below 14%. Other studies on the adoption of ABC also indicate that the take-up of ABC is following same pattern overseas. For instance, Innes and Mitchell (1995) in the UK find that the adoption rate for ABC is generally below 14%. Further, Ness and Cucuzza (1995), in the US, suggest that as few as 10% of ABC-adopters continue to support the innovation. Given the earlier literature review regarding the dissatisfaction of users of cost and management accounting techniques and the low level of the diffusion of ABC (as an example of management accounting innovations) and consistent with systems approach theory, the proposed hypotheses in this study are restated as follows: H 1 The diffusion of activity-based costing is positively associated with the level of adoption of technological change in manufacturing practices. H 2 The diffusion of activity-based costing is negatively the level of satisfaction with traditional costing systems. 4. Research Method A two stage longitudinal ( ) survey was designed to gather information for this study. In both stages (first stage in 1997 and the second stage in 2001), the survey was administered to all 200 manufacturing firms registered with the Australian plastics industry (PACIA). The selection of the plastics industry for this investigation was due to the fact that 10
11 organisations in this industry are known to have undergone considerable innovation and change to their manufacturing procedures during the last two decades. Two different questionnaires were designed in two separate stages of this longitudinal study to capture the necessary information on the diffusion of technological changes and cost and management accounting innovations. The first stage of the survey (relating to the period 1985 to 1996) aimed to investigate the level of the diffusion of both technological and management accounting innovations. It also aimed to examine the relationship between the level of satisfaction with implemented management accounting techniques and the diffusion of activity based costing. The second stage of the survey intended to follow up the relationship between the level of satisfaction with implemented management accounting techniques and the diffusion of activity based costing after four years period and clarify whether (or not) the diffusion of ABC leads to higher satisfaction with implemented accounting techniques. PACIA agreed to distribute the questionnaires to the firms registered with them in both stages, but did not divulge the name of the firms concerned to the researcher. This restriction resulted in lack of opportunities both for follow-up enquiries and for interview. 5. Survey Findings Responses to the survey were provided by 51 firms in the first stage and 31 firms in the second stage, representing disappointing response rates of 25% and 15% respectively. Nonresponse bias was examined in both stages using the aggregate details provided by PACIA including: number of employees, year of establishment, and the activities of the firms. A comparison between the early responses and late responses (in both stages) showed there was no perceived difference between these responses, suggesting that non-response bias would not influence the outcomes. 5.1 The diffusion of technological innovations Technological changes in manufacturing practices addressed in the current study have included the following techniques: 11
12 computer aided design (CAD) computer aided engineering (CAE) computer aided machining computer aided manufacturing (CAM) computer aided process planning (CAPP) computer-integrated manufacturing (CIM) direct numerical control (DNC) flexible manufacturing system (FMS) just in time (JIT) numerical control (NC) robot testing machine As Table 2 shows, advanced manufacturing techniques have been widely used by the Australian plastics industry. According to the information provided by respondents, more than 92 per cent of respondents have experienced one or more types of advanced manufacturing technique up to the time of the investigation. Also, the proportion of establishments, which have used more than one type of advanced technology, was more than 76 percent. In other words, although the benefits associated with use of each technique might not be considered as very high, the percentage of the establishments which have used any one kind of advanced technology is high. Please insert table 2 here: Even though the prevalence of use of each individual technique is not particularly high, the percentage of establishments, which have used any kind of advanced technology, is high. The 12
13 findings show that more than 93 per cent of establishments have used at least one type of advanced manufacturing technology. According to Table 3, more than 35 percent of the respondents specified that they commenced implementation of their first advanced manufacturing technique more than ten years ago (before 1985). Less than 6 percent of the establishments did not specify the commencement year of employing their advanced manufacturing techniques. The majority of the respondents (between 70 and 76.5 percent) commenced the implementation of such techniques in the 1980s or before. In other words, the majority of the population have more than a decade of experience in observing technological change in their manufacturing practices. It can therefore be concluded that the Australian plastics industry has been an appropriate population for the study of technological change in manufacturing processes. Please insert table 3 here: The percentage of establishments, which have used more than one type of advanced technology, is more than 76 percent, and only 15.7 percent of establishments have used a single type of technology. Please insert table 4 here: 5.2 The diffusion of activity-based costing Of greater concern to us in this study is the link between the level of technological innovation and the level of administrative innovation, illustrated by the introduction of new management accounting innovations. The adoption of Activity Based Costing (ABC) method is used at this stage of the study to measure the firm s commitment to accounting innovation. For testing purposes the adoption of activity based costing is used as an example of the diffusion of a new management accounting technique. 13
