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Issues arising from surveys of management accounting practice
Abstract
One of the most striking features emerging from a review of the management accounting research literature during the past decade has been the increasing emphasis given to empirical studies of management accounting practice. These empirical studies have consisted of cross-sectional questionnaire surveys and more in-depth case study research that has focused on practices within a specific company. Recently, comprehensive questionnaire surveys of management accounting practices in several different countries have been published. The aim of this paper is to identify and comment on the major conclusions that can be derived from these surveys and to discuss some of the issues arising from them that require more intensive case study research.
... While Cooper and Slagmulder (1998) observed that many companies allocate support costs to operating units using a 'peanut butter' approach that spreads these costs in an arbitrary fashion, Pirrong (1993) did not consider the arbitrary allocation as a major issue, suggesting that advantages of cost allocation still outweigh disadvantages even when allocation is arbitrary. Similarly, it is argued that because facility-level costs (including nonmanufacturing costs) are fixed over a wide range of activity, they are likely to be irrelevant for product-related decisions (Drury and Tayles, 1995). ...
... In general, cost managers rate 'actionable cost information' as their top priority (Ernst and Young, 2003). Given previous studies showed that cost-based pricing was the most widely adopted method for setting prices (Drury and Tayles, 1995); overhead cost allocations which contribute to total costs merit further study. ...
... Drury et al., (1993) reported that only 21% of the firms they studied had established separate support department overhead rates; the majority reallocated support department costs to production departments and allocated these costs to products on the same basis as other cost centre overheads. Direct labour is the most frequently used allocation base in the UK, USA and Australia, even though direct labour represents 10-15% of total manufacturing cost (Drury and Tayles, 1995). Surveys in the UK, USA, and Australia have found that approximately 30% of the respondents use plant-wide rates. ...
The paper integrates the extant accounting literature on overhead cost allocation and highlights areas for further research. The findings show the primacy of arbitrary cost allocations is maintained and that managers are often unsure of their costs and apprehensive about the problems emanating from inaccurate cost allocations.
... While Cooper and Slagmulder (1998) observed that many companies allocate support costs to operating units using a 'peanut butter' approach that spreads these costs in an arbitrary fashion, Pirrong (1993) did not consider the arbitrary allocation as a major issue, suggesting that advantages of cost allocation still outweigh disadvantages even when allocation is arbitrary. Similarly, it is argued that because facility-level costs (including nonmanufacturing costs) are fixed over a wide range of activity, they are likely to be irrelevant for product-related decisions (Drury and Tayles, 1995). ...
... In general, cost managers rate 'actionable cost information' as their top priority (Ernst and Young, 2003). Given previous studies showed that cost-based pricing was the most widely adopted method for setting prices (Drury and Tayles, 1995); overhead cost allocations which contribute to total costs merit further study. ...
... Drury et al., (1993) reported that only 21% of the firms they studied had established separate support department overhead rates; the majority reallocated support department costs to production departments and allocated these costs to products on the same basis as other cost centre overheads. Direct labour is the most frequently used allocation base in the UK, USA and Australia, even though direct labour represents 10-15% of total manufacturing cost (Drury and Tayles, 1995). Surveys in the UK, USA, and Australia have found that approximately 30% of the respondents use plant-wide rates. ...
... Os indícios empíricos, quanto à importância e uso dos instrumentos gerenciais, como um melhor planejamento estratégico, redução de custos e aumento de lucratividade, demonstraram, em sua maioria, que causam efeitos relevantes e a rotina das empresas torna-se mais formalizada e sistemática (Drury, & Tayles, 1995;Innes, Mitchell, & Sinclair, 2000;Beuren, Barp, & Filipin, 2013;Santos et al., 2016). ...
... Há uma variedade de pesquisas e estudos ligados à utilização dos instrumentos gerenciais, seja nacional (Santana, Ciupak, Kuhn & Tisott, 2007;Oyadomari, Cardoso, __________________________________________________________________________________________ 36 Mendonça & Lima, 2008;Carvalho & Lima, 2011;Anjos, Miranda, Silva & Freitas, 2012;Santos, et al., 2016;Azevedo, Lima, Lucena & Santos, 2017;Moreira, Gonçalves, Costa & Ferreira, 2017) ou internacional (Drury & Tayles, 1995;Innes et al., 2000;Baines & Langfield-Smith, 2003;Lohr, 2012;Švárová & Vrchota, 2013). Nos estudos internacionais, Lohr (2012) analisou empresas industriais alemãs, e constatou que as atividades da contabilidade gerencial são limitadas nestas empresas por dois motivos principais: os benefícios não compensam os custos; e, a posição de mercado da empresa tem sido forte, sem contabilidade gerencial. ...
Esta pesquisa teve como objetivo verificar quais são os instrumentos gerenciais utilizados pelas empresas de peças e acessórios automotivos, localizadas na cidade de Bayeux/PB, na tomada de decisão. Para isso, foram constatadas 123 empresas abrangentes nesse setor, e, como amostra, 31 respondentes. Os dados foram coletados a partir de um questionário estruturado, e a pesquisa teve abordagem predominantemente quantitativa. Na organização dos dados, o estudo utilizou a estatística descritiva. Os resultados constataram que as empresas focam a tomada de decisão baseada na experiência do proprietário; ressalva-se, também, que grande parte das organizações não utiliza a contabilidade na tomada de decisão, pelo fato da informação contábil não refletir a real situação da empresa e/ou o gestor desconhecer sua utilidade. Os instrumentos gerenciais mais empregados na tomada de decisão são os controles operacionais, planejamento tributário e estratégico, e os menos utilizados são as demonstrações contábeis, métodos de custeio e outros instrumentos gerenciais. Conclui-se que, apesar de certa resistência dos gestores em querer gerenciar a organização com a própria intuição ou experiência, percebe-se que há a utilização de alguns instrumentos gerenciais.
... When talking about competitive market, some researchers believe the competitive market has created chaos, pressure, risk and instability for enterprises. Therefore, for enterprises operate in a more competitive environment, it is much more necessary to have complicated cost systems to obtain more accurate information regarding product costs, because competitors will take advantage of enterprises' mistakes to gain competitive advantage if enterprises make decisions based on inaccurate information (Drury & Tayles, 1995). Drury and Tayles (1995) also affirmed that it is required for enterprises to consider their customer's satisfaction as one of the top priorities to be successful, as well as to achieve competitive effectiveness in a globalized and increasingly competitive environment. ...
