Role Of Management Accounting Research Articles

INNOVATING CONTENT AND METHODOLOGY OF MANAGEMENT ACCOUNTING EDUCATION IN VIETNAMESE UNIVERSITIES FOR MEETING INTERNATIONAL INTEGRATION

Management accounting is a compulsory subject in the curriculum of accounting at the Vietnamese universities. This subject provides management accounting knowledge and future accounting practising skills to students. In the trend of international integration in economics and education, the role of management accounting is more and more important, it requires accounting graduates to gain professional knowledge about accounting management to meet the needs of domestic and foreign organizations. It poses a challenge for Vietnamese universities in the renewal of contents and teaching methods of management accounting subject, especially when most of the stakeholders suggest increase this subject’s credits and contents.
 This paper researches the reality of management accounting teaching at the Vietnamese universities and suggests the solutions to innovate this subject’s contents and teaching methods. It helps to improve the education quality for accounting students in the trend of international integration.

A NEW ERA FOR MANAGEMENT ACCOUNTANTS IN NIGERIA: A GUIDE TO ACHIEVEMENT OF ENHANCED ORGANIZATIONAL PERFORMANCE AND SUCCESS

Management accountants, in the conventional and contemporary age, have contributed to the development of organisations with regards organisational performance and success which has proven to be latent in Nigeria. The differences in development of organisational performance are dependent of the factors which have influenced both facets of roles of management accountants in Nigeria. This study compares the conventional and contemporary roles of management accountants and their contribution towards enhanced organisational performance and success in Nigeria. Secondary sources were analysed and information was gathered in the bid to produce literature on the issue of concern. The study shows that even with its current situation, management accountants, to varying extents, contribute to organisational performance and success. The study serves as a steer to academicians, potential employees, practicing management accountants and students in ensuring that these roles move with changes in the business environment for the sake of organisational performance and success.

УПРАВЛЕНЧЕСКИЙ УЧЕТ В ПРИНЯТИИ УПРАВЛЕНЧЕСКИХ РЕШЕНИЙ

The article examines the essence of management accounting as a tool for enterprise management. Management accounting directly affects decision-making and is one of the most important indicators for the management of a company. This article highlights the importance of management accounting for the activities of an enterprise. The role of management accounting in making management decisions is revealed. In the modern world, the process of managing an organization becomes more complicated every year. This is due to the development of market relations, a significant increase in competition and a huge flow of information that must be efficiently processed to make management decisions. A huge responsibility is laid on the head of the enterprise, it consists in choosing the course along which the enterprise will follow and develop over a long period of time. Since the positive trend in the development of the enterprise fully depends on how accounting is carried out, on the structure of the enterprise, on the choice of classification of management objects. In the current market relations, it is not enough to make traditional decisions in the management of an enterprise; it is necessary to be flexible and take into account the peculiarities of the enterprise. And in order to develop an effective strategy for managing an organization, you need to have relevant and timely information, and be able to use it correctly for your own purposes. The basis of this information, due to its functions, is management accounting. Thus, the role of a managerial decision consists, firstly, in changing the state of the system in the direction of achieving the goal, and secondly, it can be reduced to changing the goal itself if it was incorrectly set in a timely manner and all actions (alternatives) do not lead to its achievement.

Considerations of sustainability in capital budgeting decision-making

With its focus on financial performance, accounting has played a central role in conceptualizing the success of modern business organisations. This dominant focus, however, can create tension in decision-making when organisations are challenged on sustainability performance. In recognising these limitations, various frameworks or models have been proposed to extend accounting beyond the financial and to integrate sustainability measures and performance. Whilst evidence has been forthcoming on the effective application of these frameworks, there is limited evidence from practice of how the fundamental concepts of these frameworks may shape decision-making. This paper examines the extent to which sustainability is considered in the context of capital budgeting decisions, a core role of management accounting with broadly accepted accounting technologies supporting performance measurement and decision-making. Rather than focusing on a specific formal framework, the paper explores how decisions makers in various contexts may draw upon and adapt concepts identifiable within the various frameworks to address acknowledged limitations with the financial focus of accounting. Core to the ‘successful’ integration of sustainability is an understanding that accounting provides ‘flawed’ measures of performance creating a space for and recognition of legitimate sustainability measures to complement, or even temporarily supersede, the dominant accounting paradigm. We find that differences in individual perceptions of sustainability, within the constraints of past organisational processes, have substantive impact on the extent to which sustainability maybe privileged.