14 Activity based costing is an approach to costing that focuses on activities as the fundamental cost objects. It uses the cost of these activities as the basis for assigning costs to other cost objects such as products, services, or customers. One of the expectations of the application of technological innovations in manufacturing processes is to increase the demand for the adoption of activity based costing by changing the cost structure of products through increasing overhead costs, but decreasing labour costs. The first stage survey results of the plastics industry do not show a noticeable change in cost structure for the products of firms within this industry for the investigated period of ten years ( ). The average proportions of direct material costs, labour costs and overhead cost of products in the plastic industry have not changed by more than two percent in ten years. The average proportion of direct material costs have remained at 50 to 51 per cent, direct labour costs at 25 to 26 percent and manufacturing overhead costs at 22 to 23 per cent of total costs of products during the period of investigation. Allocation of costs based on each activity was less prevalent than the other overhead allocation methods in the establishments under investigation. Indeed, allocation of overhead costs based on each activity had the lowest prevalence among the establishments. According to the findings of first stage survey, about 75 percent of the establishments have not used such a method, and only 14 percent of establishments were allocating overhead costs based on each activity up to the time of the survey. Another 11 per cent of establishments identified that they would like to use ABC in the near future. The findings of the second stage survey show a further 7 percent of establishments were using ABC at the time of the investigations. 5.3 Technological innovation and activity based costing A comparison between the scope and the speed of changes in manufacturing processes and cost and management accounting techniques suggests that diffusion of cost and management accounting changes lag behind not only traditional accounting techniques but also those of 14
15 manufacturing techniques. This implies that the facilitation of cost and management accounting changes need more attention. The findings indicate that only 14 per cent of establishments had implemented ABC by the time of first stage investigation and 22 per cent by the time of second stage investigation. However, as the following tables show, 92 per cent of establishments have experienced one or more types of advanced manufacturing technique up to the time of the first investigation. We test our first proposed hypothesis based on the information gathered in the first stage survey as we sought information on the level of adoption of technological changes only in that stage. Please insert table 5 here: Table 6 details the correspondence of ABC adoption with the level of commitment to AMT innovation. Please insert table 6 here: Considering the nature of data and the number of responses received in both the first and the second stages survey and as a result of discussion with statistical professionals, Kendall s taub is thought to be the most appropriate statistical test to examine the relationship between the variables in this study. Table 7 summarises the number of implemented AMT into two groups for the purpose of statistical tests. Kendall s tau-b has a value of (standard error 0.099), which is statistically significant at the level. We can, therefore, accept our first proposed hypothesis and conclude that the diffusion of ABC is associated with the implementation of technological changes in manufacturing practices within the targeted sample. According to 15
16 the findings, statistically significant positive relationships are observed between administrative and technological innovations. Please insert table 7 here: 5. 4 The diffusion of ABC and the level of satisfaction with traditional costing techniques Although the findings show that the diffusion of cost and management innovations has been slow among the establishments and they have not had a major change in their current cost and management accounting systems, it does not imply that current cost and management accounting techniques meet users expectations. The establishments were asked directly (in both stages of the survey) to clarify how well they were satisfied with their employed cost and management accounting techniques based on the following scale: very satisfied, moderately satisfied, needs improvement, dissatisfied, and very dissatisfied. The findings of first stage survey show that only 8 percent of the establishments were very satisfied and 38 percent were moderately satisfied with their current cost and management accounting techniques. However, the majority of the establishments (54 percent) stated that the cost and management accounting techniques they employed needed improvement and 2 percent were very dissatisfied with their current cost and management accounting systems. Kendall s tau-b has a value of (standard error 0.154), which is statistically significant only at the level. We can, therefore, reject our second stated hypothesis and conclude that our findings do not show a significant association between the level of dissatisfaction with current implemented traditional accounting systems and the diffusion of ABC. A comparison between second stage findings and the findings of the first stage of study indicates no significant change in the level of satisfaction of respondents with their implemented cost and management accounting systems. The findings of the second stage of the survey indicate that a total of 45.1 percent of respondents were satisfied with their 16
17 implemented cost and management accounting techniques by the end of However, a majority of 54.9 percent of respondents were either dissatisfied or believed their implemented cost and management accounting techniques need improvement. Although the findings of the second stage survey indicate a moderate increase in satisfaction with current implemented accounting systems, the statistical tests show no significant differences between the level of satisfaction of adopters and non-adopters of ABC. This might imply that as with traditional costing techniques, recently developed cost and management accounting practices are not perfect. The findings of the second stage survey further confirm the lack of significant association between the level of dissatisfaction with traditional accounting techniques and the diffusion of management accounting innovations. 6. Discussion The results of current study are largely confirmatory of those of other studies, with innovations largely confined to the technological changes in manufacturing practices, rather than in the introduction of new management accounting techniques. Despite the innovative stance apparent in other aspects of the industry under consideration, and awareness of accounting innovations, cost and management accounting systems were apparently not perceived as priority areas for innovative activity. Findings indicate that the extent of changes in cost and management accounting techniques during a fourteen-year period of investigations have been slow. Both the dissatisfaction of users of current cost and management accounting innovations and low level of development of accounting changes indicate that diffusion of cost and management accounting innovation is an important issue. Indeed, this raises the question that despite dissatisfaction of the users of traditional cost and management accounting techniques, why have new management accounting technique such as ABC not been highly diffused and adopted by potential users? One possible answer is that as with traditional costing techniques, recently developed cost and management accounting practices are not perfect. 17
