Residual income past and future

This article considers the strengths and weaknesses of value-based management approaches based upon the residual income (RI) concept as the basis for incentive-based reward systems. The objective of these systems is to encourage optimal corporate investment selection by divisional managers and to encourage them to act as if they were independent owners of their divisions sharing a proportion of all losses and all profits. Part 1 of the article considers these systems in the light of the earlier RI debate in the 1960s and 1970s which raised a number of problems applicable to today's value-based systems. It also considers recent attempts to solve, perhaps, the major problem generated in the earlier debate—how to ensure that a single period RI is congruent with project net present value. Part 2 of the article provides a brief survey of current research into incentive systems based on RI. It then presents a possible programme of further research emphasising relevant research in finance theory.     

Student management consulting projects in the accounting curriculum

Management consulting projects can be used as the capstone educational experience to provide students with the opportunity to solve actual management problems. A management consulting project gives students the opportunity to develop and test their skills in identification of problem, development of a study methodology, gathering of data, communication of results, and in the management of a consulting project.Establishing a management consulting project course involves consideration of many different issues. The significant ones include selection of students and projects, characteristics of projects, and a seminar in consulting.     

CRM done right

Disappointed by the high costs and elusive benefits, early adopters of customer relationship management systems came, in the post dot-com era, to view the technology as just another overhyped IT investment whose initial promise would never be fulfilled. But this year, something unexpected is happening. System sales are rising, and executives are reporting satisfaction with their CRM investments. What's changed? A wide range of companies are successfully taking a pragmatic, disciplined approach to CRM. Rather than use it to transform entire businesses, they've directed their investments toward solving clearly defined problems within their customer relationship cycle. The authors have distilled the experiences of these CRM leaders into four questions that all companies should ask themselves as they launch their own CRM initiatives: Is the problem strategic? Is the system focused on the pain point? Do we need perfect data? What's the right way to expand an initial implementation? The questions reflect a new realism about when and how to deploy CRM to best advantage. Understanding that highly accurate and timely data are not required everywhere in their businesses, CRM leaders have tailored their real-time initiatives to those customer relationships that can be significantly enhanced by "perfect" information. Once they've succeeded with their first targeted CRM project, they can use it as a springboard for solving additional problems. CRM, in other words, is coming to resemble any other valuable management tool, and the keys to successful implementation are also becoming familiar: strong executive and business-unit leadership, careful strategic planning, clear performance measures, and a coordinated program that combines organizational and process changes with the application of new technology.     

A study in system design: C. West Churchman and Chris Argyris

The management accountant, as a system designer, has far reaching impacts on our social world. As a professional, the accountant is expected to exercise judgment informed by adequate theory when designing organizational or data systems. The theoretical frameworks of C. West Churchman and Chris Argyris are proposed as a basis for responsibly guiding those design actions. While both are systems theorists, they anchor their individual frameworks at radically different levels of system analysis. This study identifies their unique approach to the two anchoring levels, cross level similarities in their frameworks, gaps and inconsistencies when they are taken as a whole, and their implications for the designer of management accounting systems.     

Combining LCA and RA for the integrated risk management of emerging technologies

Emerging risks of innovative technologies, like for instance nanotechnology, require proactive assessments in order to guarantee that their future materials and products will not result in adverse effects on health, safety and the environment. The combination of Life Cycle Assessment (LCA) and Risk Assessment (RA) offers a systematic approach to identify and assess potential impacts. LCA is a well-known analytical tool, standardised in ISO 14040-14044, to assess the environmental impact of the entire life-cycle of a product or service. Its strengths are the systematic approach to analyse all life-cycle stages of complex systems. Integrated risk management can benefit in various ways from LCA. Firstly, LCA offers a new dimension to the safety paradigm, exploring the principles and synergies between LCA and RA. Secondly, LCA offers a systematic approach to analyse the risks of innovative technologies along their entire life-cycle (from design, building, maintenance, operation to decommissioning). Thirdly, LCA offers an analytical tool to quantify the environmental impact of emerging technologies. In combination with RA, LCA can provide scientifically sound information for the early assessment of potential impacts on health, safety and the environment.     

The Effects of Strategy–Management Control System Misfits on Firm Performance

The purpose of this study is to investigate the effects of misfits between business strategy and management control systems on performance. We address the following research question: Do firms that align their management control systems with the specific requirements of their business strategy perform significantly better than those that do not achieve the required match? We define a misfit as the degree to which management control systems deviate from empirically derived optimal configurations for a given type of business strategy. We use the two‐stage approach proposed by Ittner and Larcker (2001) to measure misfit and to investigate the impacts of misfit on performance. Based on a questionnaire survey of executives from 109 banks, we hypothesize and find that the strategy–control systems misfit has a significantly negative correlation with both self‐rated and publicly available performance measures.     

