Strategic Management Accounting Techniques Research Articles

Strategic management accounting practices: a literature review and opportunity for future research

PurposeThe purpose of this study is to review the empirical studies that have focused on the adoption, benefits and contingencies of strategic management accounting (SMA) practices and the effects of adoption on firm performance.Design/methodology/approachThe study has highlighted empirical studies conducted on SMA practices in the context of both developed [1] and developing economies. In reviewing the literature, the study focuses on the findings of developed economy separately from that of developing economy to get more insight into the differences in the practices of the two set of economies. Based on the review, avenues for future research studies are outlined.FindingsThe review of extant literature reveals that several SMA techniques such as competitor accounting, strategic pricing, benchmarking and customer accounting have been highly or moderately adopted in several developed countries while majority of other techniques remained at the bottom line of the adoption status. However, the review demonstrates substantial differences in the SMA practices between the two set of economies in terms of the level of adoption, contingent factors and the effects of adoption.Originality/valueThe study attempts to focus on empirical studies that have concentrated exclusively on SMA practices. The adoption status, benefits derived, contingent factors affecting the adoption decision and the effect of adopting a package of SMA techniques on several aspects of firm performance are presented in the context of both developed and developing economies.

MANAGERIAL PERFORMANCE: THE MEDIATING ROLE OF STRATEGY MANAGEMENT ACCOUNTING TECHNIQUES ON COMPETITIVE ADVANTAGE AND ORGANIZATION PERFORMANCE

This study aims to examine Managerial Performance as Strategic Management Accounting Technique for Competitive Advantage and Organization Performance in banking companies in the Tangerang region, Indonesia. In this study utilizing primary data in the form of questionnaires distributed to managers in banking companies in Tangerang region, Indonesia. This study applied Structure Equation Modeling analysis techniques with Amos software program tools, while a number of respondents are 73 managers. From the results of the tests which have been obtained that Managerial Performance as Strategic Management Accounting Techniques had a positive and significant effect on Competitive Advantage. There was not significant effect of Competitive Advantage on Organization Performance, and Managerial Performance as Strategic Management Accounting Techniques did not have a positive and significant effect on Organization Performance in banking companies in Tangerang Region

Revisiting the relevance of strategic management accounting research

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).

Assessing Strategic Management Accounting Practices in Public Interest Companies in Malaysia

Strategic management accounting (SMA) practices play important roles in supporting decision making and strategic plan positioning in a firm. SMA practices comprise a range of useful and relevant techniques to facilitate a firm’s value. Through these techniques, a firm would be able to achieve competitive advantage and sustain economic growth, which leads to long-term performance. Recently, the role of SMA techniques in enhancing business performance has become the focus of many studies, unfortunately, studies that accessing the adoption of SMA practices in organizations particularly in Malaysia are not widely available. Hence, the purpose of this paper is to investigate the extent of SMA practices in public interest companies in Malaysia called Government Linked Companies (GLCs). Through SPSS analysis of data collected from 215 questionnaires, the study shows that top management of GLCs has a better understanding of SMA practices due to extensive use of SMA techniques which discovered from the findings and believe that it can benefit their organization. This paper has enriched the literature and provided an assessment of SMA practices for researchers and practitioners which can improve competitiveness in the industry, business prosperity, and secure long-term performance.

PENGARUH COMPETITOR ACCOUNTING TERHADAP KEUNGGULAN BERSAING DAN KINERJA ORGANISASI

The purpose of this study was to know the affect of Competitor Accounting as a Strategic Management Accounting Techniques towards Competitive Adventage and Organization Performance. On business culinary in Pekanbaru. This study used a questionnaire to obtain primary data with a sample size of 38 respondents and was tested using path modeling analysis techniques. From the examination showed that there were positive affect of Competitor Accounting as a Strategic Managemengt Acounting Techniques towards Competitive Adventage, negative affect of Competitor Accounting as a Strategic Managemengt Acounting Techniques towards Organization Performance, positive affect of Competitive Adventage towards Organization Performance, and positive indirectly affect of Competitor Accounting as a Strategic Managemengt Acounting Techniques towards Organization Performance with Competitive Adventage mediation.