... Therefore, for enterprises operate in a more competitive environment, it is much more necessary to have complicated cost systems to obtain more accurate information regarding product costs, because competitors will take advantage of enterprises' mistakes to gain competitive advantage if enterprises make decisions based on inaccurate information (Drury & Tayles, 1995). Drury and Tayles (1995) also affirmed that it is required for enterprises to consider their customer's satisfaction as one of the top priorities to be successful, as well as to achieve competitive effectiveness in a globalized and increasingly competitive environment. As a consequence, it is required for enterprises to go for new management methods, change their production systems, invest in new techniques and tools, etc. ...
This article evaluates the factors affecting the use of management accounting in small and medium enterprises (SMEs) in Hanoi, Vietnam. The factors include: Production and business characteris-tics; Competitiveness; Business strategy; CEO of awareness management; Human resource quality. The study is conducted on 238 SMEs in Hanoi and the results show that CEO’s awareness of management accounting had the strongest impact on the ability to apply management accounting of enterprises while competition level factor had the weakest effect. At the same time, the study also examines the significant role of mediating factor of firm size on the relationship between the charac-teristics of the production and business process and the application of management accounting, age and professional qualifications. The results indicate that enterprise size plays a significant role on regulating the impact of business characteristics of enterprises on management accounting applica-tion. For smaller enterprises, management accounting is less used and vice versa. Next, the younger the managers are, the higher the impact of their awareness on management accounting application, which means management accounting will be used more if managers are younger.
... All these requirements are important in order to enhance transparency and accountability in public utility services. Prior research provides a growing body of knowledge concerning the relationship between financial and management accounting (Johnson & Kaplan, 1987;Drury et al., 1993;Drury & Tayles, 1995;Joseph et al.,1996;Granlund & Lukka, 1998b;Richardson 2002;Lukka, 2007;Hemmer & Labro, 2008;Quagli, 2011;Weißenberger & Angelkort, 2011;Taipaleenmäki & Ikäheimo, 2013). Consensus is lacking among studies, with different groups producing conflicting results. ...
This paper explores the use and influence of regulatory information requirements on management accounting systems, focusing on a sample of Italian electric and gas utilities. Despite a growing interest in factors driving change in management accounting, yet relatively little is known about the external influence of regulatory authorities in the context of public utilities. The aim of this paper is twofold. First, it seeks to understand whether management accountants use regulatory information for decision-making and control. Second, through an institutional lens, this paper explores how the regulatory pressure imposed by the Italian energy regulatory authority (ARERA) has influenced utilities' management accounting systems. Based on an online survey from 33 Italian electric and gas utilities and complementary interviews, this paper shows that the majority of the sampled firms use regulatory information for control purposes, though there are differences between utilities according to the size and the extent of regulatory pressure. Additionally, this exploratory study reveals that regulatory pressure has influenced management accounting systems in a radical or incremental way. The findings underline the role of the regulator, suggesting that regulatory requirements can lead to the development of a loop learning process.
... The two main costing methods adopted were absorption costing and direct (variable) costing in previous researches. Absorption costing system is generally preferred globally (Drury et al. 1993), Shields,1991. The extent of use of other costing techniques such as process costing and job costing has also been widely researched. ...
Background: Management Accounting supports competitive decision-making by collecting, processing, and communicating information. It helps in management plan, control, and evaluation of business practices in Nepalese Commercial Banks. The main aim of this study is to analyze the management accounting system practices in Nepalese Commercial Banks. Methods: This study followed a descriptive research design. A sample of 507 bank employees has been selected with convenience sampling technique to get the information related to the accounting practices. A structured questionnaire related to the Management Accounting System including the five domains like Budgeting and Planning, Controlling and Reporting, Decision support system, Costing system and Performance Evaluation were designed in Likert scale rating format for responses, and descriptive statistics were used to make the analysis of responses. Results: It was found that the Nepalese banking sectors apply management accounting practices including budgeting and planning, controlling and reporting, decisions making, costing and performance evaluations. Among the various techniques banking sector use Budgeting and control most and costing system the least. These techniques were widely used in bank's performance evaluation as well. Conclusion: there is a positive and significant association between the application of management accounting system and organizational performance. So, the banks can enhance their performance through the use various techniques of accounting for managerial decisions.
... It is not the cause of poor management but managers of the firms may use primarily symptoms since it wisely or stupidly. Drury & Tayles (1995) 8 conclude that the same rules and procedures established for external reporting (financial accounting) are likely also to be applied to internal reporting (management accounting). Though external and internal reporting tend to employ the same rules, it does not mean that management accounting is subservient to financial accounting. ...
The objective of the study is to examine the impact of financial reporting practices on the financial performance of small and medium enterprises (SMEs) in Rathnapura District, Sri Lanka. This empirical study is based on the primary data through face-to-face interviews and administered questionnaires and secondary data through examining subject-related books, published research papers, websites, statistical reports of the Central Bank of Sri Lanka and other institutions, and their specific regulatory factsheets. Data were collected from the total selected sample of 60 SMEs Statistical tools; hypothesis testing, descriptive statistics, and Multiple Regression Analysis are used to analyze and find the result of the study. The designated measures of financial reporting practices are financial reporting practices, investment analysis practices, Inventory management practices, cash management practices, and fixed assets management practices. The findings revealed that among the five selected independent variables, there was a variation of 93% (Approx.) of the financial performance of SMEs due to changes in financial reporting practices, investment analysis practices, inventory analysis practices, cash management practices, and fixed assets management practices that have been depicted in the model. Out of five variables, FR, IA, and FA management practices are highly supported to better financial performance than that of the INA and CM practices. This paper provides useful information to the Government Ministries, Central Bank of Sri Lanka, Professional Bodies SME owners, researchers, accounting practitioners, and other stakeholders in Sri Lanka for their involvement in making efforts to the future development of SMEs.
... Institutional theory can be of assistance in analysing this problem. Since the late 1980s, various studies have directly or indirectly discussed this theme -including Otley (1985), Choudhury (1986), Hopwood (1987), Johnson and Kaplan (1987), Edwards and Emmanuel (1990), Cohen and Paquette (1991), Bright et al. (1992), Emore and Ness (1991), Green and Amenkhienan (1992), Ask and Ax (1992), Drury et al. (1993), Scapens and Roberts (1993), Scapens (1994), Drury and Tayles (1995), Covaleski et al. (1996), Evans and Ashworth (1996), Libby and Waterhouse (1996), The current issue and full text archive of this journal is available at www.emeraldinsight.com/1832-5912.htm JAOC 2,3 Granlund and Lukka (1998), Burns (2000), Burns and Scapens (2000), Granlund (2001), Baines and Langfield-Smith (2003) and Guerreiro et al. (2004a,b). ...
