Abstract
This study sought to find out the effects of firm culture on management accounting practices (MAPs). The study used a structured questionnaire to collect data from 220 randomly selected manufacturing firms out of 514 firms and used logistic regression for analysis. This study examined seven dimensions of firm cultures, including innovation/risk orientation culture, people orientation culture, outcome orientation culture, aggressive culture, stability culture, team-based culture, and attention to details culture. The study established that team-based, attention to details, and stability cultures have a significant influence on the choice of management accounting practices. In contrast, the considerable influence of other cultural dimensions lacks statistical support. The study concludes that attention to details culture and team-based culture are barriers to modern management accounting practices, and cautions should be exercised by managers in using these cultures. Therefore, this study recommends that manufacturing firms in Nigeria should be cautious of their culture and its implication on MAPs. In a more specific term, they should practice cultures that will allow them to choose modern MAPs and take advantage of the benefits attached.
Highlights
The relevance loss of management accounting information in the twenty-first-century business environment due to advanced manufacturing technology and intense competition [30] has led to the development of sophisticated management accounting techniques [9, 10]
The findings show that given the complex set of being encountered with multiple cultural ramifications, management accounting practices (MAPs) of Delta Lanka show how imposed practices in the institutional environment by the parent company affect the MAPs in the company
Management accounting practices This study found out that manufacturing companies in Nigeria practice some modern management accounting techniques during the period
Summary
The relevance loss of management accounting information in the twenty-first-century business environment due to advanced manufacturing technology and intense competition [30] has led to the development of sophisticated management accounting techniques [9, 10]. The focus of management accounting on the provision of accounting information for management planning and control in the second phase of its development, the second 50 years (1969–2019), had caused very rapid changes in how management accountants think and work. It is unlike in the first phase of its development, the first. 50 years(1919–1969), when the emphasis was on cost determinations [24] These changes have led to new management accounting techniques such as activitybased costing and balanced scorecard. The new methods are believed to be more sophisticated than traditional management accounting techniques such as standard costing and absorption costing, which dominated the practice in the first phase but considered obsolete and unhelpful in the second and subsequent phases
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