Strategic Management Accounting Research Articles

Customer accounting (CA) is a strategic management accounting (SMA) technique (McManus & Guilding, 2008; Nuong, 2020) that helps evaluate customer value, optimize costs, support decision-making, enhance customer relationship management, and improve organizational efficiency. The need for CA is grounded on the growing popularity of customer relationship management as a strategic business orientation (Au & Tse, 2021). This study examines the current status of CA practice at the Head Office and branches of Vietnamese commercial banks and surveys 189 managers, accountants, and credit experts at banks on factors affecting CA practice, assessing the impact of CA implementation on the performance of Vietnamese commercial banks. The study uses mixed methods, combining qualitative and quantitative approaches through conducting interviews and surveys using questionnaires. The results show that CA is implemented at different levels among Vietnamese commercial banks; five factors positively affect CA implementation at Vietnamese commercial banks in order from high to low, including environmental uncertainty, business strategy, information technology application, organizational culture, and competitive intensity. The study also found a significant impact of CA implementation on the performance of Vietnamese commercial banks. Based on the survey results, the study provides recommendations to help Vietnamese commercial banks enhance their application of CA, thereby improving the organization’s operational performance.

Purpose: This study aims to examine the relationship between entrepreneur characteristics and the use of strategic performance measurement systems and innovation culture. The influence of innovation culture on the use of strategic performance measurement systems, as well as how innovation culture moderates the relationship between entrepreneur characteristics and the use of strategic performance measurement systems. Design/Methodology/Approach: Using a sample of 178 respondents (response rate 89%) with entrepreneur respondents in the city of Palembang, the research hypothesis was tested using Structural Equation Modeling (SEM) Partial Least Squares (PLS) analysis with Smart PLS software version 4.0. Findings: The findings of this study conclude that entrepreneur characteristics positively influence the use of strategic performance measurement systems. Entrepreneur characteristics influence the culture of innovation. Although the study failed to prove the influence of innovation culture on the use of strategic performance measurement systems, the results of this study successfully demonstrated the moderating role of innovation culture in the relationship between entrepreneur characteristics and the use of strategic performance measurement systems. Practical Implications: An important implication of the findings of this study is that there is a linear relationship between the characteristics of entrepreneurs who are oriented towards open and strategic thinking, which will ultimately view the development of a culture of innovation as a necessity in developing a business venture. Originality/Value: The original contribution of this study is the interaction between innovation culture and entrepreneurial characteristics, which has not been explored in many strategic management accounting studies. Therefore, the results of this study are expected to add to the literature in strategic management accounting studies.

This study investigates the role of Modern Management Accounting (MMA)—which integrates Strategic Management Accounting (SMA) and Strategic Customer Knowledge (SCK)—in driving Sustainable Competitive Advantage (SCA) and Business Sustainability (BS) in Thai green hotels. Business Sustainability is conceptualized as the achievement of balanced outcomes across economic performance, social responsibility, and environmental stewardship. It addresses a theoretical debate by testing two competing SCA models: a disaggregated model (which separates SCA into Customer Experience Advantage (CEA) and Operational Efficiency Advantage (OEA)) and a holistic model (which treats SCA as a unified construct). Data from 115 certified green hotels were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM). The results revealed a critical distinction between the models. In the disaggregated model, SMA and SCK contributed to both CEA and OEA, but only OEA directly enhanced BS and served as a partial mediator in the relationships from both SMA and SCK to BS, whereas CEA showed no significant mediating effects. Conversely, the holistic model demonstrated that overall SCA served as a partial mediator in the relationships from both SMA and SCK to BS, while also exerting a strong direct effect on BS. The study concludes that achieving business sustainability requires a holistic SCA that integrates both operational efficiency and customer experience, offering a comprehensive framework for strategic management in the hotel industry. These findings underscore the strategic imperative for hotel managers to cultivate an integrated competitive advantage, where superior customer experiences and operational excellence are synergistically managed, to ensure long-term business sustainability.