Management accounting change and stability: Loosely coupled rules and routines in action

A problematic practical situation, which had remained unsolved for a long period, was encountered in a case research project. The apparent problem of the case firm was the modest standardisation of its information systems and management accounting reporting. Though problems linked with standardisation seemed to chronically look for solutions in the firm, only few attempts to change the situation emerged. The immediate purpose of the paper is to explain why there appeared to be problems without solutions in the case firm, and, in particular, how it managed to cope with such a situation. The paper contributes to recent literature on management accounting change and stability, primarily by drawing on the framework, based on institutional theory, by Burns and Scapens [Burns, J., Scapens, R.W., 2000. Conceptualizing management accounting change: an institutional framework. Manage. Acc. Res. 11, 3–25]. The notion of loose coupling is mobilised and integrated with the framework, and thereby the many-sided relation between two of its central notions, rules and routines, is refined. Loose coupling between rules and routines was characteristic of the everyday management accounting life in the case firm: well-developed and flexible informal routines and knowledgeable actions by the organisation's participants had the capacity to smooth the frictions of the formal rule systems related to management accounting, saving them from pressure for major change. The findings support the argument of the possible coexistence of change and stability in management accounting, however pointing to the need of keeping clear what aspect of management accounting – formal or informal – we refer to in each instance. They also suggest that the legitimising relation between the formal and the informal domains of an organisation can be an inverse of that typically claimed in the new institutionalist theory.     

Problem structuring for transitions: The case of Swiss waste management

Transdisciplinarity is considered an appropriate approach in supporting transitions of complex socio-technical systems as such transitions demand highly contextualized real world knowledge and valuations. This holds especially true for the problem identification and structuring (initial) phase of a transition project, which aims at supporting goal formation based on a sound understanding and representation of the system's current state and its dynamics. Throughout this phase, it is important that all relevant perspectives in terms of expertise and interests are considered and adequately fed into a process of knowledge integration. This paper presents in its first part the structuring for complex transitions (SCT) procedure aiming at this requirement. The procedure has been specifically designed for problem structuring in socio-technical systems in the initial phase of a transition project. The results of the procedure provide sound inputs for the next project phases and the transition methods applied therein, but can themselves already be used as fruitful orientations in strategy development. The second part of the paper briefly outlines the application of the SCT procedure to Swiss waste management. This application involved 48 participants who reached consensus on relevant impact factors and developed a shared vision for managing a complex transition process in the area of waste management. The approach is marked by high feasibility and socially robust results.     

How do policymakers and think tank stakeholders prioritize the risks of the nuclear fuel cycle? A semantic network analysis

In recent years, the importance of stakeholder involvement and of integrating diverse perspectives into risk management has gained increasing recognition. However, it remains a challenging task to identify all potentially relevant stakeholders and to reliably describe their deeply held beliefs regarding the risks associated with complex industrial systems. For example, the development of advanced nuclear fuel cycles presents such a case. Based on a review of policy-making literatures and a content analysis of congressional records, we identify federal agencies and nonprofit policy institutes (also known as ‘think tanks’) as key stakeholders that are representative of those actively involved in making high-level decisions on the US nuclear energy policy. Using a semantic network analysis approach, we visually delineate the thematic areas of each party’s perceptions concerning fuel cycle risks. The results show that although governmental and think tank stakeholders share common concerns in areas such as nuclear waste management, the economics of nuclear facilities, and proliferation, they tend to focus on distinct aspects of each area. Moreover, while governmental stakeholders are primarily concerned with the environmental and local impacts of nuclear fuel cycles, think tank stakeholders focus more on the relative advantages and disadvantages of nuclear energy compared to other alternative energy options. Implications for risk management and risk communication are discussed.     

Management Control Systems in a Non-Enterprise Network: The Greenhouse Gas Protocol Initiative

This article is based on the action research project of a multi-stakeholder collaboration formed to produce the Greenhouse Gas Protocol. This non-enterprise cross-sector collaboration had two sets of problems: the first being the ideological differences of the stakeholders, who had differing interests and agendas regarding the production of standards. The second set relates to the practical problems of enabling 300 people from different organisations and time zones, with different levels of resource access and no clear financial goal or endpoint, to work together. To overcome these issues three types of management control systems were developed: strong planning processes, administrative and governance structures, and socio-ideological controls. The result of the collaboration is a set of greenhouse gas accounting standards that have widespread acceptance internationally. This study contributes to both practice and research on management control systems (MCS) by outlining how alternative forms of MCS can be designed for non-enterprise cross-sector collaboration.     

