Implementation Of Management Accounting Systems Research Articles

Етапи впровадження автоматизованої системи управлінського обліку

The article investigates the relevance of the implementation of management accounting sys-tems using information technology. Digitalization and digital transformation significantly influence business processes, accounting procedures, and the enterprise management system in general. It is established that management accounting is an information base for the use of information by man-agement in making managerial decisions and assessing the results of economic activity. Therefore, the relevance, efficiency, timeliness, and interpretation of data are impossible without its automa-tion. The main tasks that the automated management accounting system allows solving are present-ed, as well as the list of objectives, the achievement of which it will provide. The advantages of implementing an automated system of management accounting are brief-ly reflected: efficiency, quality, reliability of obtaining, storing and processing information; obtain-ing relevant information by the staff of the enterprise in the shortest possible time; realization of qualitative and timely forecasts on economic activity of the enterprise; formation of balance sheet (financial plan, budget) at any moment of time, dynamics of indicators, state of assets and their sources for a particular reporting period, funds flow; efficiency of calculation of financial perfor-mance indicators: profitability, turnover; implementation of all types of accounting in a single in-formation system; obtaining operational analytical information on different areas of the enter-prise's activities: types of activities, types of products (works, services), business segments, expens-es, revenues, etc.; control of business process activities at all stages of management; consolidation of data of several companies, formation of consolidated financial statements; transformation of re-porting according to other rules and standards (accounting policy of the host company, Internation-al Financial Reporting Standards (IFRS)). The main stages of implementation of the automated system of management accounting at the enterprise are proposed, and the types of work at each stage are characterized: assessment of in-formation requirements; analysis of the existing/current accounting system; development and ap-proval of the organizational structure of the enterprise; development of management reporting; de-velopment of accounting policies; internal control systems; terms of reference. It is proved that the automation of management accounting at the enterprise allows the cre-ation of a global system that provides solutions to a number of problems related to company man-agement, strategic and operational planning.

Management accounting system: Insights from the decision making theories

Management accounting system (MAS) improves business growth through quality decision making process, but scholars have mixed views about MAS and constantly debate its efficacy. Drawing on the decision-making theories, the current research deviates from the debates and adopts a ‘think-outside-the-box’ approach, aiming to advance the knowledge of MAS's efficacy. Research data are gathered from the MAS literatures and cognate studies. Following the research findings, we identify a new pre-factor (thinking style) and incorporate it into the MAS. Specifically, decision makers' cognitive process is found to affect the design and implementation of MAS, as rational thinking style, administrative thinking style, and political thinking style may affect the MAS's efficacy differently. Research findings have brought valuable insights to the MAS literatures, by highlighting the strength and weakness of different thinking styles in designing management accounting system. Moreover, decision makers, such as organizational leaders and business managers, are encouraged to monitor their thinking styles: that is, with better understanding of thinking styles, decision makers can better utilize MAS and rectify the style-driven deficits in time.

Directions for solving personnel problems in the implementation of management accounting system at the enterprise

This paper investigates the major points of the research on the directions for solving personnel problems in the implementation of the management accounting system at the enterprise. Pieces of evidence from Uzbekistan were stated in the conclusions of the research.

Intention for Adopting Management Accounting System: An Empirical Research of Exploration to Public Non-business Generating Agencies

This research was modeled to examine and validate the components and factors which affected the intention to adopt (ITA) management accounting system (MAS) among public non-income generating agencies (PNGA) in Vietnam. The study employed primary data from a survey of 436 accountants working in these entities. Quantitative analysis methods applied to test the hypothesis in the research included Cronbach's Alpha reliability analysis, Exploratory Factor Analysis (EFA), Confirmatory Factor Analysis (CFA), and Structural Equation Models (SEM). The main consequences demonstrated that perceived usefulness (PU), perceived ease of use (PEOU), perceived financial cost (PFC) played important roles in affecting ITA of MAS. In addition, multiple group analysis (MGA) of SEM was pointed to test the moderation effect of leadership on the relationship between PU, PEOU, PFC and ITA. Despite some limitations, the findings of this research not only serve as a reference for PNGAs in case of applying MAS through better understanding about the motivation and barriers in MAS implementation but also for the providers in seeking an effective way to approach the basic need of potential customers.

Management Accounting System, Perceived Environmental Uncertainty and Corporate Performance in the Nigeria Breweries Sector.

The study examined the effect of Perceived Environmental Uncertainty on the Implementation of Management Accounting Systems on performance of Breweries Companies in Nigeria. Survey design method was adopted to gather data from respondents using structured questionnaire designed using likert-scale. Data were analysed using correlational and inferential statistics. Results shows R2 of 0.759 and F-value of 172.88 which provide ample confirmation on the effect of adoption of Management Accounting Systems (MAS) based on Perceived Environmental Uncertainty (PEU) on organizational performance in the Breweries sector of the Nigeria economy following the high correlational positive relationship between the variable studied. It is concluded that adoption of Management Accounting systems based on perceived Environmental Uncertainties has enhanced the performance of the sector when tailored to the level of Environmental Uncertainties facing the Sector: It is recommended that contingent approach should be adopted in designing MAS so as to ensure provision of reliable and relevant information for product cost and pricing.