Purpose – The objective of this case study is to evaluate the change process, under the old
institutional economics (OIE) approach, that had occurred within the management-accounting system
of Brazilian bank. The present study examines the efficacy of the change process in management
accounting, from the perspective of system users, seven years after its beginning.
Design/methodology/approach – The research is based on a case study. The study presents a
literature review of institutional theory and a case study of Banco do Brasil – a large Brazilian bank
that has implemented profound changes in its management-accounting system.
Findings – The results indicate that new concepts have been effectively institutionalised and
converted into new values, habits, and routines inside the organisation. The study provides new
insights into management-accounting change.
Research limitations/implications – A single case study does not allow the results to be
generalised to other organisations.
Originality/value – The study offers a conceptual structure and operational guidelines to evaluate
institutionalisation of management-accounting change processes. The main contribution of this study
is to offer new operational insights on management- accounting institutionalisation using the
conceptual framework proposed by Burns and Scapens.
... Various authors have warned about this problem and have drawn attention to the fact that accounting research has had little effect on business practice. Since the late 1980s, various studies have directly or indirectly discussed this theme-including Otley (1985), Johnson and Kaplan (1987), Green and Amenkhienan (1992), Drury et al. (1993), Scapens and Roberts (1993), Scapens (1994), Drury and Tayles (1995), Burns (2000), Burns and Scapens (2000), Granlund (2001), Baines and Langfield-Smith (2003) and Guerreiro et al. (2004). Scapens (1994), Burns (2000), and Burns and Scapens (2000) have noted that theoretical knowledge in the field of management accounting is strongly influenced by what might be called the 'neoclassical theory of the firm', and have expressed the opinion that this theory is inadequate in explaining the development of management-accounting systems. ...
This study aims to assess management-accounting institutionalisation, using Burns and Scapens (2000) model. The applied methodology was a case study in the commercial area of a Brazilian bank that carried out profound changes in its management accounting. The results of this case study reveals that, seven years after its inception, the management-accounting change process at Banco do Brasil can be said to have become institutionalised. In spite of the methodological limitation, the study indicates that the conceptual structure of Burns and Scapens (2000) model can be useful as an operational guideline to evaluate institutionalisation of management-accounting change.
... Moreover, although Scapens and Jazayeri (2003) "found in their research that sap software implementation in the European division of large U.S." This research has the ultimate goal, to find out why multinational companies do not lead to the adoption of more advanced AM techniques. This is because previous research has argued that technological change requires fundamental changes in performance measures and methods (Drury and Tayles, 1995). Rom and Rohde (2006) state that "however, despite the lack of adoption of new AM techniques, ERP systems will increase users' knowledge of these new techniques, which are seen as a starting point for further development." ...
The aims of this research is to give empirical evidence of changes in management accounting practices (MA) by examining the effects of changes in data quality, information quality and management accounting tasks on the efficiency and effectiveness of accounting, and indirectly on change in management accounting after the adoption of an enterprise resource planning (ERP) systems. Empirical analysis of the study used primary data from a survey of 29 manufacturing companies with 102 CFO respondents, accounting managers and business controllers, with a response rate of 28.43%, providing significant support for the proposed model. Structural equation modeling (SEM) approach with testing tools using partial least square (PLS) is used in this research. The linear thing with the results of previous research is the same, it was found that the erp implementation time is the determinant of significant MA changes, while the difference from previous researchers is in the end user, where the company that has adopted the ERP system has just felt a greater MA change when compared to users early on. The results showed that the implementation of global ERP and the use of business intelligence tools (BI) were significantly related to changes in MA practices.
... Furthermore, a large percentage of enterprises failed to implement ABC successfully [32] with the main problems being identified both at the design, technical and parameterization stages (complexity and compatibility). Further, several problems associated with the high costs of ABC implementation and maintenance [33]. ...
... Furthermore, a large percentage of enterprises failed to implement ABC successfully [32] with the main problems being identified both at the design, technical and parameterization stages (complexity and compatibility). Further, several problems associated with the high costs of ABC implementation and maintenance [33]. ...
In the age of a global competition environment, the accurate costing measurement is important for planning and decision-making. To achieve this goal, contemporary costing methods are tested and applied such as the Activity Based Costing (ABC) in conjunction with the use of modern Information Technology (IT). The review study attempts a comparative analysis of both ABC and Traditional Costing Accounting (TCA), examining the main themes emerging from academic research and practitioners concerning the challenges, benefits, and barriers of ABC, analyzing the impact of the integration between ERP and ABC systems and its effect on management performance. A review of the literature generated an initial pool of 322 studies. Upon extensive review, 38 studies were found to be relevant to this topic. It appears from the review and analysis of the academic literature and professional sources that a successful integration among ERP and ABC minimizes the operation costs, enhances competitiveness, improves the management of the enterprise, due to its abilities to provide more accurate costing information for a strategic decision. However, practical implications in adopting ABC under ERP could be very challenging, requires a huge amount of internal resources, commitment among employees, and top management. In closing, additional research studies employing both qualitative and quantitative methods as well as case studies are needed in order to provide insights into the impact of ERP and detailed implications of how the ABC accounting system is adapting to the ERP environment and its effect on firm performance.
... In such allocation process, volume-based measures such units produced, labor hours worked or material consumption have been extensively used by companies for allocating overheads, even in those cases where overhead is considerable heterogeneous and represents a considerable part of total product costs. Indeed, as a result of changes in the market and production processes, overhead costs represent, nowadays, a larger proportion of the total costs than direct labor costs (Drury & Tayles, 1995). ...
One measure of organizations' performance is the cost of products, as this may indicate the level of efficiency and contribute to define the business strategy of the firm. Nevertheless, companies face an increasingly fast-changing environment where the variability in processes, products, technology, prices, among other variables affect the performance of the organization. Particularly, given such changing environment, product and service costs may be changing over time. In this context, deterministic models for costing systems might be inappropriate. Thus, this chapter proposes a model for calculating costs which considers the variability of endogenous and exogenous cost variables. It uses the logic of a Two-Stage costing model and Monte Carlo Simulation. The proposed model may allow to some extent to predict the risk associated with the variability in costs and support the necessary steps which should be taken to better manage such risk, whether from the point of view of processes rationalization and of cost management.