Management accounting and control system in the u-model internationalization process. A case study

This study examines the role of management accounting and management control systems (macs) in the successful implementation of the Uppsala Internationalization Model (U-Model) and in the improvement of firms’ performance. To achieve this, and after a broad literature review, a case study was conducted. Using a dynamic and “inside-out” approach, data was collected through interviews and documental analysis. The internationalization model (im) of a company and the relationship between macs and its internationalization strategy (U-Model) were analyzed. This study emphasizes the existence of several roles (passive and active) of macs and highlights the fact that these systems are used throughout the internationalization process (ip) in differentiated ways. As far as we know, it is the first time the relationship between macs and a specific internationalization model (U-Model) has been studied. This research helps to increase knowledge in practice, as it helps companies understand how they can adjust their macs according to their U-Model development phase. Given the growing interest in internationalization, we hope to contribute to improving the knowledge on the relationship between macs and the ip and its effects on companies’ performance. This study points to promising results that justify further studies of this relationship.

Enhancing Roles of Management Accounting and Issues of Applying IFRS for Sustainable Business Growth: a Case Study

Enhancing Roles of Management Accounting and Issues of Applying IFRS for Sustainable Business Growth: a Case Study

Problems and countermeasures of financial accounting transforming to management accounting

With the rapid development of the economy and the change of various information technology products, China’s economy has entered a stage of transformation. In such an era of opportunities and challenges, traditional financial accounting can no longer meet the needs of modern enterprise survival and development, the fierce market competition and the needs of the company’s own development are all driving the main functions of corporate financial reporting from recording the past to predicting the future. In order to further improve the efficiency of enterprise operations, promote the transformation of financial accounting to management accounting is imperative. Under the premise of expounding the theoretical basis of financial accounting and management accounting, this paper analyzes the problems in the transition and proposes the countermeasures at the same time. Promoting the transformation of financial accounting to management accounting, and give full play to the role of management accounting in improving value-added in business management.

A Structured Literature Review about the Role of Management Accountants in Sustainability Accounting and Reporting

Management accountants have proven to be pivotal for introducing new forms of accounting and reporting in companies to support managers in their decision-making process. The purpose of this paper is to review the literature on the role management accountants play in sustainability accounting and reporting to understand how research is progressing, point out its focus, critique its developments, and finally, identify future research avenues. Results reveal that, to date, management accountants’ level of involvement is lower than that of non-accountants and that there is a consensus in academia and practice that a more significant involvement of management accountants is needed for promoting homogenization of sustainability accounting and reporting in companies and its more widespread diffusion and use among managers, thus embedding sustainability in corporate strategy and practices. Our findings show that more active involvement of management accountants depends, among other things, on their ability to broaden their competencies to include other domains of expertise and on the role of accounting education in improving their sustainability knowledge. Therefore, we call for more research on the competencies, skills, and roles that management accountants should play in order to promote the adoption and improvement of sustainability accounting and reporting.

РОЛЬ И ОСОБЕННОСТИ УПРАВЛЕНЧЕСКОГО УЧЕТА ПРИ РЕАЛИЗАЦИИ ЦИФРОВОЙ ТРАНСФОРМАЦИИ КОМПАНИИ

The article examines the role of management accounting in the preparation and implementation of the digital transformation of a company, examines the features and requirements for management accounting in the digital economy, substantiates proposals for key changes in the organization of management accounting in the digital transformation of a company.