Leader messages play a crucial role in establishing and maintaining mutually beneficial relationships between globalized corporations and their diverse stakeholders. By constructing two corpora, each containing 45 texts of leader messages from CSR (corporate social responsibility) reports of corporations operating in China and the United States that appeared on the 2021 Fortune Global 500 list, this study explored the move structure and interdiscursive strategies employed in the messages. The study identified a rhetorical structure consisting of seven moves and eleven steps shared by both corpora. Analysis reveals that interdiscursivity is a prevalent feature of leader messages in both corpora. Specifically, discourses of promotion, strategic management, and financial accounting are favored by Chinese corporations, while evaluative and interpersonal discourses are preferred by the U.S. corporations. The findings enhance our understanding of how professionals from different cultural contexts adopt appropriate move structures and interdiscursive strategies to craft leader messages for effective CSR communication.

The domestic economy is experiencing continued improvement, driven by the recovery of the tourism sector. In turn, this has led to increased demand for related industrial goods. Businesses must adapt through innovation to survive in a rapidly changing market. Consequently, they are actively seeking competitive advantages to improve operational efficiency. Strategic management accounting is, therefore, a key factor in organizational success, designed to assist in controlling and managing issues related to the economic sector and organizational performance. Furthermore, the development of innovation will enhance operational efficiency and sustain competitiveness. This research aims to analyze the levels of strategic management accounting (SMA), innovation development, and operational performance efficacy within the southern border manufacturing industry of Thailand. This study employs a mixed-methods research design, incorporating structural equation modeling (SEM). The population comprises 136 southern border manufacturing industries. Data collection involves questionnaires and semi-structured interviews. Data analysis utilizes descriptive statistics, structural equation modeling, and content analysis. The research findings indicate that the manufacturing industry exhibits a high level of agreement regarding strategic management accounting, innovation development, and operational efficiency overall. Furthermore, innovation development positively influences operational efficiency, innovation development positively influences strategic management accounting, and strategic management accounting positively influences operational efficiency. Consequently, businesses can utilize these findings as a decision-making guide for employing management accounting techniques and fostering innovation, thereby maximizing resource utilization and leveraging existing knowledge for management to achieve a competitive advantage, ultimately leading to improved operational efficiency.

"Evaluation of the role of strategic management accounting in achieving financial sustainability"

This study aims to look at the impact of financial achievements or profitability on the capital structure of 80 companies listed on the IDX. The researcher used the purposive sampling method to determine the data analyzed in this study. The data taken is a company listed on the Indonesia Stock Exchange (IDX) which is included in the IDX 80. A search was carried out on the company on how it has performed in the last 3 years or from 2021 - 2023. The analysis tool used in this study is E-View 13. The results found by the researcher show that the Return on Asset variable is negatively correlated with Capital Structure. In contrast, Return on Equity is positively correlated with Capital Structure. On the other hand, simultaneously independent variables in this study had a significant effect. This research can focus on strategic management accounting theories. So that the results of this research can contribute to knowledge in strategic management accounting. This research focuses on IDX 80 data, in which there are companies that have high liquidity. But, research focuses on IDX 80 data, in which there are companies that have high liquidity

Corporate social responsibility is examined in this study. The implementation of Corporate Social Responsibility and strategic management accounting offers a means to enhance organizational performance that promotes sustainable development through the use of effective planning strategies. Consequently, the research concentrates on qualitative data obtained from interviews and field questionnaires and highlights crucial factors such as cause, context, and action that can have an impact on corporate social responsibility and strategic management accounting. These results imply that companies who adopt a more inclusive approach, taking into account these two concepts, will have significantly better social and environmental outcomes, leading to improved economic performance and stakeholder confidence. It emphasized the importance of ethical management practices and how industries contribute to social and ecological footprints.? Through community development and the reduction of inequalities, companies can fulfill their ethical responsibilities while also ensuring long-term viability and competitive advantages.