Performance management change in archaeological sites: The case of Herculaneum Conservation Project

This study focuses on the issues relating to the implementation of management accounting systems in complex settings such as archeological sites. The aim is to understand the conditions under which the implementation of performance management systems (PMS) may enable cultural organizations to fulfil their multiple objectives and the factors which play a crucial role in such dynamics. Focusing on the Herculaneum Conservation Project (HCP) the study explains how PMS came to be implemented having been made acceptable to all parties involved. The Middle Range Theory as developed by Broadbent and Laughlin (Accounting control and controlling accounting: interdisciplinary and critical perspectives, Bingley, Emerald, 2013) was utilized to explore how the PMS change took place in the HCP, and focus on the factors influencing this process. The findings reveal that the change in the PMS benefited from the involvement of a multidisciplinary Specialist Work Group. This involvement reduced the natural tendency to resist the forces of change and increased the commitment of the various groups of stakeholders to the new culture. The findings reveal how PMS were developed in the context of a multifaceted approach to change, allowing us to draw both theoretical and practical lessons that may be brought to bear in other complex contexts.

Factors Influencing the Implementation of Management Accounting Systems in Small and Medium Sized Enterprises in Dubai

The aim of this study is to examine whether each of the variables (level of competition, age of enterprise, type of sector, quality of ownership, and size of enterprise) has an impact on adopting administrative accounting practices measured by each of (cost systems, budget systems, performance assessment systems) within small and middle sized industrial enterprises in Dubai, in addition to determining whether enterprises are facing difficulties in applying administrative accounting practices. The population of the study represents all small and middle sized industrial enterprises in Dubai. To achieve the study objectives, a questionnaire is designed and distributed on the study sample which consists of (160) accountants and financial mangers working at small and middle sized enterprises in Dubai. The researcher could retrieve (127) responses and (32) responses have been disregarded; thus, the final study sample is represented by (95) responses. For the purpose of the study, the analytical descriptive approach is also employed. Furthermore, to test the study hypothesis, multiple regression model and One Sample T- test are used. The study findings reveal that small and middle sized enterprises in Dubai apply all administrative accounting practices represented by each of (cost systems, budget systems, performance assessment systems). As well, there is an impact of each of the variables (level of competition, age of enterprise, type of sector, quality of ownership, and size of enterprise) on adopting administrative accounting practices measured by each of (cost systems, budget systems, performance assessment systems). Moreover, the study finds that small and middle sized industrial enterprises in Dubai face difficulties in adopting administrative accounting practices but in a slight degree in which that the arithmetical average value is very close to the default average value.

Public cost and management accounting system implementation and performance: an integrative approach

The impact of the cost and management accounting system (CMAS) implementation process in the public sector on its performance has predominantly been researched within the theoretical framework of contingency and/or institutional theory. The research presented in this paper tests the hypothesis that the inclusion of strategic choices (Child, 1972, 1997) made by public accounting actors contributes to the explanatory power of the theoretical framework applied so far. The goal of this paper is to determine the underlying factors in explaining the sources of performance excellence in public CMAS. The proposed multiple regression model combines three separate variables of public CMAS implementation explaining its performance. These are: strategic choice, performance measurement and cost control. Additionally, the importance of institutional pressures (mimetic and coercive) and competences of internal actors within this model are researched. The results are based on survey data gathered from 182 public sector organisations from Croatia and Slovenia.

Public cost and management accounting system implementation and performance: an integrative approach

Public cost and management accounting system implementation and performance: an integrative approach

Leadership style, decentralisation and managerial performance: Does the management accounting system mediate the relationship?

This study tested the effects of leadership style and decentralisation on managerial performance. Specifically, it focused on the management accounting system (MAS) in mediating those effects. By using a sample of 39 senior government officers in the Local Government Task Force Office of Jayapura Municipality and applying a path analysis, we found that leadership style and decentralisation significantly affected managerial performance. The study also revealed that the MAS mediated this relationship. The findings imply that a participative and consultative leadership style effectively influences managerial performance. The degree and characteristics of managerial style in the MAS mediate significantly the effect of leadership style and decentralisation on managerial performance. Those findings suggest that an effective MAS plays an important role in improving and elevating managerial performance in decentralised and autonomous-based regions. In other words, an appropriate MAS implementation is a precondition for higher managerial governance and performance.

Management accounting system implementation success: is reporting useful information sufficient?

The paper extends our knowledge of factors affecting management accounting system (MAS) implementation success. The investigation considers the link between system implementation success and the attainment of MAS objectives in a context where the system was designed by its intended users. The information collected for the study includes interviews, internal documents and accounting reports as well as data from questionnaires administered prior to and following the MAS implementation within a large global organisation. The study reveals that users identified objectives of the system in terms of both accounting information output and managerial impact based on use of the information. The accounting information output objectives were found to have been achieved. However, significant variances existed in the attainment of several managerial impact objectives. The study indicates that the existence of both information output as well as managerial outcomes can be regarded as objectives of a MAS and that these affect perceived implementation success.