18 Another possible answer is that despite the considerable shortcomings of traditional management accounting practices, and consistent with Chenhall and Langfield-Smith (1998), the benefits obtained from traditional management accounting techniques might be higher than those of newer techniques. This situation raises the question of exaggeration in the criticism of traditional management accounting practices for their low benefits and shortcomings. Chenhall and Langfield-Smith conclude that their investigation does not support the lack of relevance of traditional management accounting techniques, apparent from literature during the last two decades (e.g., Johnson and Kaplan, 1987; Bromwich and Bhimani, 1994). Both the current findings and the findings of Chenhall and Langfield-Smith s survey also raise questions regarding the shortcomings of recently developed management accounting techniques which might make them less acceptable than traditional ones. Evidence from those firms which had begun to implement ABC before stopping the implementation process after a short period (Innes and Mitchell, 1991; Madison and Power, 1993; Ness and Cucuzza, 1995) might also refer to such shortcomings. 7. Conclusions and Reflections The results of the longitudinal investigation of the plastics industry revealed that cost and management accounting changes lag behind technological changes in manufacturing practices. The findings show a significant relationship between technological and administrative innovations but no significant association between the diffusion of ABC and the level of dissatisfaction with traditional costing techniques. In other words, there was no perceived difference between the responses of firms employing cost and management accounting innovations and those which do not, suggesting that like users of traditional cost and management accounting techniques the adopters of cost and management accounting innovations are not very satisfied with their current applied techniques. These results might be consistent with the fact that some firms which had started to implement recently developed 18
19 cost and management accounting techniques decided to stop the implementation of these innovations after a short period (Innes & Mitchell, 1991; Madison & Power, 1993). Although the results of the presented historical review of recently developed cost and management accounting techniques in this paper does not support the shortage of cost and management accounting innovations, the dissatisfaction of user of current techniques along with the evidence of failure implementation of management accounting innovations imply an important indication. This indication suggests that similar to traditional cost and management accounting techniques, recently developed cost and management accounting techniques might have some shortcomings which could be barriers to their diffusion. This suggestion can be supported by findings of Chenhall and Langfield-Smith (1998, p.1) who concluded that the benefits obtained from traditional management accounting techniques were higher than those of newer techniques and accordingly, the adoption rate of traditional techniques were higher than the newer ones. This paper suggests that the reality behind slow diffusion of cost and management accounting innovation might link to the shortcomings of new techniques and recommends further investigation into the influence of shortcomings of cost and management accounting innovations on their diffusion. 19
20 8. References Anderson, S. W., & Young, S. M. (1999). The impact of contextual and process factors on the evaluation of activity-based costing systems. Accounting, Organizations and Society, 24, Askarany, D. (2003). An Overview of the Diffusion of Advanced Techniques. In B. F. Tan (Ed.), Advanced Topics in Global Information (Vol. 2, pp ). London: IDEA Group Publishing. Askarany, D. (2004). Contextual factors and administrative changes. Issues in Informing Science and Information Technology Journal, 1, Askarany, D., & Smith, M. (2001, July). Facilitating accounting changes in the global environment. Paper presented at the Economies and Business in Transition, Istanbul. Askarany, D., & Smith, M. (2003a, June). The Relationship between Technological Innovation, Activity Based Costing and Business Size. Paper presented at the Information Science + Information Technology Education Joint Conference, Pori, Finland, Askarany, D., & Smith, M. (2003b, July). Relationship between the implementation of six management accounting innovations and business size. Paper presented at the Global Business and Technology Association (GBATA), Budapest, Hungary. Baines, A., & Langfield-Smith, K. (2003). Antecedents to management accounting change: a structural equation approach. Accounting Organizations and Society, 28(7-8), Barbera, M., Baxter, J., & Birkett, W. (1999). Innovation Management Accounting Practices- Insights from Practice. Sydney: UNSW Press. 20
21 Beng, A. K., Schoch, H., & Yap, T. (1994). Activity Based Costing in the Electronics Industry: The Singapore Experience. Small Business and Enterpreneurship (J.S.B.E.), 11(2), Björnenak, T., & Olson, O. (1999). Unbundling management accounting innovations. Management Accounting Research, 10, Booth, P., & Giacobbe, F. (1998, September). The impact of demand and supply factors in the diffusion of accounting innovations: the adoption of Activity- Based Costing in Australian Manufacturing Firms. Paper presented at the Management Accounting Conference, Sydney. Bork, H. P., & Morgan, M. J. (1993). Is ABC really a Need not an Option? Management Accounting Research, 71(8), Cavalluzzo, K. S., & Ittner, C. D. (2003). Implementing performance measurement innovations: evidence from government. Accounting Organizations aand Society. Chandler, D. A. (1977). Visible Hand: The management revolution in American business. Cambridge: Harvard University Press. Chandler, D. A., & Salsbury. (1971). Du pont and the Making of the Modern Corporation. New York: Harper & Row. Chenhall, R. H. (2003). Management Control Systems Design within its Organisational Context: Findings from Contingency-Based Research and Direction for the Future. Accounting, Organizations and Society, 28, Chenhall, R. H., & Langfield-Smith, K. (1998). Adoption and benefits of management accounting practices: an Australian study. Management Accounting Research, 9, Cooper, R., & Kaplan, R. S. (1991). Profit Priorities from Activity Based Costing. Harvard Business Review, 69(3),
22 Cooper, R. G., & Kleinchmidt, E. J. (1990). New product success factors: a comparison of 'Kills'versus success and failures. R & D Management, 20, Gosselin, M. (1997). The Effect of Strategy and Organizational Structure on the adoption and implementation of Activity Based Costing. Accounting, Organizations and Society, 22(2), Graner, S. P. (1954). Evolution of Cost Accounting to Tuscaloosa: University of Albama Press. Hagerty, M. R. (1997). A Powerful Tool for Diagnosis and Strategy. Jurnal of Management Consulting, 9(4), Hartnett, N., & Lowry, J. (1994). From ABC to ABM. Australian Accountant, Innes, J., & Mitchell, F. (1991). ABC: a survey of CIMA members. Management Accounting Research, 6, Innes, J., & Mitchell, F. (1995). A survey of activity-based costing in the U.K.'s largest companies. Management Accounting Research, June, Johnson, H. T. (1992). Relevance Regained. New York: The Free Press. Johnson, H. T., & Kaplan, R. S. (1987). Relevance lost. Harvard, USA: Harvard Business School Press. Kaplan, R. S. (1984). The Evolution of Management Accounting. The Accounting Review, 59(3), Kaplan, R. S. (1994). Management accounting ( ): development of new practice and theory. Management Accounting Research, 5, Kellett, B. M., & Sweeting, R. C. (1991). Accounting Innovation and Adoptions: A U.K. Case. Management Accounting Research, 2(1), Lawrence, S., & Ratcliffe, S. (1990). Activity Based Costing (ABC) A New Label for Old Concepts. Accounting Forum,