Analiza zastupljenosti tehnika strateškog upravljačkog računovodstva i nivoa razvijenosti troškovnog sistema u velikim bosanskohercegovačkim kompanijama

The paper has two research goals. The first goal is to investigate the prevalence of certain techniques of strategic management accounting in large companies in Bosnia and Herzegovina (hereinafter BiH), while the second research goal is to analyze the dependence of the number of strategic management accounting techniques used and the degree of development of the cost system in the company. For the purposes of this research, we collected survey questionnaires from 110 large companies based in BiH. The results of the research show that the three most common techniques of strategic management accounting in large companies in BiH are: Quality Costing (52.73%), Strategic Pricing (51.82%) and Benchmarking (50.91%), while the least common techniques are: Life Cycle Costing (11.82%), Attribute Costing and Integrated Performance Management Systems (with 12.73% each), and Activity Based Costing/ Management (17.27%). One-way analysis of variance (ANOVA) tested the differences in the number of strategic management accounting techniques used and the level of development of the cost system in companies. Companies that applied on average two techniques of strategic management accounting belonged to the first level of development, those that applied on average four techniques belonged to the second level of development, while companies that have the third level of cost system development on average applied six techniques of strategic management accounting. There were no companies in the sample with the fourth and fifth level of development of the cost system.

Use of strategic management accounting techniques by companies in the Czech Republic

The purpose of this paper is to investigate the degree of use of strategic management accounting (SMA) techniques and the main factors affecting this in the Czech Republic. In order to achieve such an understanding, we apply a quantitative approach, rooted in contingency theory, including descriptive statistics, correlation analysis and regression analysis. The most intensively-used SMA techniques are strategic planning and budgeting, customer accounting, and target costing. The least-used are integrated performance measurement systems, strategic pricing and activity-based costing. Our respondents indicated that they expect an increase in the use of all SMA techniques over the next 3 years. Regression analysis confirms that the implementation of differentiation strategy (as opposed to cost leadership strategy) has a statistically significant and positive influence on SMA use. The findings of this study contribute to the better theoretical understanding of the contingent factors influencing the use of SMA techniques.

Brand Valuation From Strategic Management Accounting Techniques and A Practice

Stratejik Yönetim Muhasebesi, işletmelere sektörlerinde rekabet avantajı sağlamak adına alınacak stratejik kararlarda yol gösteren önemli bir kavramdır. Marka değerlemesi de stratejik yönetim muhasebesi tekniklerinden biri olarak stratejik karar alma kategorisinde yer alarak işletmelere ek getiri sağlayan ve finansal tablolarda ayrı olarak raporlanmayan markanın parasal değerini ortaya koymaktadır. Marka, bir işletmeye içinde bulunduğu sektörde itici güç sağlayarak rakiplerine göre farklılık yaratır. Marka; soyut anlamda firmaya yer aldığı sektörde prestijli bir konum ve buna bağlı olarak kabul edilirlik sağlarken somut anlamda ise, işletmelere ek getiri sağlayabilecek en önemli araçlardan biridir. Bu bağlamda markanın değerini ölçmek, önemli bir konu olarak karşımıza çıkmaktadır. Marka değerini ölçmek için davranışsal, finansal ve karma yöntemler söz konusudur. Çalışmamızda ise finansal yöntemler içerisinde yer alan Hirose Yöntemi kullanılmıştır. Bu çalışma, işletmelerin marka değerlerini en doğru olacak şekilde saptamak amacıyla yapılmıştır. Çalışmada kullanılan veriler hisse senetleri Borsa İstanbul (BİST)’da işlem gören işletmelerin finansal tabloları aracılığıyla elde edilmiştir. Araştırmanın evrenini BİST Taş ve Toprağa Dayalı Sanayi sektöründe yer alan 28 tane işletme oluşturmaktadır. Verileri analize uygun olan 25 tane işletme değerlendirmeye alınmıştır. Elde edilen sonuçlara göre Trakya Cam, marka değeri en yüksek olan işletme olarak tespit edilmiştir. Diğer sonuçlarda ise, Anadolu Cam en yüksek ikinci marka değerine, İzocam da en yüksek üçüncü marka değerine sahipken; Denizli Cam’ın da en düşük marka değerine sahip olduğu saptanmıştır. Stratejik Yönetim Muhasebesi, işletmelere sektörlerinde rekabet avantajı sağlamak adına alınacak stratejik kararlarda yol gösteren önemli bir kavramdır. Marka değerlemesi de stratejik yönetim muhasebesi tekniklerinden biri olarak stratejik karar alma kategorisinde yer alarak işletmelere ek getiri sağlayan ve finansal tablolarda ayrı olarak raporlanmayan markanın parasal değerini ortaya koymaktadır. Marka, bir işletmeye içinde bulunduğu sektörde itici güç sağlayarak rakiplerine göre farklılık yaratır. Marka; soyut anlamda firmaya yer aldığı sektörde prestijli bir konum ve buna bağlı olarak kabul edilirlik sağlarken somut anlamda ise, işletmelere ek getiri sağlayabilecek en önemli araçlardan biridir. Bu bağlamda markanın değerini ölçmek, önemli bir konu olarak karşımıza çıkmaktadır. Marka değerini ölçmek için davranışsal, finansal ve karma yöntemler söz konusudur. Çalışmamızda ise finansal yöntemler içerisinde yer alan Hirose Yöntemi kullanılmıştır. Bu çalışma, işletmelerin marka değerlerini en doğru olacak şekilde saptamak amacıyla yapılmıştır. Çalışmada kullanılan veriler hisse senetleri Borsa İstanbul (BİST)’da işlem gören işletmelerin finansal tabloları aracılığıyla elde edilmiştir. Araştırmanın evrenini BİST Taş ve Toprağa Dayalı Sanayi sektöründe yer alan 28 tane işletme oluşturmaktadır. Verileri analize uygun olan 25 tane işletme değerlendirmeye alınmıştır. Elde edilen sonuçlara göre Trakya Cam, marka değeri en yüksek olan işletme olarak tespit edilmiştir. Diğer sonuçlarda ise, Anadolu Cam en yüksek ikinci marka değerine, İzocam da en yüksek üçüncü marka değerine sahipken; Denizli Cam’ın da en düşük marka değerine sahip olduğu saptanmıştır.