Research on the Transition from Ginancial Accounting to Management Accounting in the Era of Artificial Intelligence

In the era of artificial intelligence, relying on the continuous and rapid development of big data technology can not only effectively promote the transformation of financial accounting to management accounting, but also can better play the core role of management accounting and further promote corporate strategic goals. achieve. Therefore, it is necessary for us to effectively adopt efficient information technology methods to actively and effectively promote the transformation of financial accounting to management accounting. This is conducive to better exerting the core efficiency of management accounting and further guiding the development and practice of enterprises.

Business Partner Roles of Management Accountants Through the Emergence of Sustainability Disclosures

This study explores whether the implementation of sustainability disclosure can trigger or stimulate the change in the roles of management accountants in adopting organizations in Vietnam as business partners. To do so, it explores the roles of management accountants in integrated reporting (IR) adopting organizations and sustainability reporting (SR) adopting organizations based on the use of the pragmatic constructivism (PC) theoretical framework. In addition, qualitative semi-structured interviews were used to provide an in-depth investigation of management accountants' work in both IR and SR adopting organizations. The empirical findings suggest that the adoption of the IR framework has triggered changes in management accountant roles toward the new business partner roles to support the decision-making process within their organizations. On the other hand, management accountants from SR adopting organizations still work as traditional "bean-counter" roles. Our paper concludes by indicating several propositions based on our empirical findings that can be tested by future researchers from the domain by collecting relevant data. Our study can be seen as a response to the recent call for a more in-depth examination of the practice of sustainability disclosure from the practitioners' perspectives in adopting organizations.

THE ROLE, POSITION AND CERTIFICATION OF MANAGEMENT ACCOUNTANTS

<jats:p>There are many questions about the role of accountants in the age of globalization, the greatest achievement and growing international mobility of capital, commodities, ideas and people. The role of a management accountant has become significant, not only at the corporate level but also nationally and internationally. His position has primarily undergone metamorphosis from a numerical reporter to a senior information decision support specialist, business management partner, internal consultant, organizational educator, etc. The certification of management accountants stems from the understanding and the need for this responsible profession to be of a licensed nature associated with very high educational and professional requirements in countries with advanced accounting. The certification of accountants and auditors is envisaged in Bosnia and Herzegovina, while there is currently no specific certification for a certified management accountant. The accounting profession has developed its ethical standards, which have been adopted in Bosnia and Herzegovina, and also apply to management accountants. However, the specific role of management accounting has led to the codification of the Standards of Ethical Conduct for Management Accountants by professional organizations. The aim of the paper was to investigate the role and place of management accountants, their challenges and public perceptions, as well as the certification and ethical standards for management accountants in countries with advanced accounting and in Bosnia and Herzegovina. The results showed that the situation in countries with advanced accounting and in Bosnia and Herzegovina is significantly different, and Bosnia and Herzegovina must improve the guidelines it relies on, take on the practices of others who have made significant progress in this area, and to set goals to pursue.</jats:p>

Corporate political strategy: the roles of management accounting in relational work

ABSTRACT Research has provided substantial evidence that firms engage in Corporate Political Activity/Strategy (CPA), as a form of relational work, to manage and influence political actors and shape political institutions in ways favourable to the firm. However, relatively little is known about how management accounting is mobilised in an organisation in order to support CPA attempts. This paper addresses this gap by investigating how management accounting is implicated in relational work. We explore this issue in a Brazilian organisation (Electra), which was privatised as part of a wider privatisation program in Brazil. We draw on the institutional work and CPA (in particular on Oliver and Holzinger’s [2008. The effectiveness of strategic political management: A dynamic capabilities framework. The Academy of Management Review, 33(2), 496–520. https://doi.org/10.5465/amr.2008.31193538] framework) literature. By doing so, we find that our focal firm used a multiplicity of relational strategy types (i.e. reactive, anticipatory, defensive, and proactive) in a more simultaneous way than has previously been reported in the literature. Moreover, we identify four roles that management accounting may play in organisations’ attempts to engage in CPA. These roles were intertwined with the relational strategies adopted in our focal company. This finding contrasts with the research in management accounting, which has dichotomised passive and active responses to external pressures. We show that these two responses were blended in our case, and management accounting may be concomitantly implicated in compliance and influence strategies. We further discuss these findings in relation to the literature on relational work/strategy and management accounting.