... Prior research suggests a fine-tuned version of Hypothesis 1. Given that smaller and younger companies are less likely to have management accounting systems that are separate from financial accounting (Drury & Tayles, 1995), we expect an enhanced role of value reporting in the internal decision-making of these companies. Moreover, many of the arguments used to develop Hypothesis 1 suggest that value reporting improves investment choices, which is a relevant factor, especially for growth firms. ...
Proponents of the concept of “value reporting” emphasize the idea that it may be in firms’ interest to provide investors and other stakeholders with a holistic picture of their value generation activities. The basic idea is that by explaining more clearly how and why value is created in the company, especially by considering the interplay of financial and non-financial value drivers, management will enhance its own understanding of the value generation process. This, in turn, enables management to make better operating decisions in the future. Using a 10-year panel of Swiss firms, we document that firms with better value reporting quality deliver better future operating performance and obtain greater economic value added. They also exhibit higher valuation ratios. These results hold when controlling for industry-year fixed effects as well as with two instrumental variables approaches. These findings also shed light on the potential value generation benefits of “integrated reporting”.
... Particularly in light of recent concerns regarding management accounting (Otley, 2008), it is important to determine what the future outlook of management accounting as a concept and as a profession is expected to be. Furthermore, the need and the importance of carrying out more research on management accounting has been emphasised by many researchers over the last two decades (Otley, 1983;Scapens et al., 1983;Drury and Tayles, 1995;Drury and Tayles, 1994;Brierley et al., 2001;Haldma and Lääts, 2002;Baldvinsdottir et al., 2010). ...
The aim of this empirical study was to explore the extent and the determinants of management accounting practices’ (MAPs) adoption in UK universities. In this vein, the current study serves as a ‘stock-take’, first reference study for future studies investigating the effects and impact of HE funding changes on accounting systems and practices in universities. In order to contribute to understanding the determinants of MAPs’ adoption in the UK HE sector, a theoretical framework consisting of contingency theory, institutional theory and particular organisational attributes was adopted. A questionnaire survey was distributed to all 125 UK universities, of which eventually fifty-nine fully completed questionnaires, which represents 47% of all UK universities, were collected. Almost all institutions have implemented MAPs relating to cost determination and financial control, and information for management planning and control. The regression analysis concludes in a final model, which includes only seven of the initial twenty-nine variables. Prospector strategy orientation, innovative culture, trialability, mimetic and normative institutional factors and type of university are determined as the predictors of enhanced MAPs in UK universities. The findings of the current study are useful for consideration when looking into adopting new management accounting practices at Higher Education institutions.
... This approach is more time-bound and allows for changes in the external environment. Continuous planning replaces traditional annual planning and periodic calculations of expected results [14]. ...
... This is consistent with the predominant focus on cost-based TP methods adopted by respondent organisations, i.e., cost is the focus of TP, not value (cost and benefits). This finding accords with those of Drury and Tayles (1995), who argued that cost-based TP does not reflect customer perceived value as there is hardly any incentive for department managers to be concerned about providing value to internal customers -their primary motivation is to recover their costs. Further supporting this suggestion is the finding that only 24% of respondents perceived internal customer value to be likely or most likely associated with the competitive advantage of the organisation (Table 10). ...
The paper reports the results of a survey of the domestic transfer pricing practices, in particular, objectives and methods of Australian service organisations. A novel aspect of this study is the exploration of the notion of internal customer value in the transfer pricing practices of service organisations. Survey responses from eighty large Australian service organisations indicate that goal congruence and ease of understanding transfer pricing are the most important objectives; cost-based and multiple methods of transfer pricing are most commonly adopted. The study also shows that the value-based transfer pricing method is not adopted and that the lack of awareness of and interest in internal customer value typify the internal markets within the Australian serice sector.
... This is consistent with the predominant focus on cost-based TP methods adopted by respondent organisations, i.e., cost is the focus of TP, not value (cost and benefits). This finding accords with those of Drury and Tayles (1995), who argued that cost-based TP does not reflect customer perceived value as there is hardly any incentive for department managers to be concerned about providing value to internal customers -their primary motivation is to recover their costs. Further supporting this suggestion is the finding that only 24% of respondents perceived internal customer value to be likely or most likely associated with the competitive advantage of the organisation (Table 10). ...
The paper examines the nature of transfer pricing conflicts and the manner in which these conflicts are resolved with the Australian service sector. Results show that the majority of organisations experience frequent conflicts arising from transfer pricing and most of conflicts are resolved through negotiations between the disputing parties.
... Over the course of the past two decades, developments in management accounting have provided more advanced techniques focused on issues such as a reduction of waste in business processes and a more strategic focus on the creation of firm value. However, recent research amongst both UK and US manufacturers has revealed relatively low usage rates for such systems (Bright et al., 1992;Szendi and Elmore, 1993;Drury et al., 1993;Burns and Yazdifar, 2001;Drury and Tayles, 1995). ...
This book aims to encourage students and academics out of their comfort zones by offering the first comprehensive overview that encompasses all the constituent components of HRD, allowing the reader to clearly separate concepts within the field and provide a meaningful basis for detailed discussion and debate. This book serves as a comprehensive introductory text to the field of HRD, as well as an ideal platform for a more in-depth advanced study of the field. It is an invaluable resource for students of HRD, or any reader interested in how HRD can play a major role in oiling the gears of innovation within an organization.
... Wright & Ketchen, 2001 ), improving its profi tability 6 ( Drury & Tayles, 1995 ), the effectiveness of its processes and productivity ( Banker, Datar & Kaplan, 1987 ), and the impact of potential threats and opportunities from either competitors or changes in the external environment of the organization ( Bromwich, 1990 ). Any of these may involve organization change ( Burns & Scapens, 2000 ). ...
... Because small firms are subject to higher degrees of information asymmetry and have lower reporting quality than larger firms, they can potentially benefit the most from SOX404's implementation (Kamar et al., 2007). The availability of financial information for small firms is also lower, as these firms use significantly less external financing (Beck et al., 2008), are less likely to have management accounting systems that are separate from financial accounting (e.g., Drury and Tayles, 1995), and are more opaque than larger firms (Yu, 2012). Thus the role of SOX404 in enhancing the quality of financial reporting can be particularly beneficial to these firms. ...