23 Lefebvre, E., & Lefebvre, L. (1993). Competitive Position and Innovative Efforts in SMEs. Small Business Economics, 5(4), Lukka, K., & Shields, M. (1999). Innovations in Management Accounting Focus. Management Accounting, London, 77(3), Madison, R., & Power, J. (1993). A review of implementing activity-based cost management: moving from analysis to action, News and Views (pp. 9): American Accounting Association. Maiga, A. S., & Jacobs, F. A. (2003). Balanced Scorecard, Activity-Based Costing And Company Performance: An Empirical Analysis. Journal of Management Issues, 15(3), Malmi, T. (1999). Activity-based costing diffusion across organizations: an exploratory empirical analysis of Finnish firms. Accounting, Organizations and Society, 24, Ness, J. A., & Cucuzza, T. G. (1995). Tapping the Full Potential of ABC. Harvard Business Review, 95, Porter, M. D. (1980). The Walthman System and early American Textile Cost Accounting, Accounting Historians Journal, Smith, M. (1999). Management Accounting for Competetive Advantage (First Edition ed.). Sydney: LBC Information Services. Spicer, B. H. (1992). The Resurgence of Cost and Management Accounting: A Review of Some Recent Development in Practice, Theories and Case Research Methods. Management Accounting Research, 3(1), Wood, W. G. (1895). The Voucher System Book-keeping. Pittsburgh: G. W. Wood. 23
24 Table 1: The frequency of discussion of recently developed cost and management accounting innovations in Australian professional journals, workshops and seminars (1996-8) Techniques Total Percentage BRW Charter CPA Conferences no of discussion Performance measurement and balanced scorecard ABC Value chain analysis TQM Strategic measurement Risk measurement Change in measurement Benchmarking Re-engineering Economic value added (EVA, SVA and VBM) Target costing Life cycle costing Learning organisation Outsourcing Just-in-time 3 1 Table 2: The frequency of application of advanced manufacturing techniques by Australian Plastics industry Manufacturing technique Percentage of Percentage use of Percentage use in before 1985 change Automation Computer-aided design Computer-aided engineering Computer-aided manufacturing Computer-integrated manufacturing Computer-driven requirements plan Direct numerically controlled machines Expert-based systems Flexible manufacturing systems Just in time technique Numerically controlled machines Robotics Testing and inspection machines of 24
25 Table 3: Commencing year of first using advanced manufacturing techniques Commencing year of use AMT Valid percent Cumulative percent First started before First started in First started in First started in First started in First started in First started in First started in Not used Table 4: Quantity of employed advanced technologies Number of employed AMT Valid percent Cumulative percent Twelve techniques and more Eleven techniques Ten techniques Nine techniques Eight techniques Seven techniques Six techniques Five techniques Four techniques Three techniques Two techniques One technique No technique Table 5: The frequency of firms using advanced manufacturing techniques and ABC Using activity based costing Using advanced manufacturing Total techniques Yes No Yes No Total Table 6: ABC Adoption and AMT innovation ABC Adoption Number of AMT innovations Total No Yes Total
26 Table 7: Contingency Table for ABC/AMT innovations ABC Adoption AMT Innovation Total Low 0-5 High 6-12 No Yes Total
Technological innovations, activity based costing and satisfaction
Technological innovations, activity based costing and satisfaction Dr. Davood Askarany The University of Auckland Key words: Management accounting changes; diffusion; innovation, technological changes;
More informationEMPIRICAL EVIDENCE OF THE USAGE AND BENEFITS OF MANAGEMENT ACCOUNTING TECHNIQUES IN NIGERIA COMPANIES
EMPIRICAL EVIDENCE OF THE USAGE AND BENEFITS OF MANAGEMENT ACCOUNTING TECHNIQUES IN NIGERIA COMPANIES S. O. Ajibolade, (Ph.D) Abstract Deriving from arguments that the traditional management (MA) techniques
More informationThe Implementation of Management Accounting Innovations within the Jordanian Industrial Sector: The Role of Supply-Side Factors
European Journal of Economics, Finance and Administrative Sciences ISSN 1450-2275 Issue 35 (2011) EuroJournals, Inc. 2011 http://www.eurojournals.com The Implementation of Management Accounting Innovations
More informationManagement accounting practices in the UK food and drinks industry
ISSN 1744-7038 (online) ISSN 1744-702X (print) Research Executive Summaries Series Management accounting practices in the UK food and drinks industry Vol. 2, No. 8 By Magdy Abdel-Kader University of Essex
More informationChallenges and Opportunities of Management Accounting in Iran Industries
International Journal of Economic Behavior and Organization 2013; 1(6): 56-60 Published online October 20, 2013 (http://www.sciencepublishinggroup.com/j/ijebo) doi: 10.11648/j.ijebo.20130106.11 Challenges
More informationAn Exploratory Study of the Level of Sophistication of Management Accounting Practices in Libyan Manufacturing Companies
An Exploratory Study of the Level of Sophistication of Management Accounting Practices in Libyan Manufacturing Companies Nassr Saleh Mohamad Ahmad Abdulghani Leftesi Assoc Prof. Dr. Nassr Saleh Mohamad
More informationAdoption of advanced manufacturing technology (AMT) and management accounting practices: the case of manufacturing firms in Malaysia
World Review of Science, Technology and Sustainable Development, Vol. 2, No. 1, 2005 35 Adoption of advanced manufacturing technology (AMT) and management accounting practices: the case of manufacturing
More informationSTRATEGIC COST MANAGEMENT ACCOUNTING INSTRUMENTS AND THEIR USAGE IN ALBANIAN COMPANIES ABSTRACT
STRATEGIC COST MANAGEMENT ACCOUNTING INSTRUMENTS AND THEIR USAGE IN ALBANIAN COMPANIES Marsel Sulanjaku Lecturer at A.Xhuvani University ALBANIA Ali Shingjergji Lecturer at A.Xhuvani University ALBANIA
More informationA survey of factors influencing the choice of product costing systems in UK organizations
Management Accounting Research 18 (2007) 399 424 A survey of factors influencing the choice of product costing systems in UK organizations Mohammed Al-Omiri a, Colin Drury b, a Umm Al-Qura University,
More informationTHE FUTURE OF MANAGEMENT ACCOUNTING: A SOUTH AUSTRALIAN PERSPECTIVE* David Forsaith Senior Lecturer. Carol Tilt Senior Lecturer
THE FUTURE OF MANAGEMENT ACCOUNTING: A SOUTH AUSTRALIAN PERSPECTIVE* David Forsaith Senior Lecturer Carol Tilt Senior Lecturer Maria Xydias-Lobo Lecturer School of Commerce Flinders University School of
