Issues In Management Accounting

Cover......Page 1
Issues in Management Accounting......Page 2
Contents......Page 6
List of contributors......Page 12
Introduction......Page 18
Acknowledgements......Page 24
Part I The changing nature of management accounting......Page 26
  Introduction......Page 28
  Operations management: central issues......Page 29
  Management accounting – a problem for operations management......Page 35
  Conclusion......Page 46
  References......Page 48
  Further reading......Page 49
  Introduction......Page 52
  Consumerism as a research agenda......Page 53
  Management accounting in an icon of consumer culture: the department store......Page 55
  Management accounting and ‘fast fashion’: the twenty-first century fashion chain......Page 60
  Conclusion......Page 66
  References......Page 68
  Further reading......Page 69
  The development of IT for management accounting purposes......Page 70
  Ledger systems and ERP systems......Page 71
  The content of this chapter......Page 72
  Integration and elimination......Page 74
  Calculation and configuration......Page 77
  Organising and realising management control systems......Page 83
  Management of technology......Page 84
  References......Page 85
  Further reading......Page 87
  Appendix: Glossary......Page 88
  Introduction......Page 90
  Governing global organisations: changing strategies and emerging needs......Page 92
  Growing global by acquisition: when the GE Way met a local culture......Page 97
  Vertical and lateral relations within Nestlé Waters......Page 101
  IT and ‘a-centred’ corporations: evidence from two globally operating organisations......Page 106
  Beyond compliance: the role of the finance organisation within integrated governance......Page 108
  Conclusion......Page 113
  References......Page 115
  Further reading......Page 117
  Introduction......Page 118
  National culture......Page 119
  Cautions and criticisms of Hofstede’s culture......Page 123
  Management control systems......Page 125
  National culture and management control systems......Page 127
  Comparing the five national culture dimensions......Page 137
  Placing culture and cultural research in perspective......Page 138
  Conclusion......Page 139
  References......Page 140
  Further reading......Page 141
  The traditional management accountant’s role......Page 142
  Background to the changing roles of management accountants......Page 144
  New and emerging roles......Page 146
  New skills requirements......Page 151
  Discussion......Page 152
  References......Page 156
  Further reading......Page 157
Part 2 ‘New’ management accounting techniques......Page 158
  Strategy and information needs......Page 160
  Traditional management accounting and strategy......Page 162
  Components of strategic management accounting......Page 163
  Criticisms of strategic management accounting......Page 172
  References......Page 176
  Further reading......Page 178
  Introduction......Page 180
  The emergence of ABC/M......Page 181
  Origins of ABC/M systems......Page 183
  Features of ABC/M......Page 185
  From ABC to ABC/M......Page 190
  ABC/M implementation......Page 191
  An evaluation of ABC/M......Page 195
  References......Page 197
  Further reading......Page 198
  Introduction......Page 200
  The nature of the BSC......Page 201
  Research on the BSC......Page 203
  The nature of linkages......Page 204
  Promoting the BSC......Page 213
  References......Page 218
  Further reading......Page 220
  Appendix: Examples of the balanced scorecard......Page 221
  What are strategic investment decisions?......Page 224
  Models of strategic decision-making......Page 225
  Developing strategic appraisal approaches......Page 228
  Evidence from practice......Page 233
  Strategic appraisal and the investment decision-making process......Page 240
  Conclusion......Page 243
  References......Page 244
  Further reading......Page 245
  Introduction......Page 248
  The measurement metrics......Page 249
  Performance measurement to management......Page 253
  Shareholder approaches to rewards......Page 256
  Empirical evidence......Page 257
  Case study: Lloyds TSB......Page 262
  Conclusion......Page 264
  References......Page 265
Part 3 ‘New’ applications of management accounting......Page 268
  Introduction......Page 270
  Performance measurement and decentralisation......Page 271
  The properties of EVA......Page 277
  Performance consequences of EVA: empirical evidence......Page 286
  Conclusions......Page 291
  References......Page 292
  Further reading......Page 266
  Introduction......Page 294
  Inter-organisational relationships – drivers and trends......Page 295
  Inter-organisational relationships – dyads and networks......Page 298
  Inter-organisational control in dyadic settings......Page 301
  Management control issues and theories in dyadic settings......Page 307
  Inter-organisational control in network settings......Page 310
  Management control issues and applied theories in network settings......Page 314
  Future prospects......Page 316
  Conclusion......Page 318
  References......Page 320
  Further reading......Page 321
  Introduction......Page 322
  New public management and the development of PPPs......Page 323
  PPP investment appraisal......Page 327
  Key issues for public sector management accountants in the procurement, management and evaluation of PPPs......Page 329
  Conclusion......Page 337
  References......Page 338
  Further reading......Page 340
  What is knowledge?......Page 342
  Knowledge typologies......Page 343
  Knowledge as a practice......Page 348
  Accounting for knowledge as a practice......Page 349
  Additional considerations: the economic characteristics of knowledge......Page 351
  The major cost drivers of knowledge......Page 353
  Conclusion......Page 355
  Further reading......Page 357
Part 4 Understanding management accounting change......Page 358
  Introduction......Page 360
  Studying management accounting change: a prelude......Page 361
  Factor studies......Page 362
  Process-orientated approaches......Page 369
  Towards a synthesis of perspectives......Page 377
  Conclusion......Page 378
  References......Page 379
  Further reading......Page 380
  Introduction......Page 382
  Management accounting innovations and their origins......Page 383
  Why do innovations diffuse? A demand-side perspective......Page 385
  Why do innovations diffuse? A supply-side perspective......Page 387
  A dynamic perspective on the diffusion of management accounting innovations......Page 396
  References......Page 399
  Further reading......Page 400
  Introduction......Page 402
  History: what is past is prologue......Page 404
  Does history inform the management accountant?......Page 406
  Management accounting and the challenge of history......Page 412
  Management accounting’s ethics: the need to rethink......Page 415
  Conclusion......Page 420
  Further reading......Page 422
  Introduction......Page 424
  Decision-facilitating role of management accounting information......Page 425
  Decision-influencing role of management accounting information......Page 431
  Key assumptions......Page 444
  Summary and potential for future research......Page 446
  References......Page 448
  Why do we need qualitative research on management accounting?......Page 450
  Qualitative research and theory development......Page 457
  Doing qualitative research: some guiding principles......Page 459
  Common problems in qualitative management accounting studies......Page 462
  The future potential of qualitative management accounting research......Page 464
  References......Page 467
  Further reading......Page 468
Index......Page 470