... Building competitive advantages to be successful on global markets involves enhancing customer orientation, launching innovative products, ensuring high quality with low costs and short supply terms, highly skilled and motivated employees etc. In this respect, surveys focusing on performance measurement have appeared, pointing towards the growing use of non-financial measures (Bhimani, 1994;Chenhall and Langfield-Smith, 1998;Drury and Tayles, 1995;Dugdale, 1994;Stivers et al., 1998). Explaining French practice, Lebas (1994Lebas ( , 1996 reports the extensive use of the Tableaux de Bord, a reporting system which also applies non-financial indicators. ...
... Over the course of the past two decades, developments in management accounting have provided more advanced techniques focused on issues such as a reduction of waste in business processes and a more strategic focus on the creation of firm value. However, recent research amongst both UK and US manufacturers has revealed relatively low usage rates for such systems (Bright et al., 1992;Szendi and Elmore, 1993;Drury et al., 1993;Burns and Yazdifar, 2001;Drury and Tayles, 1995). ...
... Se trata pues de un trabajo necesariamente exploratorio. En los años 80, autores como Anthony G. Hopwood (1984) y Robert Kaplan (1983) reclamaban la necesidad de desarrollar la investigación empírica en el campo de la contabilidad de gestión, a fin de saber cómo funciona la contabilidad de gestión en el entorno en que opera, para intentar captar las ambigüedades y contradicciones de las organizaciones donde trabajan los contables y disminuir el gap existente entre la investigación académica y la práctica de la contabilidad de gestión (Drury & Tayles, 1995;Edwards & Emmanuel, 1990). En este sentido, el proclamado potencial de los estudios de campo -en particular, de los estudios de caso-está asociado a la convicción de que "no se puede estudiar la Contabilidad como una actividad técnica y racional que está separada de relaciones sociales más amplias" (Chua, 1986). ...
Aunque en el contexto internacional seamuy estudiada, en Portugal la utilización de la informacióneconómico-financiera en el hospital público es un tema deinvestigación reciente. Nuestro trabajo está basado en unestudio de caso y tiene como objetivo aclarar si los profesionalesque tienen poder de decisión sobre los recursosdentro del hospital, en particular los médicos y los cargosde jefe, usan la información económico-financiera disponibley cuáles son los factores que condicionan su utilizaciónde esta información. Los resultados indican que la consultade la información económico-financiera no es una prácticacomún para la generalidad de los médicos y jefes dentro delhospital, aunque un porcentaje importante de profesionalesya la integró en su rutina. El análisis estadístico confirmósolo dos de nuestras hipótesis. Por consiguiente, creemosque además de las variables explicativas identificadas ennuestro estudio, hay espacio para que futuras investigacionesidentifiquen otros factores que explican la utilizaciónde la información contable por parte de los profesionalesde la salud.
... For instance, "some capital budgeting literature has suggested that accounting information may be used more to justify decisions that have already been taken rather than being an aid to decision-making" (Drury & Tayles, 1995 -p.272). If environmental cost information is used mainly for legitimizing/rationalizing purposes, then organizational participants should perceive it as accurate or reliable rather than simply meeting the accuracy requirements specified by rational economic theory (Drury & Tayles, 1995). Furthermore some companies may have chosen not to make fundamental changes in their control processes by means of integrating environmental data into their managerial control practices, even when facing substantial changes in their competitive environment. ...
PurposeOrganizations’ increasing concern for environment shows the interest in appropriate mechanisms that account for relevant flows of environment-related information. Today managers and researchers are promoting environmental management accounting (EMA) systems mechanisms as a means to incorporate the full spectrum of ecological data into day-to-day business decisions and foster green management execution. However implementation remains a challenge and many of the difficulties are associated with conceptual and practical problems in integrating ‘green’ information and providing guidance on effective implementation. In this context academics might investigate on further explanations on how to achieve excellence in both environmental and financial performance. Hence this chapter substantiates the need for more theoretical and empirical studies on EMA practices and proposes avenues for future research.
ApproachWe review the growing body of EMA research to inform the reader of what has been studied to date and indicate the necessity for further investigation. In addition, we suggest areas for future research.
FindingsOur synthesis highlights the relevant aspects of EMA examined in prior studies. The review reveals unexplored facets that need to be investigated to complement existing knowledge. In particular researchers might explore the concept of environmental performance and the application of different forms of EMA within organizations. Moreover academics have the opportunity to further examine the role of EMA mechanisms in companies that do not pursue environmental results for economic benefits.
ValueThe chapter sheds some light on EMA literature and emphasizes the opportunities that new theoretical developments and appropriate research designs offer in the investigation of the remaining gaps in the literature.
L'objectif de cette thèse est de comprendre ce qui explique les degrés divers d'utilité et de centralité de la gestion budgétaire (GB) au sein du contrôle organisationnel. L'utilité renvoie aux rôles budgétaires, la centralité, à l'importance de la GB par rapport aux autres composantes du contrôle organisationnel et à son articulation avec elles. L'étude empirique repose sur trente entretiens avec des directeurs financiers ou du contrôle de gestion d'entreprises diversifiées.La thèse identifie trois facteurs génériques d'influence sur l'utilité et la centralité de la GB : le processus budgétaire, le niveau d'analyse (sièges ou subdivisions) et la nature, formelle ou informelle, des composantes non budgétaires du contrôle organisationnel. A cet égard, la thèse propose une arborescence explicative des degrés d'utilité et de centralité de la GB.La thèse identifie également les rôles budgétaires qui influencent le niveau d'utilité de la GB et les processus budgétaires qui les favorisent ainsi que les dispositifs de contrôle et les processus budgétaires qui influencent le niveau de centralité. Ainsi, elle met en évidence l'importance des rôles financiers, de sécurisation des individus et de mise sous tension pour l'utilité de la GB et l'importance de la culture organisationnelle pour le niveau de centralité. Elle montre aussi le caractère contre-productif d'une conception traditionnelle de la GB comme outil de contrôle des résultats exclusivement financiers, à l'égard de l'utilité et de la centralité de la GB. Elle montre enfin que la GB tend à être plus utile mais moins centrale pour des subdivisions que pour des sièges.