More informationHow To Understand And Understand Activity Based Management
Technical Briefing DEVELOPING AND PROMOTING STRATEGY APRIL 2001 Activity-based Management An Overview IN THIS BRIEFING Part 1 General FAQs Part 2 Practical guidance on implementing ABM Part 3 Checklist
More informationTHE USE OF MANAGEMENT ACCOUNTING PRACTICES IN MALAYSIAN SMES. Submitted by Kamilah Ahmad. to the University of Exeter as a thesis for the degree of
THE USE OF MANAGEMENT ACCOUNTING PRACTICES IN MALAYSIAN SMES Submitted by Kamilah Ahmad to the University of Exeter as a thesis for the degree of Doctor of Philosophy in Accountancy May 2012 1 Declaration
More informationManagement Accounting Practices: A Comparative Analysis of Manufacturing and Service Industries
ASA University Review, Vol. 4 No. 1, January June, 2010 Management Accounting Practices: A Comparative Analysis of Manufacturing and Service Industries Farjana Yeshmin * Rehana Fowzia * Abstract The study
More informationTRADITIONAL VERSUS ACTIVITY-BASED PRODUCT COSTING METHODS: A FIELD STUDY IN A DEFENSE ELECTRONICS MANUFACTURING COMPANY
TRADITIONAL VERSUS ACTIVITY-BASED PRODUCT COSTING METHODS: A FIELD STUDY IN A DEFENSE ELECTRONICS MANUFACTURING COMPANY Myers, Joan K. Le Moyne College myersjk@lemoyne.edu ABSTRACT Organizational environments,
More informationGJMBR-A Classification: JEL Code: O33, M41, O32, L22, L60 FOR Code: 150307, 150102
Global Journal of Management and Business Research Volume 11 Issue 9 Version 1.0 September 2011 Type: Double Blind Peer Reviewed International Research Journal Publisher: Global Journals Inc. (USA) Online
More informationACTIVITY BASED COSTING- DIFFUSION AND ADOPTION
ACTIVITY BASED COSTING- DIFFUSION AND ADOPTION Jörgen Dahlgren, Ek Dr, jorda@eki.liu.se Magnus Holmström, Ek Dr., magho@eki.liu.se Henrik Nehler, Ekon lic, henne@eki.liu.se The authors, Linköping University,
More informationExperiences of Building Cost Models for Software Systems: An Industrial Case Study
Experiences of Building Cost Models for Software Systems: An Industrial Case Study KIM VAATAJA, JUKKA PIIROINEN, PASI OJALA, JANNE JARVINEN Department of Accounting University of Oulu, Oulu Business School
More informationMALAYSIAN ACCOUNTING REVIEW Volume 7 No. 1 July 2008
MALAYSIAN ACCOUNTING REVIEW Volume 7 No. 1 July 2008 Sponsored by: Accounting Research Institute & Faculty of Accountancy Universiti Teknologi MARA Malaysia & Malaysian Accountancy Research and Education
More informationStrategic Management Accounting Techniques in Romanian Companies: Some Survey Evidence
Available online at www.sciencedirect.com Procedia Economics and Finance 3 ( 2012 ) 387 396 Emerging Markets Queries in Finance and Business Strategic Management Accounting Techniques in Romanian Companies:
More informationWorking capital management practices of manufacturing sector companies in Sri Lanka: survey evidence
K.L. Wasantha Perera (Australia), Guneratne B. Wickremasinghe (Australia) Working capital management practices of manufacturing sector companies in Sri Lanka: survey evidence Abstract This study focuses
More informationISBN Proceedings of 2010 International Conference on Business, Economics and Tourism Management (CBETM 2010)
ISBN 978-1-84626-026-1 Proceedings of 2010 International Conference on Business, Economics and Tourism Management (CBETM 2010) Singapore, 26-28 February, 2010 Factors Influencing Activity-Based Costing
More informationTHE UPTAKE OF MANAGEMENT ACCOUNTING PRACTICES AMONG MALAYSIAN FIRMS IN SMES SECTOR
THE UPTAKE OF MANAGEMENT ACCOUNTING PRACTICES AMONG MALAYSIAN FIRMS IN SMES SECTOR Kamilah Ahmad Universiti Tun Hussein Onn Malaysia kamilah@uthm.edu.my Shafie Mohamed Zabri Universiti Tun Hussein Onn
More informationImpact of Strategic Initiatives in Management Accounting on Corporate Financial Performance: Evidence from Amman Stock Exchange
Impact of Strategic Initiatives in Management Accounting on Corporate Financial Performance: Evidence from Amman Stock Exchange Husam Aldeen Al-Khadash Mete Feridun This article aims at investigating the
More informationTomasz Wnuk-Pel Department of Accounting, Faculty of Management University of Łódź, 90-237 Łódź, Matejki 22/26 Str.
Tomasz Wnuk-Pel Department of Accounting, Faculty of Management University of Łódź, 90-237 Łódź, Matejki 22/26 Str. REVIEWERS Karim Charaf, Toomas Haldma, Monika Marcinkowska EDITOR OF UNIVERSITY OF ŁÓDŹ
More informationStrategies for handling low response rates in management accounting survey research
Work in progress, not to be quoted without the permission of the author. 2003 Strategies for handling low response rates in management accounting survey research Ingemund Hägg Uppsala University Department
More informationAdoption and Implementation of Activity-Based Costing: A Web-Based Survey
Adoption and Implementation of Activity-Based Costing: A Web-Based Survey Narcyz Roztocki Sally M. Schultz State University of New York at New Paltz School of Business 75 South Manheim Boulevard New Paltz,
More informationwww.ijbcnet.com International Journal of Business and Commerce Vol. 1, No. 9: May 2012[16-37] (ISSN: 2225-2436)
External Disclosure and Management Accounting Artefacts Do Top-Ranked Companies In Quality Of Financial Reporting; Tend To Rank High In Adoption Of Modern Management Accounting Artefacts? Reinaldo Guerreiro
More informationThe servitization of manufacturing: Further evidence 1
The servitization of manufacturing: Further evidence 1 Andy Neely (adn1000@cam.ac.uk) University of Cambridge Ornella Benedettini University of Cambridge Ivanka Visnjic University of Cambridge/ESADE Business
More informationManagement Accounting Change: ABC Adoption and Implementation
IBIMA Publishing Journal of Accounting and Auditing: Research & Practice http://www.ibimapublishing.com/journals/jaarp/jaarp.html Vol. 2012 (2012), Article ID 349927, 17 pages DOI: 10.5171/2012.349927
More informationAn Alternative Approach to Surveying Management Accounting Practices
An Alternative Approach to Surveying Management Accounting Practices Adrian France Waikato Institute of Technology (Wintec) Tristram Street Private Bag 3036 Hamilton 2020 New Zealand Telephone: (07) 8348800
More informationPREDICTING CHANGE IN MANAGEMENT ACCOUNTING SYSTEMS: THE EFFECTS OF COMPETITIVE STRATEGY Nelson Waweru, York University
PREDICTING CHANGE IN MANAGEMENT ACCOUNTING SYSTEMS: THE EFFECTS OF COMPETITIVE STRATEGY Nelson Waweru, York University ABSTRACT This study reports on a survey that investigated changes in management accounting
More informationManagement accounting systems design and company performance in Nigerian manufacturing companies: A contingency theory perspective
, Vol.14 NoII (2013) BritishJournal Publishing, Inc. 2013 http://www.bjournal.co.uk/bjass.aspx Management accounting systems design and company performance in Nigerian manufacturing companies: A contingency
More informationLECTURE 11 INTRODUCTION TO STRATEGIC MANAGEMENT ACCOUNTING
LECTURE 11 INTRODUCTION TO STRATEGIC MANAGEMENT ACCOUNTING Deficiencies of Traditional Management Accounting Thus far covered cost accounting referred to as traditional management accounting techniques.