Digital technology and changing roles: a management accountant\u2019s dream or nightmare?

Recent developments in digital technology have revitalized interest in the relationship between technology and management accounting. Yet, few empirical in-depth studies have assessed how digital technologies influence the roles of management accountants. This paper builds on the concept of jurisdiction to illuminate the relationship between management accountants, expert knowledge and digital technology. The study identifies and describes competition over jurisdiction between management accountants and other groups of employees. The study describes a shift for divisional management accountants towards narrower roles in their tasks and expectations, while business-oriented roles at group level are found to entail expanding tasks and expectations. In doing so, management accountants are divided into two divergent categories facing different expectations: divisional and group level management accountants. Through a case study in the technology-oriented finance sector, the paper contributes to the debate on the roles of management accountants in a number of ways. First, it describes how digital technology can contribute to narrower and more specialized roles. Second, it describes how digital technology can contribute to competition between professions. Third, it elucidates how digital technology contributes to changes in the behaviour of decision makers, and in their expectations toward, and the involvement of, management accountants. Fourth, it details how the changes contributed by digital technology in the roles of management accountants can act as mediators in the identity-work of management accountants. Finally, it empirically describes the relationships between digital technology and management accountants’ roles.

Factors Affecting the Intention to Apply Management Accounting in Enterprises in Vietnam

By applying behavioral intention theories and the theory of diffusion of innovation in organizations, this study identified several factors influencing the intention to apply management accounting in enterprises in Vietnam. Research data was collected from the questionnaire sent to Vietnamese enterprises in 2019, collecting 542 observations from accountants and directors. The data is, then, synthesized by excel file, conformity check, and processed by SPSS 20 software with descriptive statistics and multiple regression analysis. The results showed four factors that affect the intention to apply management accounting in enterprises in Vietnam: (1) Performance expectancy; (2) Effort expectancy; (3) Perceived trust; and (4) Subjective norms. The study pointed out that the above factors explain 60.618% of the variation of "intention to apply management accounting", in which, Subjective norms has the strongest impact (regression coefficient is 0.238). The findings also show that raising the awareness of managers and accountants about the role of management accounting, improving the qualifications and knowledge of accountants, and increasing the trust of managers about management accounting information are needed to increase the level of management accounting application in Vietnamese enterprises. The study also proposes recommendations to improve the effectiveness of management accounting for managers in operation and decision-making.

ROLE OF MANAGEMENT ACCOUNTING IN THE ACTIVITIES OF LOGISTICS ORGANIZATIONS

The role of management accounting in the activities of logistics organizations has been considered. Some approaches to understanding the logistics system, explained by the multidimensional nature of this concept, have been adduced. The elements of the logistics system, which, depending on the location in the system, perform certain functions, have been highlighted. The interaction of factors contributing to the achievement of competitive advantages of the logistics system has been substantiated. The main goal of management accounting – to provide managers with the data they need to make timely management decisions has been revealed. The main tasks, that are solved using the management accounting system, have been enumerated. It has been concluded that a well-structured management accounting should take into account all cash flows (cash and non-cash), allowing you to visually assess the profitability of the business as a whole, as well as each project separately.

Dealing with the visibility created by accounting numbers – A case study of cost accounting translation in a transitional economy

PurposeThis paper investigates the process of translating a costing tool into operational use in the context of a transitional (post-communist) economy, where local institutions challenge the rationality of western methods.Design/methodology/approachBy mobilizing Actor–Network Theory, in particular Callon's four moments of translation, and by drawing data from an interventionist research, the paper focuses on the process of change instilled by the implementation of a costing tool in 20 Romanian construction companies.FindingsThe costing system is initially problematized as a tool for rational decision making. However, the visibility over the accounting figures generated by the costing tool instilled new roles for the cost system to manage internal and external interdependencies. First, two costing datasets were created, one for decision making and one for tax purposes, to manage the relationship with the state taxation authorities. Second, since the costing tool generated visibility over the field practices as well, engineers convinced management to drop the decision-making set of costs. The costing tool ultimately only became used for tax optimization, an originally unintended use, reflecting its translation process.Research limitations/implicationsBy taking an interventionist approach, the paper contributes to theorizing accounting in transitional economies by bringing their economic idiosyncrasies into the analysis.Practical implicationsThe results inform managers about the intended and unintended consequences of management accounting tools and about actors' role in shaping their use.Originality/valueOur research responds to recent calls to study how organizations configure their control systems in a rapidly changing environment and what is the role of management accounting in these arrangements.