Micro, small and medium enterprises (MSMEs) are one of the economic sectors that absorb the most labor and make a significant contribution to economic growth. One of the most important elements in making decisions in business competition is information about management accounting in an entity. This study aims to determine the factors that influence the use of management accounting in micro, small and medium scale enterprises (MSMEs) in Tarakan City. These factors include: business and production capacity; competitiveness; quality of human resources; business strategy; as well as awareness of business owners / operators of management accounting. This study uses a questionnaire-based survey on a sample of 67 MSMEs in Tarakan. The method used to test the hypothesis is structural equation modeling (SEM) analysis with partial least square (PLS). The results showed that the business and production capacity; and market competition has no effect on the application of management accounting in Tarakan City MSMEs. Even so, there are other variables that show a positive and significant influence on the application of management accounting such as the quality of human resources, business strategy, and owner / operator awareness. The results of this study also provide evidence that the application of management accounting can improve the quality of information obtained by users, facilitate economic decisions, and increase the operational efficiency of MSME entities, especially in Tarakan City.
Resumo décadas, levando muitas empresas a implementarem mudanças profundas em seus negócios e, consequentemente, em seus sistemas de contabilidade gerencial. Neste contexto, a questão de pesquisa proposta neste trabalho é: como avaliar a eficácia das mudanças implementadas na contabilidade gerencial? Este estudo teve o objetivo de investigar as características do processo de mudança no sistema de contabilidade gerencial de uma organização, verificando a sua eficácia à luz das premissas da teoria institucional. Essa teoria orienta que a eficácia desse processo ocorre quando novos conceitos são transformados em hábitos e rotinas amplamente aceitos na organização. A metodologia de pesquisa envolveu a revisão da literatura sobre a teoria institucional e o estudo de caso desenvolvido junto ao Banco do Brasil. Os resultados do estudo proporcionam uma estrutura conceitual para a avaliação da eficácia de processos de mudanças e indicam que a mudança na contabilidade gerencial do Banco do Brasil foi eficaz.
Novos sistemas de contabilidade gerencial introduzidos nas organizações, normalmente orientados pelo objetivo de maximização do lucro, frequentemente incorporam valores e conceitos que são muito diferentes daqueles utilizados anteriormente. Uma necessidade que surge no processo de implantação de novos sistemas contábeis é a de acompanhar e avaliar o processo de institucionalização dos novos instrumentos. O objetivo do presente estudo é testar a aplicabilidade do modelo de Burns e Scapens (2000) para avaliar o processo de institucionalização da contabilidade gerencial. Esse modelo conceitual é estruturado dentro do arcabouço teórico de um dos ramos da teoria institucional, denominado velha economia institucional (old institutional economics). A metodologia de pesquisa envolveu a revisão da literatura sobre a teoria institucional, a apresentação do modelo de institucionalização proposto por Burns e Scapens e a aplicação do modelo no estudo de caso de implantação de contabilidade gerencial desenvolvido em uma organização bancária brasileira. Os resultados da aplicação do modelo indicam que o mesmo pode ser utilizado como uma referência conceitual para avaliação de processos de mudanças de sistemas de contabilidade gerencial. 1 Introdução Diversos autores e pesquisadores têm chamando a atenção para o fato de que as pesquisas contábeis têm tido pouco impacto na prática empresarial. Diversos estudos, desde o final da década de 80, de forma direta ou indireta, abordam esse tema, destacando-se os trabalhos de: defendem que o conhecimento teórico no âmbito da contabilidade gerencial é fortemente orientado pela teoria neoclássica da firma e que essa teoria não se constitui em referencial teórico adequado para explicar o desenvolvimento de sistemas de contabilidade gerencial. A essa idéia se contrapõe a visão da teoria institucional. A teoria institucional, principalmente a denominada velha economia institucional, é uma abordagem que tem sido aplicada na área contábil para explicar o paradoxo estabelecido. Essa teoria, refutando as premissas da teoria neoclássica que têm orientado a abordagem normativa da contabilidade gerencial, considera a contabilidade gerencial como uma instituição dentro da empresa, isto é, uma rotina formada por hábitos que dá sentido a determinado grupo de pessoas e que é amplamente aceita de forma inquestionável. Uma necessidade que surge no processo de implantação de novos sistemas contábeis é a de acompanhar e avaliar o processo de institucionalização dos novos instrumentos. Muito embora a teoria institucional possa ser vista como uma estrutura conceitual adequada para o entendimento de novas práticas de contabilidade gerencial, são poucas as propostas no bojo dessa teoria, de referenciais operacionais de avaliação do processo de institucionalização. Um modelo conceitual voltado para essa finalidade é o de Burns e Scapens (2000, p. 9). Esses autores fazendo uma auto-referência ao seu modelo, observam que "[...] deveria ser
O Estudo de Caso é considerado uma estratégia de pesquisa apropriada para ser utilizada na Contabilidade Gerencial, pois foca no entendimento do dinamismo presente dentro da realidade, combinando método de coleta com as observações teóricas realizadas. Nesse sentido, este estudo teve como objetivo identificar as características bibliométricas dos artigos nacionais que utilizaram a estratégia de Estudo de Caso em pesquisas na área de Contabilidade Gerencial. A amostra foi composta por 593 artigos de Contabilidade Gerencial que obtiveram conceitos A2, B1 e B2 na classificação do Qualis CAPES entre os anos 2008 e 2016. Por meio dos resultados, verificou-se que, de um total de 593 artigos de Contabilidade Nacional, em 143 deles houve a utilização da metodologia de Estudo de Caso. Entre as pesquisas que fizeram uso desse método, os temas sobre Gestão Estratégica de Custos, Sistemas de Controle Gerencial e Balanced Scorecard se destacaram. Observou-se também que 79% desses trabalhos utilizaram o estudo de caso único. Nesse sentido, observa-se que há a necessidade de investigações adicionais, pois o Estudo de Caso demonstra potencialidade e adequações para os temas contábeis-gerenciais.
Expressions are derived for determining the cost of industrial products in small-scale production. Information technology may be effectively used to decrease the cost of multicomponent products, by decreasing the dimensional tolerances in machining.
Firms often evaluate subordinate performance relative to a difficult but attainable goal set at the beginning of the evaluation period. For many, a mechanism exists by which these goals may be adjusted downward at the end of the period to account for an uncontrollable negative event. We examine, experimentally, how the knowledge that a downward ex post discretionary goal adjustment is possible affects subordinates' expectancy of reward and performance in periods where a negative uncontrollable event occurs, and whether high identity, defined as high perceived social connectedness between the superior and subordinate, moderates this effect. We find that high superior-subordinate identity can offset the otherwise negative impact of the potential for downward ex post discretionary goal adjustment on subordinates' expectancy of reward and performance. Thus, creating an organizational culture that promotes identity between superiors and subordinates can complement incentive-based controls in motivating subordinate performance.