More informationTHE USE OF PERFORMANCE MEASURES IN SMALL TO MEDIUM ENTERPRISES (SMEs) AN EXPLORATORY STUDY
THE USE OF PERFORMANCE MEASURES IN SMALL TO MEDIUM ENTERPRISES (SMEs) AN EXPLORATORY STUDY Brendan Phillips, Thomas Tan Tsu Wee and Tekle Shanka Curtin Business School Keywords: SMEs, performance measures,
More informationAFRREV IJAH An International Journal of Arts and Humanities Bahir Dar, Ethiopia Vol. 1 (3), August, 2012:270-287
AFRREV IJAH, Vol.1 (3) August, 2012 AFRREV IJAH An International Journal of Arts and Humanities Bahir Dar, Ethiopia Vol. 1 (3), August, 2012:270-287 ISSN: 2225-8590 (Print) ISSN 2227-5452 (Online) The
More informationThe Use of Activity-based Costing with Competitive Strategies: Impact on Firm Performance
The Use of Activity-based Costing with Competitive Strategies: Impact on Firm Performance Kip R. Krumwiede* Associate Professor Department of Accounting Robins School of Business University of Richmond
More informationManagement Accounting Practices in Thailand
Management Accounting Practices in Thailand Nuatip Sumkaew, Lana Y J Liu, Josie McLaren This study provides empirical evidence on both traditional and contemporary management accounting practices (MAPs)
More informationStudy the Effect of Advanced Manufacturing Technologies on Manufacturing Industries
International Journal of Engineering and Management Research, Vol.-, Issue-4, August ISSN No.: 5-758 Pages: 48-5 www.ijemr.net Study the Effect of Advanced Manufacturing Technologies on Manufacturing Industries
More informationAn Investigation of Factors Affecting Marketing Information Systems Use
An Investigation of Factors Affecting Marketing Information Systems Use Farnoosh Khodakarami University of North Carolina Yolande E. Chan Queen's University Using an exploratory case study approach, this
More information17 th IDP Australian International Education Conference 21 24 October 2003, Melbourne, Australia
17 th IDP Australian International Education Conference 21 24 October 2003, Melbourne, Australia Paper Title: Presenters: Dollars and Sense in International Education Dr David Back and Paridhi Rathore
More informationPredicting change in management accounting systems: a contingent approach
SECTION 3. General issues in management Nelson Waweru (Canada), Enrico Uliana (South Africa) Predicting change in management accounting systems: a contingent approach Abstract This study investigated the
More informationBarriers and Catalysts to Sound Financial Management Systems in Small Sized Enterprises
ISSN 1744-7038 (online) ISSN 1744-702X (print) Research Executive Summaries Series Barriers and Catalysts to Sound Financial Management Systems in Small Sized Enterprises Vol. 1, No. 3 By Stuart McChlery,
More informationMANAGEMENT ACCOUNTING EDUCATION: IS THERE A GAP BETWEEN ACADEMIA AND PRACTITIONER PERCEPTIONS?
School of Accountancy MANAGEMENT ACCOUNTING EDUCATION: IS THERE A GAP BETWEEN ACADEMIA AND PRACTITIONER PERCEPTIONS? L.C. Hawkes M. Fowler L.M. Tan Discussion Paper Series 215 June 2003 MASSEY UNIVERSITY
More informationCHAPTER-4 MANAGEMENT ACCOUNTING INFORMATION SYSTEM IN ORGANIZATIONS
CHAPTER-4 MANAGEMENT ACCOUNTING INFORMATION SYSTEM IN ORGANIZATIONS 4.1 Management Accounting Information System (MAIS) 4.1.1 What is management accounting information system? 4.1.2 Operational model and
More informationFINANCIAL AND MANAGEMENT ACCOUNTING PRACTICES AMONG SMALL AND MEDIUM ENTERPRISES IN MALAYSIA
FINANCIAL AND MANAGEMENT ACCOUNTING PRACTICES AMONG SMALL AND MEDIUM ENTERPRISES IN MALAYSIA Che Ruhana Isa (PhD), cruhana@um.edu.my Zakiah Saleh (PhD), Noor Sharoja Sapiei ABSTRACT In the current business
More information"A Role With No Edges": The Work Practices of Information Architects
Proceedings of HCI International 2003, vol 1, 22-27 June 2003, Crete, pp. 396-400. "A Role With No Edges": The Work Practices of Information Architects Toni Robertson, Cindy Hewlett, Sam Harvey and Jenny
More informationPerformance Management for Inter-organization Information Systems Performance: Using the Balanced Scorecard and the Fuzzy Analytic Hierarchy Process
Performance Management for Inter-organization Information Systems Performance: Using the Balanced Scorecard and the Fuzzy Analytic Hierarchy Process Y. H. Liang Department of Information Management, I-SHOU
More informationNON-FINANCIAL PERFORMANCE CONTROL - THE KEY TO A SUCCESSFUL BUSINESS
NON-FINANCIAL PERFORMANCE CONTROL - THE KEY TO A SUCCESSFUL BUSINESS Iuliana GEORGESCU 1, Dorina BUDUGAN 1, Laura CREŢU 1 1 A.I. Cuza University, Iaşi Abstract The financial performance control is a key
More informationKhurram ASHFAQ 1 Sohail YOUNAS 2 Muhammad USMAN 3 Zahid HANIF 4
Vol. 4, No.4, October 2014, pp. 104 125 E-ISSN: 2225-8329, P-ISSN: 2308-0337 2014 HRMARS www.hrmars.com Traditional Vs. Contemporary Management Accounting Practices and its Role and Usage across Business
More informationDevelopment Trends of Activity-Based Costing and Activity-Based Management Software Systems
Development Trends of Activity-Based Costing and Activity-Based Management Software Systems PASI OJALA University of Oulu Hintanmutka 17, 90650 Oulu FINLAND and Northwestern Polytechnic University 47671
More informationA comparison of supply chain risk perceptions in Original Equipment Manufacturers and Tier One suppliers: A case-study in the aerospace industry.
011-0290 A comparison of supply chain risk perceptions in Original Equipment Manufacturers and Tier One suppliers: A case-study in the aerospace industry. Naomi Brookes Amrik Singh Aston Business School
More informationWith $19 billion allocated to health information
Q Manage Health Care Vol. 19, No. 1, pp. 1 4 c 2010 Wolters Kluwer Health Lippincott Williams & Wilkins A Tutorial on Activity-Based Costing of Electronic Health Records Marie H. Federowicz; Mila N. Grossman;
More informationManagement accounting tools for today and tomorrow
Management accounting tools for today and tomorrow www.cimaglobal.com/ma Management accounting tools for today and tomorrow Acknowledgements CIMA gratefully acknowledges the assistance of Professors David
More informationABSTRACT. Keywords: Business strategy; Ownership patterns, Contingency theory, Management accounting innovations; Risk management.