The digital future of internal staffing: A vision for transformational electronic human resource management

Through an international Delphi study, this article explores the new electronic human resource management regimes that are expected to transform internal staffing. Our focus is on three types of information systems: human resource management systems, job portals, and talent marketplaces. We explore the future potential of these new systems and identify the key challenges for their implementation in governments, such as inadequate regulations and funding priorities, a lack of leadership and strategic vision, together with rigid work policies and practices and a change-resistant culture. Tied to this vision, we identify several areas of future inquiry that bridge the divide between theory and practice.     

An exploratory study of the adoption,application and impacts of continuous auditing technologies in small businesses

Continuous auditing technology has been studied in various contexts, but mostly within large enterprises with their own integrated information systems and internal auditing functions. Although several vendors of continuous auditing technologies have reported implementations in small businesses, little is known about the use and impact of this technology in this type of organizations. This exploratory study considers the motivations for adopting a certain type of continuous auditing technology, as well as the applications and impacts of this technology in seven small businesses. The results indicate that the technology is usually implemented to increase resource efficiency, but is frequently perceived as a tool to fix data quality problems — rather than a strategically aligned technology. Implementation is not driven by an internal auditing department but by either an IT or finance department. Application of the technology is first and foremost transaction verification with process control applications emerging later. Main impacts include a change from corrective controls to preventive and detective controls; an increase in the perception of value created by the financial department; and an increase in management trust of data. The study also reveals potential negative impacts of this technology, such as alert immunization and loss of users' critical thinking.     

Sectoral innovation system foresight in practice: Nordic facilities management foresight

A number of studies have explored the interconnection between the foresight literature and the innovation system literature. This paper adds to these studies by investigating how theoretical elements of the innovation system approach can contribute to the design and practice of foresight processes. The paper originates in a foresight project in the Nordic facilities management sector. The goal of the foresight project was to identify the possible futures of the facilities management sector in the Nordic countries (Denmark, Finland, Norway, and Sweden) and, based on the findings, to establish a proposal for a common Nordic facilities management research agenda. The paper finds that three elements of the innovation system literature are of particular interest for the practice of foresight: innovation systems and context dependency, learning and user–producer interactions, and the role of knowledge and knowledge production. These elements are embedded into a simple sectoral innovation system model (including actors, knowledge flows, and the strategic environment).     

Contingencies influencing the management accounting practices of Estonian manufacturing companies

Having regained independence in 1991, Estonia has undergone fundamental political and structural changes over the last decade, which have also affected the operation of its companies. This paper examines the management accounting practices of Estonian manufacturing companies, exploring the main impacts on them within a contingency theory framework. The methodology comprises an analysis of 62 responses to a postal questionnaire survey carried out among the largest Estonian manufacturing companies. It is comparatively infrequently that Estonian manufacturing companies have made improvements in their cost accounting methods, although the majority of respondents appear to acknowledge the importance of these practices in finding and lowering real product costs and modernizing the cost accounting systems. The effectiveness of an accounting systems’ design depends on its ability to adapt to changes both in external circumstances and internal factors. We have found some evidence that changes in cost and management accounting practices are associated with shifts in the business and accounting environment as external contingencies, and with those in technology and organizational aspects as internal contingencies. This research aims on the one hand to confirm earlier findings related to the ‘contingent factors’ that influence management accounting and on the other, to identify possible new factors, such as, for example, the legal accounting environment and shortage of properly qualified accountants.     