JEL Classifications: C91; J33; M41; M52.
Data Availability: Please contact the authors.
Prior studies conclude that an unintended consequence of firms complying with the Sarbanes–Oxley Act is lower levels of risk-taking activities, including investment. We first show that prior studies cannot isolate the effects of SOX from other contemporaneous events. We then use the implementation requirements of SOX404 to construct a natural experiment that isolates the effects of SOX404 for a sample of small firms. We do not find a reduction in investment and other risk-taking activities for firms that had to comply with SOX404, relative to other firms. Because small firms are expected to be the most adversely affected by the regulation, our results cast doubt on the notion that SOX404 had a negative impact on larger firms.
Data and the online appendix are available at https://doi.org/10.1287/mnsc.2018.3090 .
This paper was accepted by Suraj Srinivasan, accounting.
This paper aims to discuss the main dimensions and factors of management accounting change and the current mainstream of research in the area by conducting a literature review in this subject. The paper uses the publicly available evidence to show that internal and external environment of organizations elite engaged in engendering the change in management accounting practices in developed and developing countries. The paper concludes that most previous studies have concentrated on management accounting change within large organizations. Researchers have been given little attention to the nature of change, in other words, the different types of change in management accounting and the processes that have taken place to affect it in Small and Medium-sized Enterprises (SME's). It also concluded that there is no generally agreed upon definition of change in management accounting. In addition, little consideration has been given to the interrelations between causal factors of change.
This paper aims to discuss the main dimensions and factors of management accounting change and the current mainstream of research in the area by conducting a literature review in this subject. The paper uses the publicly available evidence to show that internal and external environment of organizations elite engaged in engendering the change in management accounting practices in developed and developing countries. The paper concludes that most previous studies have concentrated on management accounting change within large organizations. Researchers have been given little attention to the nature of change, in other words, the different types of change in management accounting and the processes that have taken place to affect it in Small and Medium-sized Enterprises (SME’s). It also concluded that there is no generally agreed upon definition of change in management accounting. In addition, little consideration has been given to the interrelations between causal factors of change.
Purpose
While the gap between economic theory and companies’ practice, regarding to the pricing setting, has been extensively explored and explained, the new gap between the marketing normative view and companies’ practice needs further clarification. In this way, the general aim of this research is investigating whether marketing researchers’ claim that the use of cost-based price approach prevails over the use of value-based price approach is pertinent.
Design/methodology/approach
The paper is guided by the following research question: “Does price-setting based on cost plus margin go against the value-based price approach?” The answer to this question is grounded in reflections on results of previous researches and in a case study conducted in an industrial company. Because of the qualitative focus of the present study, hypotheses are not established, but rather the following proposition: certain companies use the mechanics of cost plus margin in the sale price-setting process, but it does not necessarily mean that these companies set prices based on cost.
Findings
The arguments, propositions and the case study findings provide the logical sequence and the support required to conclude that price-setting based on cost plus margin does not always conflict with the value-based price approach. As a result, it may be claimed that the general proposition established is theoretically valid, i.e. using a price formula that contains the elements cost and margin does not necessarily mean that the company sets prices based on cost.
Originality/value
The key contribution of this paper is demonstrating that in certain business environments, such as, for instance, B2B, using the price formation mechanics based on cost plus margin is the way found by companies to enable the approach adopted. The approach may be cost-based price or value-based price. This is the first study that explicitly reveals how B2B companies may set prices based on value while simultaneously preserving the simplicity of cost plus margin formulas. Researchers have significant misconceptions about these formulas: in previous studies, they classified all price-making companies as those adopting the cost-based price approach simply because they used formulas containing the element cost.
Purpose: SMEs' performance in Sudan is in downturn and calls for research-based solution. To address this, this conceptual study proposes a model entailing management accounting practices (costing, budgeting, and performance measures practices) as predictors of SMEs' performance. Also, research findings on the relationship between management accounting practices and performance are inconsistent. Given this, this study proposes a model entailing management accounting practices as determinants of SMEs' performance with moderating role of external business environment.
Design/methodology/approach: This work is theorized based on extensive literature survey through which a conceptual model is developed and discussed. Inconsistent relationship between management accounting practices and performance is valuated and established via published research. Also, moderating role of external business environment is discussed and validated based on contingency theory.
Findings: This paper proposes a conceptual model to serve as an answer to how Sudanese SMEs' performance can be improved through management accounting practices.
Research limitations/implications: The proposed model in this work is based on survey of published research, but it can be empirically solidified further through collection and analysis of relevant data.
Practical implications: The paper can help SMEs' owners/ managers and policy makers to understand how properly-adopted management accounting practices can improve SMEs' performance.
Originality/value: The proposed conceptual framework is an exceptional and all-inclusive model that will expectantly improve the relevant body of literature and serve as useful guide for stakeholders on how the performances of SMEs can be boosted to enable them catch up with the SMEs' performance level of the developed countries in order to boost the economy of Sudan as a nation.
This paper reports on the research findings of the relationship between contextual variables and the level of sophistication of costs system in hotels in Bahrain. A unique feature of this research is the use of different dimensions of sophistication in order to provide an overall measure of sophistication. Data was collected from hotels in kingdom of Bahrain. Results indicate that the higher level of sophistication of cost system in hotels are positively associated with the intensity of competition, the use of cost information, and the quality level of the hotel. No association is found between the level of sophistication of cost system and the cost structure, the degree of decentralization, and the size of the hotel.
The purpose of this study is to develop and test a set of hypotheses concerned with exploring for precursors to the degree of emphasis hotel property General Managers attach to a financial versus strategic orientation in capital budgeting. Results are based on 200 survey responses from the General Managers of Australian and New Zealand hotels. The findings indicate that capital budgeting is more financially orientated than strategically oriented in hotel properties that adopt a management contract and also where the owner gets more involved in the capital budgeting process. No support is found for the hypothesised role of ego-trip hotel ownership, the age of a hotel property, a General Manager’s number of years of experience, or public versus private hotel ownership. As an over-reliance on financial capital budgeting information can bias decision-makers against longer-term investment projects, it is conjectured that hotel capital budgeting may be somewhat sub-optimal in those hotels that adopt a management contract and which have a greater level of hotel owner involvement in the capital budgeting process.