Strategic Costing Models as Strategic Management Accounting Techniques at Private Universities in Riau, Indonesia

As a strategic management in accounting, strategic coasting has attracted the practioners and scholars because the significant influences to comptetitive advantage and organizational performance. This study is aim to explore integrated strategic costing model as an effort to improve competitive advantage and performance of higher education institution. This study also provide the guideline for effectively and efficiently of cost control. A specific strategic costing –activity based costing, value chain costing, quality costing, lifecycle costing and target costing- was elaborated through literature review form each attributes simultaneously and according to comprehensive model that integrated each of principles. The study concluded the scheme is compatible and complete each other according to theoretical point of view due to the integrated implementation of the principles and attributes contribute to organization performance improve. We also argue that the scheme is contribute to distribution of strategic costing attribute and exploitation of organization resources. A new management system proposing to the incorporation of strategic costing attributes into the management of higher education organization resources, and some recommendations for practical use are presented.

DOES THE USE OF STRATEGIC MANAGEMENT ACCOUNTING TECHNIQUES CREATES AND SUSTAINS COMPETITIVE ADVANTAGE? SOME EMPIRICAL EVIDENCE

This study examined the extent to which the usage of strategic management accounting (SMA) techniques such as customer accounting and competitor accounting can create and sustain competitive advantage, with a focus on the manufacturing sector in Nigeria. Data obtained from the annual reports of fifty-six (56) publicly-quoted companies covering a 10-year period (2008-2017) were analysed using descriptive statistics, cluster analysis, cross tabulation, Chi-square test of association, and discriminant analysis. Whereas the frequency of high-adopters of customer-based and competitor-focused techniques was less than those of low-adopters, the adoption rate of SMA was noted to be generally moderate. Further, the usage of SMA positively and significantly impact competitive advantage. The observation that intense users of SMA were able to consistently outperform competitors at both the industry- and sector- level in the long-term supports the conclusion that to a large extent, SMA usage can both create and sustain competitive advantage. Seeing that it is not the mere adoption of SMA that sustains competitive advantage but its intense usage, organisations seeking strategies to improve their competitiveness may consider the rigorous application of SMA.

Strategic Management Accounting Techniques Usage, Strategic Choices, and Performance of Financial Institutions in Nigeria

The paper examined the impact of strategic management accounting (SMA) techniques? usage and strategic choices on the performance of financial institutions in Nigeria. Based on the administration of questionnaire to 156 top management employees of 13 deposit money banks in Benin metropolis, Edo State the paper examined whether SMA dimensions (17 SMA techniques usage and the participation of accountants in strategic decision making) and strategic choices (strategic pattern, emergent strategy and market orientation) affect the performance of deposit money banks. The findings from the multiple regression analysis showed that whereas SMA techniques usage had a significantly negative impact on corporate financial performance, accountant participation in strategic decision making, strategy pattern, deliberate/ emergent strategy and market orientation had a significantly positive impact on the performance of the banks.Therefore, the paper recommended that management of financial organizations should improve their usage of SMA techniques which is presently low, involve accountants in the strategic decision making process and employ more emergent and market oriented strategies in order to improve their performance.

