Abstract
PurposeThe purpose of this study is to present a review of the literature on strategic management accounting (SMA). Specifically, it focuses on the trend of SMA research since the publication of Langfield-Smith’s (2008) influential paper “Strategic management accounting: how far have we come in 25 years?” which raised the question of relevance of further SMA research.Design/methodology/approachThe study reviewed articles published on SMA as a whole (comprising a set of advanced management accounting techniques) and its specific techniques for the period of 2008 to 2019 in 23 leading accounting journals.FindingsThe review finds that research on SMA has focused on the contingencies influencing the adoption and implementation of SMA techniques and the effects of such adoption on various aspects of firm and employee performance. The renovation and modification of existing practices in attempt to match with the organizational context has also attracted the attention of several SMA scholars. In addition, a noticeable shift to the strategic management theory and case study method was observed during the study period.Originality/valueThe study focuses on the trend of SMA research in an attempt to revisit the relevance of further research in this arena, particularly as a response to the criticism raised by Langfield-Smith (2008).
Highlights
In an influential paper[1], Langfield-Smith (2008) challenged the relevance of further research on the adoption and usage of strategic management accounting (SMA) and its techniques
They showed that majority of the SMA techniques have been developed based on the narrow, first-era, view of SM literature, which got maturity with the industry analysis model and generic competitive strategies of Michael Porter. They further held that the extant SMA literature has neglected the second era view of SM that broadly focused on internal structure and organizational resource. They call for more research on SMA, “research that aims to strengthen the links among SMA, SM, practice, cognate areas and SMA techniques” (Nixon and Burns, 2012, p. 241)
The inclusion of organizational external environment, long-term orientation and use of non-financial information were used as the criteria for isolating SMA techniques from the traditional management accounting (MAC) tools
Summary
In an influential paper[1], Langfield-Smith (2008) challenged the relevance of further research on the adoption and usage of strategic management accounting (SMA) and its techniques. Her recommendations were based on the review of scholars work from the emergence of SMA (by Simmonds, 1981) to 2008. As it is just over one decade since the publication of Langfield-Smith’s review, it is a reasonable time to assess how scholars (academics and professionals) of management accounting (MAC) have responded to her recommendation. The purpose of this paper is, to review the articles published on. The full terms of this licence may be seen at http://creativecommons.org/licences/by/4.0/legalcode
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