This article provides a comprehensive assessment of private firms’ financing sources and their relation with financial reporting practices. We consider debt financing (bank financing, leasing, and government guarantees), equity financing (family ownership, government ownership, employee ownership, and private-equity financing), and trade credit (supplier credit and factoring). Our primary conclusions are that there is significant heterogeneity in the way in which private companies are financed that is influenced by their specific business contexts, and that this heterogeneity in financing is associated with differential demand for and supply of financial reporting.
The implementation of the new systems often have a focus on profit maximization and often incorporate new values and concepts that are quite different from those used before. This study aims to assess management-accounting institutionalisation, using Burns and Scapens (2000) model. The applied methodology was a case study in the commercial area of a Brazilian bank that carried out profound changes in its management accounting. The results of this case study reveals that the conceptual structure of Burns and Scapens (2000) model can be useful as an operational guideline to evaluate institutionalisation of management-accounting change.
In this study we provide a comprehensive assessment of private firms’ financing sources and their impact on financial reporting. We consider debt financing (bank financing, leasing, and government guarantees), equity financing (including family ownership, government ownership, employee ownership, and private-equity financing,), and trade credit (including supplier credit and factoring). Our primary conclusions are that there is significant heterogeneity in the way in which private companies are financed that is influenced by their specific business contexts, and that this heterogeneity in financing is associated with differential demand for and supply of financial reporting.
For some privately-held firms, the costs of providing high-quality accrual-based financial statements may outweigh the benefits of accommodating the demands of their stakeholders who may rely more on cash flows or have direct access to management. For other private firms, greater stakeholder demand for their financial information necessitates them providing higher-quality accounting. Using a large sample of U.S. private firms, we first confirm that accrual quality in private firms is associated with the ability of accruals to predict future cash flows. Next, we predict and find that accrual quality increases with the demand for monitoring by equity investors, lenders, and suppliers. Overall, our evidence suggests that accrual quality of private U.S. firms is useful, has economic consequences, and varies predictably with certain firm characteristics.
O International Federations of Accountants (IFAC) identificou quatro estágios evolutivos da contabilidade gerencial. Este estudo objetiva investigar os estágios evolutivos da contabilidade gerencial que preponderam em um polo industrial moveleiro. Para tal realizou-se pesquisa descritiva a partir de uma survey, tendo como população as 73 indústrias associadas ao Sindicato das Indústrias da Construção e do Mobiliário de São Bento do Sul, SC, Brasil, e uma amostra não-probabilística de 15 indústrias. Os resultados da pesquisa mostram que os artefatos da contabilidade gerencial com mais de 60% de indicações como projeto implantado são: simulações de rentabilidade dos produtos; custo dos produtos pelo custeio por absorção; acompanhamento da evolução dos indicadores não financeiros; índices econômico-financeiros como Return of Investment (ROI); Retorno sobre o Patrimônio Líquido (RSPL) e índices de liquidez; redução do custo na fase de projeto de novo produto; planilhas de custos logísticos. Os artefatos que tiveram percentuais acima de 60% de indicações como projetos não implantados são: Custeio Baseado em Atividades (ABC); geração de relatórios por Business Inteligence (BI); Balanced Scorecard (BSC); Economic Value Added (EVA); preço de transferência e Just-in-time (JIT).
It has become commonplace to claim that accountants must supplement their technical accounting skills with strategic capabilities and be “active participant(s) in the decision-making process” (Latshaw & Choi, 2002, p. 27). Thus, it has been argued that finance departments should become central to the decision-making process. Further, it has been suggested that accountants should provide strategic advice to managers working in other parts of the organization and that a pre-requisite for progression to finance director roles is the capacity to be a proactive strategist (Grundy, 2007).
This chapter will focus on the analysis of the internal control system within a company and its features and components, thereby introducing and deepening the issue of Management Accounting (MA). Furthermore, it will provide the initial promising link between internal control and Financial Accounting (FA), analysed from the point of view of academics and professional associations, pointing out a virtuous circle between the forward-looking perspective of FA and forward-looking MA. In fact, this chapter will reveal that a forward-looking perspective of FA could lead to forward-looking MA, and vice-versa. The following questions arise from this chapter: Is FA (in particular external financial reporting) useful for internal managerial purposes? Are MA techniques and tools useful in supporting FA? Does the convergence of FA and MA depend on the country in which the company operates?
Therefore, the chapter discusses the literature review on these topics and attempts to answer the aforementioned questions, thereby underlining the premises for the convergence of MA and FA in international and Italian settings.
Even if a convergence process of FA and MA seems to be fundamental and inexorable, some scholars continue to stress the differences between the two fields of study and the possible factors which may lead to divergence, such as different cultural and geographical contexts and different periods of analysis.
Non-financial performance measures in recent years have been receiving growing attention among modern's organizations to provide additional information for managers. The use of non-financial performance measures in the manufacturing environment is even crucial where its normal operation is more complex than any other type of organizations. The purposes of this research are to examine the application of non-financial performance measurement system among manufacturing companies and to explore the association between size of the firm, business environment, owners/manager involvement and modern manufacturing technology and the use of non-financial performance measures. A questionnaire was sent to a random sample 500 Malaysian manufacturing firms which resulted in 102 useable returned questionnaires. The results show that non-financial performance measures related to internal processes and customers have the highest extent of use. In contrast, techniques related to quality control have a relatively low level of use. The results also reveal that there are significant relationships between size of the firm, involvement of owner/manager, and modern technology and the use of non-financial performance measures. This research provides new empirical evidences on the use of non-financial performance measures and contributes a better understanding of the contingency approach in the context of performance measurement system within a manufacturing environment.
This study reviews work on multi-dimensional performance measurement (MPM) and MPM tools such as the balanced scorecard (BSC) in developing countries. 103 papers published by accounting, performance measurement and management journals between 1987 and 2013 are analysed according to their topics, settings, theories and research methods. The principal findings are that firms in developing countries: use MPM but rates vary between countries; BSC was a popular MPM tool; MPM usage was related to varied internal and external factors; the manufacturing sector was the main focus of MPM research; and most studies fail to explicitly articulate their theoretical perspective, identify research gaps or reveal their research motivation. Following this review on MPM usage, MPM in developing countries is presented, and important future research directions identified and presented in the form of research questions.
Managerial response prior to the new dynamical environmental was not unanimous, over the last decade there has been a growth in the investigation of the management accounting systems in general, as well as investigations into the product costing system used by the organizations. Therefore, in this study we analyze the different management accounting tools used nowadays by companies. We also investigate the existing relationship between the environment and the design of the organizations, and the influence that these variables have in the selection of information systems.
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