This study aims to systematically analyze the crucial role of integrating Strategic Management Accounting with Big Data and Artificial Intelligence (AI) in enhancing financial analysis capabilities and the effectiveness of strategic decision-making. Using the Systematic Literature Review (SLR) approach, this study synthesizes the findings of 29 relevant scientific articles indexed in the Scopus database from 2014 to 2024, identified through the keywords "strategic management accounting, big data, and artificial intelligence." The results of the analysis demonstrate that this integration fundamentally transforms financial analysis, making it more predictive, accurate, and real-time, while also accelerating and improving the quality of data-driven decision-making. Moreover, these findings reveal a shift in the role of accountants from operational functions to strategic advisors, necessitating proficiency in analytical skills and technological literacy. It can be concluded that the synergy between strategic management accounting, Big Data, and AI serves as a key driver of competitive advantage. However, its success is highly dependent on the organization's ability to address challenges such as skills gaps, ethical risks, and the critical importance of implementing robust information technology governance as an essential mediating factor.

Strategic management accounting techniques play a vital role in manufacturing enterprises by integrating financial and non-financial information to support strategy formulation and investment decision-making. Strategic management accounting techniques offer businesses a comprehensive view of internal operations and external market conditions, enhancing competitiveness and enabling more effective resource allocation. This study investigates how Strategic management accounting (SMA) techniques enhance investment decision-making by integrating financial and non-financial information. A survey of 650 manufacturing firms in Vietnam was conducted, and data were analyzed using Structural Equation Modeling to examine the impact of various factors on SMA adoption and investment decisions. The findings reveal eight significant factors influencing SMA adoption, with effect sizes as follows: accounting staff quality (0.258), business strategy (0.200), accounting information systems (0.199), perceived environmental uncertainty (0.178), risk acceptance (0.148), technology adoption (0.093), managerial characteristics (0.085), and cost-benefit considerations (0.056). Furthermore, firm size was found to moderate the relationship between SMA application and investment decision-making with an effect size of 0.02. The study concludes with several managerial implications aimed at improving SMA adoption and enhancing the effectiveness of strategic investment decisions. AcknowledgmentWe would like to express our sincere gratitude to all individuals and organizations who contributed to this study.First and foremost, we thank the manufacturing enterprises in Vietnam for facilitating our research process. We also acknowledge and highly appreciate the support and valuable contributions of colleagues and experts who assisted us in collecting materials, analyzing data, and finalizing this paper.Finally, we would like to express our deepest gratitude to our families and friends for their constant support and encouragement throughout the research process.

In manufacturing companies, management accounting plays a vital role of the company. This research examines the role of management accounting practices in the financial performance of listed manufacturing companies in Sri Lanka. This study undertook a quantitative study of data collected using a structured questionnaire from 59 companies listed on the Colombo Stock Exchange. The companies were selected using the census sampling technique. Analytical tools used as descriptive statistics, correlation analysis, and the Partial Least Squares Structural Equation Modeling (PLS-SEM) method, were used to analyse the data. Major findings suggest that a greater extent of budgeting systems and costing systems enhances financial performance. Information for decision-making can occasionally lower an organization’s financial performance in the short term. Performance evaluation systems increase the extent of improved financial performance of organizations, while the analysis of strategic management accounting has the most positive impact on financial performance, supporting its status as a key driver of financial performance in organizations.

This paper investigates the relationship between management accounting practices (MAPs) and decision-making processes (DMPs) within manufacturing organisations in Bangladesh and examines the extent of use of various MAPs, including costing systems, budgeting systems, performance evaluation systems, decision support systems, and strategic management accounting analyses for decision-making (DM). By utilising descriptive statistics, multiple regression, and Pearson correlation tests, the study examines the relationship between these practices and decision-making. This is achieved through the administration of a structured questionnaire to 70 respondents representing 35 DSE-listed manufacturing enterprises in Bangladesh. SPSS version 25 is used to test these results. The findings reveal significant positive relationships, indicating that specific MAPs significantly influence DMPs. Notably, process costing, budgeting for planning and controlling costs, a variety of financial performance evaluation systems, cost volume profit analysis, and shareholder value analysis. This study provides empirical evidence that highlights the information generated by various types of MAPs that are important for decision-making in manufacturing organizations in Bangladesh. The study suggests implications for practice, highlighting the importance for manufacturing organisations to carefully consider their use of MAPs to enhance decision-making effectiveness. The study's limitation lies in its exclusive focus on the MAPs of manufacturing companies in Bangladesh, underscoring the need for further research that encompasses both the manufacturing and service sectors.