1 The Influence of Business Strategies and Ownership on Management Accounting Innovations and Risk Management Techniques: An Empirical Analysis in Large Manufacturing Companies in Italy ABSTRACT Purpose
More informationTHE OPEN UNIVERSITY OF TANZANIA FACULTY OF BUSINESS MANAGEMENT OME 212: BUSINESS ENVIRONMENT AND STRATEGIES COURSE OUTLINE
THE OPEN UNIVERSITY OF TANZANIA FACULTY OF BUSINESS MANAGEMENT OME 212: BUSINESS ENVIRONMENT AND STRATEGIES COURSE OUTLINE 2010 1 INTRODUCTION This course focuses on the external and internal environment
More informationAdvances in Environmental Biology
AENSI Journals Advances in Environmental Biology ISSN-1995-0756 EISSN-1998-1066 Journal home page: http://www.aensiweb.com/aeb.html Factors Influencing the Diffusion & Implementation of Management Accounting
More informationHow To Save Money On Production
White Paper Procurement Spend Management: Key Elements for Realising Cost Savings in Procurement Spend analysis creates an understanding of the organisation s spend structure and enables decisions and
More informationEFFECTS OF ADVANCED MANUFACTURING TECHNOLOGY ADOPTION AND MARKET COMPETITION ON MANAGEMENT ACCOUNTING SYSTEM OF MANUFACTURING FIRMS IN MALAYSIA
EFFECTS OF ADVANCED MANUFACTURING TECHNOLOGY ADOPTION AND MARKET COMPETITION ON MANAGEMENT ACCOUNTING SYSTEM OF MANUFACTURING FIRMS IN MALAYSIA Siow Yung Ern Putra Business School esther_siow@yahoo.com
More informationFactors Affecting the Low Level of Adoption of Management Accounting Practices by Sri Lankan Firms
of Management Accounting Practices by Sri Lankan Firms Janaka Subasinghe Tilak Fonseka Abstract Management Accounting (MA) theory and practice has undergone increasing sophistication in recent years enabling
More informationActivity-Based Costing for E-Commerce
-Based Costing for E-Commerce Narcyz Roztocki State University of New York at New Paltz School of Business 75 South Manheim Boulevard, New Paltz, NY 12561 845-257-2930 (phone) / 845-257-2947 (fax) roztockn@newpaltz.edu
More informationMARKETING ASPECTS IN STRATEGIC MANAGEMENT ACCOUNTING
MARKETING ASPECTS IN STRATEGIC MANAGEMENT ACCOUNTING 739 MARKETING ASPECTS IN STRATEGIC MANAGEMENT ACCOUNTING Dario Dunković, PhD Van Dongen Group Osijek Đurđica Jurić, MSc RRiF College of Financial Management
More informationDESMET: A method for evaluating software engineering methods and tools
DESMET: A method for evaluating software engineering methods and tools by Barbara Kitchenham, Stephen Linkman and David Law Abstract DESMET was a DTI-backed project with the goal of developing and validating
More informationManagement Accounting Practices Defined
Management Accounting Practices Defined Abstract There have been many studies in the past on management accounting. However, the number of management accounting practices being studied differ from one
More informationFranco Cescon, Antonio Costantini, Gina Rossi. n. 2 / 2013
1 The influence of Business strategy and Ownership on Management accounting innovations and Risk management techniques: An empirical analysis in large manufacturing companies in Italy Franco Cescon, Antonio
More informationInternational Journal of Business and Behavioral Sciences Vol. 3, No.11; November 2013
Investigating the Degree of Importance & Employment of Management Accounting Methods by Managers of Companies Admitted Into the "Tehran Stock Market": Iranian Evidence *Fahimeh Shadmehr 1, & Dr. Mahdi
More informationIMPACT OF PERFORMANCE MANAGEMENT REVIEWS: EVIDENCE FROM AN ENERGY SUPPLIER
IMPACT OF PERFORMANCE MANAGEMENT REVIEWS: EVIDENCE FROM AN ENERGY SUPPLIER Dr. Veronica Martinez and Dr Mike Kennerley Centre for Business Performance, Cranfield University, Cranfield, Bedfordshire, MK43
More informationSolving the Productivity Paradox: the Mysterious Link Between Computers and Productivity
Solving the Productivity Paradox: the Mysterious Link Between Computers and Productivity Consider the following development. Between 1992 and 1995, investment in office computers in the Canadian service
More informationThe Impact of Changes in Environment and AMT on Management Accounting Practices and Organizational Strategy, Structure and Performance
The Impact of Changes in Environment and AMT on Management Accounting Practices and Organizational Strategy, Structure and Performance Tuan Zainun Tuan Mat* Malcolm Smith** Abstract This study investigates
More informationCenter for Effective Organizations
Center for Effective Organizations WHAT MAKES HR A STRATEGIC PARTNER? CEO PUBLICATION G 09-01 (555) EDWARD E. LAWLER III Center for Effective Organizations Marshall School of Business University of Southern
More informationStrategic management accounting: how far have we come in 25 years? Kim Langfield-Smith Monash University, Melbourne, Australia
The current issue and full text archive of this journal is available at www.emeraldinsight.com/0951-3574.htm AAAJ 204 Received July 2007 Revised September 2007 Accepted November 2007 Strategic management
More informationPerformance Management (F5) December 2014 to June 2015
Performance Management (F5) December 2014 to June 2015 This syllabus and study guide is designed to help This syllabus and study guide is designed to help with planning study and to provide detailed information
More informationThe Effects of ALA Accreditation Standards on Library Education Programs Accredited by the American Library Association
The Effects of ALA Accreditation Standards on Library Education Programs Accredited by the American Library Association Michael E. Mounce Assistant Professor Delta State University Contact Information:
More informationPaper P1 Performance Operations Post Exam Guide March 2011 Exam. General Comments
General Comments Performance overall in March 2011 was comparable to the September 2010 diet. While the pass rate was acceptable, it could have been significantly improved if candidates had worked through
More informationMANAGEMENT ACCOUNTING DEVELOPMENT AND PRACTICES IN BANGLADESH
BRAC University Journal, vol. III, no.2, 2006, pp. 113-124 MANAGEMENT ACCOUNTING DEVELOPMENT AND PRACTICES IN BANGLADESH Mohammad Zakir Hossain Sharkar Department of Management and Business BRAC University,
More informationTHE ASSYMMETRIC RELATIONSHIP BETWEEN CUSTOMER SATISFACTION, DISSATISFACTION, LOYALTY AND FINANCIAL PERFORMANCE IN B2B COMPANIES
THE ASSYMMETRIC RELATIONSHIP BETWEEN CUSTOMER SATISFACTION, DISSATISFACTION, LOYALTY AND FINANCIAL PERFORMANCE IN B2B COMPANIES By Dr Rhian Silvestro, Associate Professor and Head of Operations Management
More informationManagement and Cast Accaunting
COLIN DRURY Management and Cast Accaunting Second edition CHAPMAN AND HALL University and Professional Division LONDON. NEW YORK. TOKYO. MELBOURNE. MADRAS Contents Preface XVI Part I: Introduction to Management
More informationE-Accounting Practices among Small and Medium Enterprises in Ghana
E-Accounting Practices among Small and Medium Enterprises in Ghana Mohammed Amidu University of Ghana John Effah University of Ghana Joshua Abor University of Ghana This study explores the e-accounting
More informationSEYED MEHDI MOUSAVI DAVOUDI*; HAMED CHERATI**
THE LINK BETWEEN INFORMATION TECHNOLOGY ALIGNMENT AND FIRMS FINANCIAL AND MARKETING PERFORMANCE: A QUESTIONNAIRE SURVEY IN IRAN S MANUFACTURING COMPANIES ABSTRACT SEYED MEHDI MOUSAVI DAVOUDI*; HAMED CHERATI**
More informationCareers Advisory Service
Careers Advisory Service Annual Report 2012/13 First Destination Statistics Careers Advisory Service 2 nd Floor, 7-9 South Leinster Street The University of Dublin, Trinity College Dublin 2 Tel: 01-8961721/1705
More informationOrganizational Culture and the Use of Management Accounting Innovations in Thailand
Organizational Culture and the Use of Management Accounting Innovations in Thailand Wipa Chongruksut Institute of International Studies, Ramkhamhaeng University Ramkhamhaeng Road, Bangkok 10240, Thailand
More informationPool Canvas. Add. Creation Settings. Chapter 1--Introduction to Cost Management. Description Instructions. Add Question Here
1 of 13 TEST BANK > CONTROL PANEL > POOL MANAGER > POOL CANVAS Pool Canvas Add, modify, and remove questions. Select a question type from the Add Question drop-down list and click Go to add questions.