项目教学法在《财务管理》课程中的应用研究

《财务管理》课程是本科院校财经类专业的主干课程之一,应用性非常强,学好该课程对学生掌握专业系统知识和培养职业能力有十分重要的意义。传统的财务管理教学中以教师为主体,以知识为本位,这种教学理念与方法已不能适应教学要求。而项目教学法在《财务管理》课程中的应用,是提高学生学习兴趣,培养学生解决问题能力行之有效的方法。本文主要分析了项目教学法在《财务管理》课程教学中的主要思路及应用价值。     

外汇储备的积极管理:新加坡、挪威的经验与启示

一定规模的外汇储备有助于保持汇率的稳定,保证正常的进口和偿债支出,并能有效应对外部冲击导致的金融风险。但是,中国当前的外汇储备规模已经远远超过了最优规模。本文试图借鉴新加坡和挪威等国的经验,介绍外汇储备的积极管理。新加坡和挪威的经验表明,外汇储备的积极管理可以提高本国储备资产的长期购买力、提升本国的国际竞争力并消除外汇储备增加对宏观政策自主性的影响。在消极外汇储备管理的模式下,中国优化外汇储备的货币结构和资产结构存在一定的局限性。本文对建立中国的外汇储备积极管理体制提出了建议并指出值得注意的若干问题。     

Developing your leadership pipeline

Why do so many newly minted leaders fail so spectacularly? Part of the problem is that in many companies, succession planning is little more than creating a list of high-potential employees and the slots they might fill. It's a mechanical process that's too narrow and hidebound to uncover and correct skill gaps that can derail promising young executives. And it's completely divorced from organizational efforts to transform managers into leaders. Some companies, however, do succeed in building a steady, reliable pipeline of leadership talent by marrying succession planning with leadership development. Eli Lilly, Dow Chemical, Bank of America, and Sonoco Products have created long-term processes for managing the talent roster throughout their organizations--a process Conger and Fulmer call succession management. Drawing on the experiences of these best-practice organizations, the authors outline five rules for establishing a healthy succession management system: Focus on opportunities for development, identify linchpin positions, make the system transparent, measure progress regularly, and be flexible. In Eli Lilly's "action-learning" program, high-potential employees are given a strategic problem to solve so they can learn something of what it takes to be a general manager. The company--and most other best-practice organizations--also relies on Web-based succession management tools to demystify the succession process, and it makes employees themselves responsible for updating the information in their personnel files. Best-practice organizations also track various metrics that reveal whether the right people are moving into the right jobs at the right time, and they assess the strengths and weaknesses not only of individuals but of the entire group. These companies also expect to be tweaking their systems continually, making them easier to use and more responsive to the needs of the organization.     

Reasons for management control systems adoption: Insights from product development systems choice by early-stage entrepreneurial companies

Recent theoretical and empirical work indicates that management control systems (MCS) are an important element in enhancing innovation. We extend this research thrust examining the adoption of MCS in product development, arguably one of the business processes where innovation plays a major role. Using a sample of 69 early-stage entrepreneurial companies, data are collected from questionnaires and interviews with each of the CEO, financial officer, and business development managers pertaining to product development MCS. We examine seven different systems: project milestones, reports comparing actual progress to plan, budget for development projects, project selection process, product portfolio roadmap, product concept testing process, and project team composition guidelines. We address three distinct questions: (1) What are the reasons-for-adoption of these systems? The nature of our sample allows us to trace back to the adoption point and develop a set of reasons-for-adoption from the analysis of the data. While MCS fulfill certain roles as described in the literature, these reasons-for-adoption are distinct from these roles. Results indicate that certain events lead managers to adopt these systems and address the challenges that they face. They include contracting and legitimizing the process with external parties and internal reasons-for-adoption such as managers’ background, learning by doing, need to focus the organization, or reaction to problems. (2) Are these reasons-for-adoption associated with differences across companies in the time from their founding date until these systems are adopted (time-to-adoption)? Prior research has looked at the covariance of various organizational variables with this timing; this study goes a step further by looking at the effect of different reasons-for-adoption on this timing. Our evidence finds an association between these two variables. (3) Are these reasons-for-adoption relevant to performance? We find that the reason-for-adoption is associated with the on-time dimension of product development performance.     

An empirical study on the drivers of management control systems' design in new product development

New product development has changed significantly over the last decade and management control systems have played an important role in this transformation. This study draws on Galbraith's concept of uncertainty and investigates the relationship between project uncertainty, product strategy and management control systems. It also explores whether these systems help or, as argued in the innovation literature, hinder product development performance. Results support the relevance of the project uncertainty and product strategy to explain the design of management control systems. They also show that better cost and design information has a positive association with performance, but that time information has a negative effect.     

注册会计师执业环境与审计质量问题研究——供给与需求的视角

本文首先从供给和需求的角度构建了注册会计师执业环境的分析框架,并分别对供给环境与需求环境对审计质量的影响进行了分析,然后结合广东省的问卷调查结果对我国注册会计师执业环境存在的问题——“供给规范不够,需求引导不足”做了系统研究,在此基础上提出了相应的对策。