The Impact of Strategic Management Accounting Adoption on Organizational Effectiveness in Malaysian Manufacturing Companies

Strategic Management Accounting (SMA) technique plays a vital role in accounting management of an organization. This is because; SMA helps the accountants and other workers to manage their accounting systems efficiently and more orderly arranged. The aim of this study is to find out about technique of SMA that been applied in the organization specifically focused on manufacturing companies and the impact of the technique on organizational effectiveness. The result showed that all the 376 companies applied at least one SMA technique and specifically refers to the industry classification; the highest companies that applied SMA were electrical companies. The result also showed that SMA has impact on organizational effectiveness.

The impact of top management team characteristics and historical financial performance on strategic management accounting

PurposeThe purpose of this paper is to explore the impact of the top management team (TMT) characteristics and historical financial performance on strategic management accounting (SMA) usage.Design/methodology/approachObjective data were extracted from annual financial statements, as well as data from questionnaires in a sample of 94 enterprises were used.FindingsData analysis showed that one of the most important factors that influence the level of usage of SMA techniques is lagging historical performance of the enterprises. Those organizations that had low profitability in the past, due to the economic crisis, adopted and used innovative SMA tools more extensively, to improve their financial performance in the future. Based on Upper Echelons theory and Role theory, it was found that TMT characteristics (educational background, tenure, creativity) affect the adoption and the usage of SMA tools.Research limitations/implicationsFirst, this research was performed on one sector. Second, only a few SMA techniques were included. Third, some TMT characteristics were measured with only one item. As a result, it was not possible to check for reliability and validity of the measurements.Practical implicationsFirst, TMT characteristics influence the decision-making process and management control. This should be taken into account during the process of the selection of top managers. Moreover, SMA tools can be effectively used not only by CEOs and the managers of the accounting department, but from marketing managers as well. Consequently, a better communication between marketing and accounting managers is deemed essential to improve the performance of the company.Originality/valuePrevious research has studied the effect of CEOs and CFOs characteristics in the design of Management Control Systems. The authors explored for the first time, the effect of the characteristics of one more member of Board of the TMT, that is, Chief Marketing Officer (CMO), in the adoption and use of management accounting innovations (MAIs). Second, the authors studied one more characteristic of top level managers from Role theory, that is, creativity. Although many studies link creativity to the adoption of MAIs, this is the first time, to the best of the authors’ knowledge, that creativity is studied as an additional parameter that influences the adoption and use of SMA. Furthermore, this research provides additional knowledge about the effect of historical performance in MAIs usage. For the first time, it used objective data from annual financial statements, it calculated financial ratios, to measure historical financial performance. Moreover, this study provides knowledge about the effect of TMT characteristics in accounting choices in geographical areas, outside the USA.

Strategic choices and strategic management accounting in large manufacturing firms

This study examines the relationship between strategic choices and the use of strategic management accounting (SMA) techniques in large manufacturing companies and investigates whether external factors such as environmental uncertainty and competitive forces affect the SMA system. The survey results show that SMA usage does not depend on strategy type and only marginally depends on geographic orientation. These findings have been integrated using qualitative data collected in seven large companies through interviews. Although significant progress has been made over the last two decades in describing SMA practices in Europe, the contribution of this study to the accounting (SMA) literature involves both the research content and design. Having identified gaps in previous SMA research, we design a study focused on large manufacturing firms that considers different hypotheses and adopts a mixed method approach.

Linking strategic management accounting and quality management systems

PurposeQuality management is gradually becoming an area of interest among management accounting practitioners and scholars because of its significant effects on performance and increasing adoption by organizations. Therefore, the purpose of this paper is to explore the relationships between these two broad disciplines and provide guidelines for their joint consideration.Design/methodology/approachTwo specific management innovations are analyzed in detail: strategic management accounting (SMA) and ISO 9000 quality management system (QMS). Such an analysis includes a literature review of both frameworks, the identification of benefits associated with their simultaneous application and the design of a comprehensive model integrating their individual principles.FindingsIt is concluded that these management schemes are compatible and complementary from a theoretical standpoint; and that, therefore, their combined implementation might help organizations improve overall performance. It is also argued here that their use in conjunction could facilitate the spread of SMA techniques and the full exploitation of QMSs.Originality/valueA new management system proposing the incorporation of SMA tools into traditional QMSs is introduced, and some recommendations for its practical use are presented.