The article develops a set of strategic potential indicators that allow a comprehensive assessment of the effectiveness of the strategic management system. It is substantiated, and a model form is proposed to create a strategic forecast balance sheet that assesses the potential of enterprises to achieve their strategic goals. Ways to perform appropriate analytical calculations using the strategic forecast balance, objective assessment of the results, and to determine the causes of deviations are shown. The article proposes to consider the identification of effective ways to achieve the strategic goal through the assessment and analysis of strategic potential. For strategic purposes, it is recommended to establish a strategic development and reproduction link for the effective use of strategic potential. It is recommended to use the methodology of fuzzy set theory for the integrated assessment of strategic competence, based on the views of economists and the study of the practices, as well as the characteristics of the industry. To establish a logical relationship, the values of strategic potential of the state enterprise "Navoi Mining and Metallurgical Combine" for 2024-2028 were calculated by applying the process of deflation in the change of numerical and non-financial data in different directions.

Management accounting plays a crucial role in the management of micro and small businesses, by providing strategic information that guides decision-making and contributes to the operational efficiency and sustainability of these enterprises. This study aims to explore how management accounting practices are applied in micro and small commercial enterprises in Humaitá/AM and to assess their impact on the financial performance of these organizations. The research adopted a qualitative approach, with structured interviews and content analysis, identifying the main accounting tools used and the challenges faced by accountants and managers in implementing these practices. The application of questionnaires to the owners of SMEs revealed that, among those who use tools such as cash flow, income statement, budgets and costing methods, 85% reported improvements in financial planning and control, while 71% indicated support for the analysis of new projects and innovations. The research also revealed that the main challenges for the non-applicability of these tools are related to the lack of knowledge and the cost of implementation, as indicated by 62% of the interviewees. The main objective of this study was to investigate the impact of the application of management accounting tools on the operations of SMEs, and the results point to a positive correlation between the effective use of management accounting and the financial success of companies, highlighting the importance of strategic accounting management for the longevity and competitiveness of SMEs.

Redesigning modern accounting and repor­ting as a system based solely on the valuation of objects is an urgent and objective requirement dictated by the logic of modern business. Non-financial (non-cost) indicators are an effective tool for assessing the impact of an enterprise on the social and natural environment, its ability to sustainable development, which allow compre­hensively displaying a set of parameters that reflect the state of resources and their sources, activities and their results of an economic entity for the needs of all users with legal access. These indicators, integrated using key success factors, can be effectively used in operational and strategic management accounting and manage­ment reporting. In this aspect, the feasibility of developing a methodological toolkit for non-financial assessment applicable to operational and strategic management accounting is analyzed and determined, and a description of non-cost assessment methods in management accounting is described based on the origin of the source information, advantages and problematic features of non-financial asses­sments. The possibilities of using such assessments are revealed and the characteristics of non-cost assessments for operational and strategic management accounting are given. The research hypothesis is based on the assumption that the synergistic use of both cost and non-cost asses­sment tools in management accounting will allow obtaining the most complete and reliable information about the object of assessment. The research methodology, along with traditional methods of scientific knowledge, is based on the use of the principle of complementarity, which involves the simultaneous use of several measurement descriptions for one object of assessment, each of which will correspond to objective reality, but essentially excluding other descriptions, that is, assuming the parallel use of several assessments of one object – financial and non-financial – to represent the multidi­mensional reality of the object. The research results confirm the thesis that the use of non-financial measures in management accounting will allow obtaining more complete and relevant information about the object of assessment than traditional cost assessment

Strategic management accounting (SMA) is essential in modern business management. SMA) is a form of management accounting that focuses on providing information to support strategic decision-making and performance monitoring, particularly in relation to external factors and competitors. It's essentially management accounting with a broader, more strategic perspective, moving beyond purely internal financial data. This paper discusses an overview of SMA; the challenges and obstacles that small and medium enterprises (SMEs) in the world and in Vietnam have to face. From there, the author proposes a number of solutions to apply SMA in SMEs in Vietnam.

