Kim Soin

King's College London, Londinium, England, United Kingdom

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Publications (9)13.48 Total impact

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    ABSTRACT: This paper argues that it is useful to regard `reputational risk' as a pervasive logic of organizing and organizational attention. First, we suggest that the risk management agenda has expanded from its roots in technical analysis to become a cornerstone of good governance and responsible actorhood. We illustrate this claim in the context of English universities. Second, we suggest that this expansion in the reach and significance of risk management has increased organizational orientations to reputational risk and to more defensively and legalistically framed forms of asset management. Specifically, organizations are responding to the growth of external bodies which evaluate and rank, and thereby generate reputational risk. In the context of universities, we argue that this leads both to specific transformations in organizational practices in response to ranking systems, and also to an increased generalized concern with reputational risk, which is a symptom of late modern insecurity.
    Organization Studies 02/2009; 30(2-3):301-324. DOI:10.1177/0170840608101482 · 2.33 Impact Factor
  • Kim Soin · Tobias Scheytt ·
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    ABSTRACT: This chapter focuses on the changing role of management accounting and control in the financial services sector over the last 25 years. It identifies two key phases that impacted the use and nature of management accounting systems. The first phase relates to the (global) deregulation of the industry and shows how, as a result of increased competition, a new emphasis on efficiency and effectiveness emerged. Management accounting techniques (such as activity-based costing (ABC) and the balanced scorecard) became the primary devices to manage costs and performance. The chapter then highlights how, during the second phase of reregulation and the resulting changes in the industry, management accounting was replaced by risk as the central issue in internal control. The chapter concludes that management accounting and control systems have had a short career in financial services, yet might again attain more relevance for practice and research once the limitations of risk management, like the neglect of strategic risks and the difficulties of grasping operational risks, are fully realized.
    Handbooks of Management Accounting Research 01/2008; 3(3):1385-1395. DOI:10.1016/S1751-3243(07)03010-6
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    ABSTRACT: abstract Risk, regulation and practices of organizing are interrelated in a myriad of ways. Natural disasters, technical failures, and also processes of organizing are sources of risk to which organizations must respond and for which new managerial and regulatory practices are demanded. In this introduction we highlight three salient features of risk management: the (un)intended production of risk by organizations; the complex interrelationship between risk management and regulation; and the evolving and often contested nature of risk management knowledge. Each of these three themes is evident in the different contributions to this themed section.
    Journal of Management Studies 09/2006; 43(6):1331 - 1337. DOI:10.1111/j.1467-6486.2006.00646.x · 4.26 Impact Factor
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    Kim Soin · Tobias Scheytt ·
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    ABSTRACT: The prevailing literature on cross-cultural research in management studies has tended to conceptualize the meaning and the impact of culture on organizations by using distinct categories. This article argues that given the embedded nature of organizations, a narrative methodology offers an alternative and complementary approach to developing our understanding in cross-cultural research. Using examples of story-driven investigations into cultural differences, it explains the potential of this approach. It therefore seeks to offer a contribution to the variety of methods for organizational research on cross-cultural issues.
    Organizational Research Methods 01/2006; 9(1):55-77. DOI:10.1177/1094428105283297 · 3.26 Impact Factor
  • Tobias Scheytt · Kim Soin ·

    Management Control: Theories, Issues and Practices, 2nd ed. edited by Jane Broadbent, David Otley, Tony Berry, 01/2005: chapter Management Control and Culture: pages 192-204; Macmillan., ISBN: 978-1-4039-3535-9
  • Tobias Scheytt · Kim Soin · Thomas Metz ·

    European Accounting Review 09/2003; 12(3):515-547. DOI:10.1080/0963818032000103015 · 1.15 Impact Factor
  • Tobias Scheytt · Kim Soin · Thomas Metz ·
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    ABSTRACT: It can be argued that the concept of control is one of the most important and yet complex notions of management accounting theory and practice. Despite its importance, it is not fully understood in terms of its significance in an international context. Using an interpretive approach and against the background of structuration theory, this paper explores and identifies differences in notions of control across European cultures. The empirical research is based on samples of narratives of personal experiences taken from respondents in four European countries: Austria, France, Germany and the United Kingdom. The results indicate that control is influenced by, and deeply embedded in, the cultural context of the respective countries. This has implications for the transfer of management accounting and control knowledge across different European countries and suggests that one has to be aware of the existence, meaning and significance of the differences and characteristics of the regional culture. In an era of internationalization and standardization, this paper responds to calls (Hopwood, 1999) for research, which emphasizes the importance of attempts to understand how the practices of management accounting and control are differentiated in relation to regional cultures.
    European Accounting Review 01/2003; 12(3):515-547. · 1.15 Impact Factor
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    Kim Soin · Willie Seal · John Cullen ·
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    ABSTRACT: Using institutional theory to interpret the role of management accounting in organizational change, the paper reports on a longitudinal empirical study of the implementation of an Activity-Based Costing (ABC) system in the Clearing Department of a UK-based multinational bank. Since the ABC project team was operating at the same time as other change agents (productivity consultants and human resource engineering), their inter-relationships are explored through the displacement/establishment of routines and institutionalized practices. The extent and nature of organizational change is evaluated by drawing on the dichotomies of formal versus informal change, revolutionary versus evolutionary change, and regressive versus progressive change (Burns and Scapens, 2000). Tensions were identified between the need to establish ABC as an organizational routine thereby ensuring its reproduction with the less routinized but more revolutionary aspirations of ABM. The ABC team succeeded in institutionalizing a less radical version of ABC that revealed new links between costs and products, but did not go as far as to transform the strategic thinking of the bank’s senior management.
    Management Accounting Research 06/2002; 13(2-13):249-271. DOI:10.1006/mare.2002.0186 · 1.33 Impact Factor
  • Kim Soin ·
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    ABSTRACT: Abstract The literature on Activity Based Costing (ABC) tends to define the ‘success’ of an ABC system in relation to the decision-making and strategy formulating opportunities it provides based on the ‘logic’ or technical attributes of ABC (Shields, 1995; Malmi, 1997). This paper argues that there is a logic of ABC and tries to identify and illustrate how people relate to, misunderstand and still ‘appropriate’ this logic and start “talking accounting”. This paper shows that the ABC system implemented,in this organisation did indeed provide information for decision-making and did to some extent support the logic of ABC. The paper also shows how this knowledge was emergent, the logic was articulated, but not fully understood and it was only when the system was implemented that many attributes of the system were recognised and, in some cases misunderstood. The paper argues that the ‘success’ of this particular ABC system was dependent onthe organisational context, and the changing context as well as the logic. This is reflected in the change in attitudes, awareness and understanding of costs in the department where it was implemented. Key words: Activity Based Costing, financial services, and organisational change. 3