ORGANIZATIONAL CAPABILITIES, STRATEGIC MANAGEMENT ACCOUNTING AND FIRM PERFORMANCE

From a resource-based view perspective, the paper provides empirical evidence on new emerging strategic management accounting (SMA), its association with organizational capabilities (market orientation, entrepreneurship, innovativeness and organizational learning) and the interlinkages among these four elements of organizational capabilities. Partial least squares (PLS) technique was used to test the contingency model. Using the mail survey data of 103 manufacturing strategic business units (SBUs) of public listed companies in Malaysia, the results found that the four organizational capabilities - market orientation, entrepreneurship, innovativeness and organizational learning - collectively give rise to positional advantage leading to enhanced firm performance. SMA techniques are found to support the internal organizational capabilities. However, SMA usage is not associated with firm performance, indicating that the mediation role of SMA usage on the relationship between organizational capabilities and firm performance is not supported. The results confirm that a firm can attain above average performance if it possesses and emphasizes the four organizational capabilities collectively and these four organizational capabilities collectively are also important to support the usage of SMA techniques which can provide useful information for improvement of internal capabilities as well as resource allocation and utilization.

The Effect of Perceived Environmental Uncertainty on the Use and Perceived Usefulness of Strategic Management Accounting: Some Empirical Evidence

The purpose of this paper is to investigate whether perceived environmental uncertainty (PEU) affects the use and the perceived usefulness of strategic management accounting (SMA). The study takes the perspective that SMA can be regarded as a set of strategically oriented management accounting techniques and makes the research hypothesis that as PEU increases the use and perceived usefulness of SMA techniques also increase. To test the hypothesis, the responses of 55 CFOS to a questionnaire survey were analysed. The survey considered a cross-section of large manufacturing companies in Italy. The regression-based analysis mainly shows: (1) a positive relationship between PEU and the use of strategic pricing as SMA technique supporting product pricing decisions; (2) a positive relationship between PEU and the use of balanced scorecard; (3) a positive association between PEU and the perceived usefulness of all the SMA techniques included in the study

The Impact of Strategic Management Accounting Techniques in Taking Investment Decisions in the Jordanian Industrial Companies

This research aimed to identify the impact of strategic management accounting techniques in taking investment decisions in the Jordanian industrial companies. The population of the study included all the Jordanian industrial companies while the sample consisted of (93) respondents from the investors and financial mediators in Amman stock market. The research revealed the presence of an effect of the strategic management accounting techniques with its variables (target costing, balanced scorecard, just in time production system) in taking investment decisions in the Jordanian industrial companies. In the light of the results, the researcher presented a number of recommendations, most prominently: using the strategic management accounting techniques by the Jordanian industrial companies and caring for its different fields to be able to interact and respond to the environmental, social and economic variables.

Comprehensive Study on Strategic Management Accounting Techniques in Jordan Banks

There are many types of Strategic Management Accounting Techniques (SMA) that are used in many companies around the world. These techniques are ABC, COQ, SCM, VCC, BSC, EMA, benchmarking, CPA, valuation of customer assets, competitor position monitoring, competitor cost assessment, and customer lifetime value, Life Cycle Costing (LCC), Target cost, Attribute cost. In this paper, we make a comprehensive study on managements cost techniques that are used in Jordan Banks. We held our methodology by questionnaires that have been sent to one of the biggest banks in Jordan in which is the Jordan Housing bank. The results shows that 5 of 15 SMA that have the strong agree of usage, while 2 have partial agree of usage in this bank.

Strategic management accounting in the Republic of Serbia

The transition process in the Republic of Serbia – and the transition from a planned to a market economy – makes managing a company more demanding and sophisticated. In these circumstances, to be competitive, companies must have a strong and sophisticated information system that will provide information support to allow management to react in a timely manner and be proactive to market changes. One of the most important sources of such information is, of course, management accounting. Using only the traditional management accounting (TMA) could no longer fulfil the purpose of management requirements. For this purpose, strategic management accounting (SMA) and strategic cost management (the term ‘SCM’ is more commonly used in US literature) have been developed. This article explores the usefulness of using the aforementioned SMA techniques in obtaining timely and relevant information. Also, the intention was to identify synergetic effects of their implementation in terms of positive impact on cost control and costs reduction. The results were much more positive than expected.