The role of cyber security and digital transformation in gaining competitive advantage through Strategic Management Accounting

The shifting paradigm in implementing strategic management accounting (SMA) has become a shared orientation and leads to sustainability. Empirical studies accordingly are needed to elaborate SMA techniques, especially in hospital services. The aim of the research is to analyze the position of clinical pathways and cost awareness in daily activities for sustainable healthcare which is mediated by cost reduction strategies. A mixed method with an exploratory design was chosen based on existing literature studies. Data was collected by distributing questionnaires to 171 respondents selected from the professional caregiving (Profesional Pemberi Asuhan/PPA) population using the Slovin method, Focus Group Discussions, and semi-structured interviews with purposively selected informants. A total of 8 informants came from PPA and 7 others from management, selected based on the research objectives with thematic and regression analysis. The research results show that the shifting paradigm in the accounting management system encourages changes in health services that lead to sustainability. Clinical pathways and cost awareness are designed to support hospitals' efforts to reduce costs while constantly remaining patient-centered. Clinical pathways and cost awareness partially influenced changes in sustainable healthcare through cost-reduction strategies developed by the hospital.

Accounting techniques for strategic management incorporate both non-financial and financial data into an organization's strategic decision-making process. Through an examination of the literature, the study seeks to ascertain the practice of strategic management accounting. The balanced scorecard, value chain analysis, and competitive benchmarking are just a few of the frequently utilized strategic management accounting tools and methodologies that are identified in this study. Google Scholar, a significant source of Indonesian scientific publications over the previous ten years, was used in the study's literature analysis to ascertain the use of strategic management accounting. This literature review provides a thorough picture of the development of research on the relationship between strategic management accounting, service quality, knowledge management, and performance by methodically arranging findings, methodology, and concepts chronologically. Optimizing strategic decision-making, resource management, and service quality all depend on the successful integration of strategic management accounting. It is anticipated that the organization will benefit greatly from the synergy between these components. By providing a more thorough understanding of the genesis, advantages, and difficulties of strategic management accounting techniques, this study advances management accounting theory and practice. Empirical investigation of the efficacy of strategic management accounting techniques in various industry and national contexts is one of the recommendations for additional research.

Abstract Amid escalating global environmental pressures, this study examines how Strategic Management Accounting Practices (SMAPs) enhance environmental performance in Jordan’s industrial sector. Green Human Resource Management (GHRM) serves as a crucial mediator. Drawing on contingency theory, we propose that SMAPs—including environmental cost analysis and lifecycle budgeting—require complementary GHRM mechanisms to transform technical accounting data into sustainable outcomes. Data from 180 professionals across 53 manufacturing firms, analysed via Smart PLS-SEM, reveal that GHRM fully mediates the relationship between SMAPs and environmental performance. Green policy alignment emerged as the most influential mediator, while diminishing returns in green adaptability and employee involvement at lower levels of SMAP adoption suggest threshold effects. This study advances contingency theory by empirically validating GHRM’s role as a sociotechnical bridge between accounting systems and ecological outcomes. For practitioners, the results necessitate the integration of SMAPs with targeted HR interventions, such as sustainability-linked training and cross-functional green teams. This alignment enhances compliance and operational efficiency for Jordan—a water-scarce economy facing stringent environmental regulations. While the use of cross-sectional data and perceptual measures limits causal claims, this research provides a validated framework for emerging economies. Future studies should employ longitudinal designs to assess GHRM’s evolving impact during sustainability transitions and explore cultural moderators in Arab collectivist contexts. Overall, this work bridges environmental accounting and HRM scholarship, demonstrating that technical systems require human-centric mechanisms to operationalise sustainability.