The Extent of Using Managerial Accounting Techniques in Financial Planning and Control Operations in Jordanian Electricty Sector: An Empirical Study

The aims of this study are to identify the extent to which management accounting techniques are used in Financial Planning and Control Operations by Jordanian Electricity Sector Companies, the relationship between the extent of management accounting techniques use in these companies and the Demographic characteristics of the sample, determine the most benefits of using managerial accounting techniques, and the obstacles (reasons) that retard using such techniques. In order to achieve these aims, a questionair was developed and distributed to 54 Officers of Financial Management working in these companies, and the response rate were 89%. The researcher used in statistics analysis both One-Way-Anova and One-Sample-T-Test. The results of this study showed that management accounting techniques were applied in these companies at a middle level. There is no relationship between management accounting techniques use in these companies and the Demographic characteristics of the sample exclude experience years. The most benefits of using these techniques are, it helps in the financial control, planning operations and decision making. Finally the most cited obstacles (reasons) that retard using these techniques related to the unavailability of ready computer programs, lack of proper training, the satisfaction of management of the current using techniques, and the absence of competition. The study recommends to increase importance of these companies of managerial accounting techniques in planning and control operations. The study also recommends to focus on the opportunities of implementation these techniques in these companies and other sectors. Futher to adopt social theories to explore the implementation of management accounting systems.

Management accounting system application in banks in the State of Qatar

The importance of management accounting systems (MAS) in measuring the non-financial performance is increasing, especially in the service sector. Therefore, the objective of this paper is to investigate the nature of MAS in service sector, mainly in banks as this sector is critical for future economy of the State of Qatar. This study surveyed the top management team in finance and accounting departments in banks about their prospective of MAS usefulness, the critical driving or resisting factors, and the financial and non-financial indicators that are affecting the implementation of the MAS in their banks. Surveys were distributed to 16 banks operating in Qatar. In addition, interviews were conducted with individual senior management and executive managers. The results of this study demonstrate that the highest demographic factor affecting the critical driver factors in implementing MAS is the experience of the employee in the organisation, because each experience category had different view in the importance of these factors which would eventually affect the design and the implementation of MAS in their banks. In addition, interviews conducted found that most of the participating banks were paying more attention to improvement and measurement financial performance rather than non-financial performance.

Reliance on management accounting under environmental uncertainty

PurposeThis paper seeks to concern itself with the determination of the effect that external factors have on the design and implementation of management accounting systems in a developing economy which has in the last decade experienced fluctuating levels of environmental uncertainty.Design/methodology/approachThis is explained through the use of a case study involving interviews and archival data in a company over a ten‐year period, a period involving considerable environmental change. It explores, how the organisation responded to the changes experienced over that time and the extent to which this impacted management accounting.FindingsThe study finds that the management accounting and control systems used are more mechanistic in times of environmental and political stability, but become more organic in periods of greater uncertainty.Research limitations/implicationsThe challenge of relying for this research on respondents' recall of events occurring some years previously is acknowledged and steps taken to minimise this are identified. The results of any case study research are not widely generalisable beyond the context in which it is studied.Practical implicationsThis study offers insights into management accounting and control systems as they are implemented in an underdeveloped country where uncertainty stems from political fluctuations.Originality/valueThis research sees environmental uncertainty stemming from changes in the political structure and this precipitates changes in markets and their structures. Companies operating in those markets are influenced by and need to react to such changes.

PHYSICIANS AND RESOURCE MANAGEMENT: THE ROLE OF ACCOUNTING AND NON-ACCOUNTING CONTROLS

Prior research has identified the difficulties associated with encouraging physicians to ’take resource management to their hearts’ and has questioned the efficacy of implementing management accounting systems (MASS) in the health care setting. Although physicians are now being integrated into management structures, they typically do not identifjr with managerial values and goals. This creates a potential impediment to the effective implementation of accounting-based controls. No prior research has, however, assessed if this impediment is equally significant in the effective implementation of other non-accounting forms of control. This paper builds on prior research and assesses the extent to which a physician manager's managerial orientation significantly influences the effectiveness of both accounting and non-accounting forms of control. The paper contributes to the literature by simultaneously assessing the effect of managerial orientation on the use and relative importance of three forms of control. The results confirm the importance of an identification with managerial values and norms for the effective implementation of management accounting systems. This orientation, did not, however, appear to be important for the effective implementation of non-accounting forms of control. These findings have direct implications for the design of effective management control systems in hospitals and other organizations dominated by professionals.

Management Accounting Lag

Kaplan (1984) claimed that there has been little innovation in the last sixty years in the design and implementation of management accounting systems. Current systems lag changes in manufacturing processes. This paper provides a framework to explain that this lag in organizations may be due to the perceived greater complexity and lesser relative advantage, compatibility, trialability and observability of administrative (e.g., accounting) innovations as compared with technical innovations. The empirical research not only supports the existence of an accounting lag, but also suggests that there may be a substantial reward for those organizations that can remedy it.