More informationSUPPORTING LOGISTICS DECISIONS BY USING COST AND PERFORMANCE MANAGEMENT TOOLS. Zoltán BOKOR. Abstract. 1. Introduction
SUPPORTING LOGISTICS DECISIONS BY USING COST AND PERFORMANCE MANAGEMENT TOOLS Zoltán BOKOR Department of Transport Economics Faculty of Transportation Engineering Budapest University of Technology and
More informationTHE ROLE OF TIMELY PERFORMANCE MEASUREMENT AND MANAGEMENT SYSTEM IN IMPROVING FIRM'S PERFORMANCE
THE ROLE OF TIMELY PERFORMANCE MEASUREMENT AND MANAGEMENT SYSTEM IN IMPROVING FIRM'S PERFORMANCE ABSTRACT Dr. Ibrahim Ali Abushaiba 1 Dr. Mohamed Moftah Alfatiemy 2 Dr.Prof. Yuserrie Zainuddin 3 The performance
More informationHow are companies currently changing their facilities management delivery model...?
Interserve and Sheffield Hallam University market research 2012 Page 2 www.commercial.interserve.com How are companies currently changing their facilities management delivery model...? we have a strategy
More informationAn Evaluation of the Changing Role of Management Accountants. 18 ABSTRACT
An Evaluation of the Changing Role of Management Accountants in Recent Years Sheehan Rahman 1 and Jashim Uddin Ahmed 2 ABSTRACT Purpose: This paper critically evaluates the role of management accountants
More informationIntegration Mgmt / Initiating Process Group 4.1 Develop Project Charter
1 Mgmt / Initiating Process Group 4.1 Develop Project Charter Project statement of work Business case Agreements Facilitation techniques Project charter 26/02/2013 18:23:36 1 2 Mgmt / Planning Process
More informationINTENSIVE TEACHING IN LAW SUBJECTS
INTENSIVE TEACHING IN LAW SUBJECTS Ian Ramsay* Abstract The use of intensive teaching is increasing in Australian law schools. For some Australian law schools, most of their masters subjects are now taught
More informationIntroduction. Project Management in New Zealand
AN ANALYSIS OF THE USE OF INFORMATION TECHNOLOGY FOR PROJECT MANAGEMENT IN THE NEW ZEALAND CONSTRUCTION INDUSTRY Dr Suzanne Wilkinson, Senior Lecturer, Department of Civil and Resource Engineering The
More informationThe impact of firm characteristics on management accounting practices: A UK-based empirical analysis
Abdel-Kader, M. and Luther, R. (2008), The impact of firm characteristics on management accounting practices: A UK-based empirical analysis, British Accounting Review, Forthcoming. doi: 10.1016/j.bar.2007.11.003.
More informationDiscussion. 1. Warren Mundy and Mark Bryant
Discussion 1. Warren Mundy and Mark Bryant This paper by Professor Gregory Udell provides an assessment of the existing academic literature on the issue of small to medium-sized enterprise (SME) access
More informationImplementing the Balanced Scorecard Checklist 154
Implementing the Balanced Scorecard Checklist 154 Introduction Traditionally, managers have used a series of indicators to measure how well their organisations are performing. These measures relate essentially
More informationThe Role of Management Accounting Systems In Advanced Manufacturing Environment
Australian Journal of Basic and Applied Sciences, 5(9): 2196-2209, 2011 ISSN 1991-8178 The Role of Management Accounting Systems In Advanced Manufacturing Environment Kamisah Ismail and Che Ruhana Isa
More informationParticipation in Performance Measurement Systems and Level of Satisfaction
Participation in Performance Measurement Systems and Level of Satisfaction Majdy Zuriekat Assistant Professor of Accounting German Jordanian University Talal Abu-Ghazaleh Graduate School of Business Administration
More informationCENGAGE Learning" Australia Grazil«Japan Korea Mexico Singapore» Spain United Kingdom «United States
COLIN DRURY COST AND MANAGEMENT ACCOUNTING AN INTRODUCTION EIGHTH EDITION visit the Website at drury-online.com CENGAGE Learning" Australia Grazil«Japan Korea Mexico Singapore» Spain United Kingdom «United
More informationThe balancing act in hospital performance measurement: A comparison of UK and New Zealand approaches
: A comparison of UK and New Zealand approaches Research executive summaries series Vol 5, Issue 2 DERYL NORTHCOTT Auckland University of Technology New Zealand SUE LLEWELLYN Manchester Business School
More informationCHAPTER19. Acct202. Managerial Accounting 19-1
CHAPTER19 Managerial Accounting Acct202 19-1 PreviewofCHAPTER19 19-2 Managerial Accounting Basics Managerial accounting, a field of accounting that provides economic and financial information for managers
More informationBrand metrics: Gauging and linking brands with business performance
Brand metrics: Gauging and linking brands with business performance Received (in revised form): rd February, 00 TIM MUNOZ is a managing partner of Prophet (www.prophet.com), a management consulting firm
More informationCATALYST REPORT DebateHub and Collective Intelligence Dashboard Testing University of Naples Federico II
CATALYST REPORT DebateHub and Collective Intelligence Dashboard Testing University of Naples Federico II 1. Overview: Information about Community Partner Involved 1.1. Resumé This test was carried out
More information