Management accountants’ role and coercive regulations: evidence from the Italian health-care sector

Purpose This paper aims to investigate the consequences of the coercive regulations for performance measurement and comparability that strengthened regional health authority’s control over organizations’ activities on management accountants’ relationship with clinician managers, who are the recipients of accounting information for decisional processes in health-care organizations. To achieve this aim, the research focuses on management accountants’ perception of their role and whether they perceive role conflict and role ambiguity. Design/methodology/approach A case study was undertaken in a public university hospital in the Emilia-Romagna region, Italy; 9 management accountants and 11 clinician managers were interviewed and secondary data analyzed. Findings Management accountants show low capabilities to support clinician managers’ decisional processes. Following the enactment of regulations, management accountants perform their role with a primary focus on functional responsibility. The focus on the provision of information to address regulations influenced management accountants’ capability to act as business partners in the organization. Because of the conflicting information needs from regulations and clinician managers, management accountants experience role conflict and ambiguity. Research limitations/implications The paper has implications for policymakers, underlining the consequences of strict regulations on management accountants’ role. It also emphasizes the importance of revising accounting techniques to satisfy both regional requirements and clinician managers’ needs for decision-making. Originality/value The article contributes to knowledge related to the role of management accountants in health care. It explores, in particular, the consequences of coercive regulations in health-care organizations, adding knowledge to a field that remains quite unexplored.

Accounting for provisions: an economic analysis of intertemporal cost allocations and their incentive properties

The use of accounting information and related performance measures for (delegated) investment decision-making has been extensively analyzed in the context of investment projects with upfront investments. In many cases, however, a project may also require large payments at the end of its life. In accounting statements, companies anticipate such payments by setting up provisions during a project’s useful life. To date, very few studies have explored provision schemes with regard to the decision-facilitating and the decision-influencing roles of management accounting. In this paper, we analyze three different provision schemes of practical relevance. We benchmark the cost allocations that result from each such scheme against cost allocations resulting from two provision schemes that are derived from the analysis of investment projects with upfront investments. The first comparison concerns the decision-facilitating role and builds on the principles of investment-based cost accounting according to Kupper (1985, 2009). The second comparison concerns the decision-influencing role and is based on the theory of goal-congruent performance measures as developed by Rogerson (1997) and Reichelstein (1997). These comparisons demonstrate to which extent the cost allocations associated with the provision schemes that are commonly used in practice deviate from the benchmark solutions we present. We also examine the potential distortions that may arise when accounting performance measures based on the practically relevant provision schemes are used for investment decision-making.

New development: Is there a management accountants’ expectation gap?

ABSTRACT Whereas there are numerous articles about the extent to which auditors meet the expectations of others regarding the way in which they carry out their tasks (i.e. the audit expectation gap), no literature is available on this same question regarding management accountants. Analysing survey data from management accountants and their managers working in public and not-for-profit organizations, this article shows that such a ‘management accountants’ expectation gap’ does exist as there is, on certain aspects, a difference between the expectations of managers regarding the role of the management accountant and the extent to which these expectations are met. IMPACT The management accountant in the public and the not-for-profit sector advises the organization and its management on formulating, realizing and evaluating social and financial results, the organization and functioning of the management control system and accountability. Research shows that there are differences between public managers’ expectations regarding the role of management accountants in the public sector and the extent to which these expectations are met. The effectiveness of management accountants partly depends on the extent to which they meet management’s expectations with respect to their role. This article shows that managers want their management accountants to give more advice without being asked to do so, but the independent attitude, that inevitably plays a role in this, is less appreciated.