Examination of U.S.-based Japanese subsidiaries: Evidence of the transfer of the Japanese strategic cost management

As a result of global competition, many Japanese companies are now operating in the United States. This article presents a survey of the management accounting methods employed by U.S.-based Japanese manufacturers and documents evidence about the current direction of accounting practices that are being transferred from Japan to the U.S. work environment. The results of the study show that most of the U.S.-based Japanese firms are similar to Japanese domestic firms in their use of management accounting methods of target costing and value engineering, variable costing, and strategic adaptation of traditional methods such as standard costing and budgeting. It is also evident that U.S.-based Japanese affiliates may be influenced by U.S. practices, as shown by significant usage of activity-based costing and internal rate of return for evaluating capital investment projects. This article is an important part of a continuing effort to study the development of management accounting among foreign-owned subsidiaries in the U.S., helping them to meet the challenges of global competition. Additionally, expanding this line of research on foreign subsidiaries that apply world class management accounting practices in other countries may assist U.S. multinational firms in their overseas subsidiaries' operations. Two limitations of this study and, thus, suggestions for future research are identified. First, the data on U.S.-based Japanese affiliates were collected for one point in time. Second, this study did not match each U.S.-based Japanese affiliate with its parent in Japan.     

The Search for Standard Costing in the United States and Britain

This article describes the relationship between the understanding and practice of standard costing in both the U.S. and the U.K. and discusses the development of specific practices in the immediate post‐World War II period. Based on a detailed review of the post‐war literature, the authors conclude that the quantity and quality of standard costing and related scientific management practices (time study, variance analysis, etc.) reached a level in practice that many accounting historians have felt should have been achieved at an earlier point in time. Another principal finding is that standard costing, initially promulgated in the late 1910s, continued to develop in both the U.S. and the U.K. in evolutionary fashion into the late 1940s and 1950s, a finding which demonstrates that Britain was not as far behind America in terms of its standard costing practices as has been commonly believed. The article also explicates the relatively minor impact of the Anglo‐American Council on Productivity, sponsor of sixty‐six post‐war visitations over a four‐year period by British groups of employers, trade unionists and professionals, to study American industrial methods, including standard costing.     

Responsibility cost control system in China: a case of management accounting application

This paper introduces the responsibility cost control system installed at Han Dan Iron and Steel Company in the People’s Republic of China. The Company has adopted a series of management accounting techniques or procedures in its cost control system, including target costing, responsibility accounting, standard costing, flexible budgeting, internal transfer pricing, behavior motivation, performance evaluation, variance analysis, and so on. In particular, the system has integrated responsibility accounting and cost control by introducing market mechanisms to substantially reduce production costs and raise profitability. The successful experiment reveals that the responsibility cost control system is an effective tool for cost control under the changing Chinese business environment. The Han Dan experience demonstrates that management accounting can play a positive role in improving business management and profitability in China or other developing countries. In addition, this study casts light on effective diffusion of management accounting practices under different social and economic systems.     

Allocations and Common Costs in Long-Run Investing and Pricing Decisions: An Historical Analysis

The extent to which allocated common costs should influence business decisions remains controversial in management accounting. In the finance and investment literature this issue is generally ignored or dismissed by appeals to the'incremental' principle. This article presents an historical analysis of allocations in long-run investing and pricing decisions. It is demonstrated that seminal figures in the development of both investment and price theory were conscious of the need for firms to cover common costs and generally favoured some form of allocation. The anti-allocationist position is shown to be of relatively recent origin and to have caused an inconsistency in the management accounting literature in the treatment of common costs. European costing theory is shown to have been consistently allocationist. Evidence of a return in the recent U.S. literature to the older Anglo-American, and continuing European, allocations tradition is presented.     

Managerial Accounting Early in the British Industrial Revolution: The Carron Company,a Case Study

Traditional accounting histories date the advent of sophisticated cost accounting to the mid-1880s. Research in recent years, however, has provided evidence of purposeful cost management during the British Industrial Revolution. Given the advances in capital accumulation techniques, market structure development, and technology, it might have been expected that British entrepreneurs would have appreciated the advantages that effective costing could provide. This article is a case study of the Carron Company, the huge Scottish ironworks, whose cost accounting methods were notably innovative during the period for which plentiful archival records exist: 1759–1786. Carron's utilisation and practice of cost management is examined in the areas of expenditure control; responsibility and departmental cost management; overhead allocation; cost comparisons and transfers; costs for decision-making; budgets, forecasts, and standards; and inventory control. The positive findings in all these activity areas contribute to the growing rehabilitation of British Industrial Revolution cost accounting as a precursor of ‘the costing renaissance’ a century later.     

Environmental Costing: A path to Implementation

Environmental strategies and their related costs have received little formal attention from Australian accountants. Yet, internationally as well as in Australia, green strategies and their related costs are now being recognised by a range of corporations. In this paper, international corporate examples are reviewed. Environmental cost categories and potential classifications and approaches for decision and control purposes are proposed. The paper offers recommendations for the initial development of environmental costing practices at the corporate level and argues for the importance of developing relevant cost management systems that support environmental strategies and management.     

Budgeting and standard costing practices in New Zealand and the United Kingdom

The findings of a survey of budgeting and standard costing practices in New Zealand (NZ) and United Kingdom (UK) manufacturers are reported. The results suggest that some commentators' predictions of a demise in standard costing and variance analysis are overstated. It has been found that standard costing systems continue to be popular and that the majority of accountants surveyed do not envisage abandonment of standard costing and variance analysis in advanced manufacturing technology environments. Comparisons between budgeting and standard costing practices used in NZ and the UK reveal a high degree of consistency. In the case of the few differences that have been observed, it appears that there is a greater lag behind prescribed practice amongst NZ manufacturers. The main differences noted are: a greater proportion of performance reports used in NZ budget centers fail to distinguish between controllable and non-controllable costs; NZ manufacturers are more reliant on historic data when setting standard costs; when distinguishing between variable and fixed costs, there is a greater tendency in NZ to simply treat direct costs as variable and overhead costs as fixed.     

Market forces meet behavioral biases: cost misallocation and irrational pricing

Psychological and experimental evidence, as well as a wealth of anecdotal examples, suggests that firms may confound fixed, sunk, and variable costs, leading to distorted pricing decisions. This article investigates the extent to which market forces and learning eventually eliminate these distortions. We envision firms that experiment with cost methodologies that are consistent with real‐world accounting practices, including ones that confuse the relevance of variable, fixed, and sunk costs to pricing decisions. Firms follow “naive” adaptive learning to adjust prices and reinforcement learning to modify their costing methodologies. Costing and pricing practices that increase profits are reinforced. In some market structures, but not in others, this process of reinforcement causes pricing practices of all firms to systematically depart from standard equilibrium predictions.     

Activity-based costing systems and incremental costs

This article derives, in a comprehensive but informal way, the essential conditions for activity-based costing (ABC) and for costs proportional with output volume (CVO), such as variable material and component costs, to measure economic costs defined as incremental costs. Without this property these costing systems may give incorrect signals in decision making, such as in pricing, in altering the product portfolio, in make or buy and outsourcing decisions and in cost management. In contrast to the existing literature, these conditions are found to be extensive and to require a fairly detailed exploration of the complex and multifaceted nature of technology. Conditions on technology to allow the usual definition of cost pools are shown to require that production involves neither cost complementarities nor non-complementarities, that inputs in a cost pool are independent of those in other cost pools and that technology takes the form that the input mixes for a cost pool are fixed and invariant with volume. Essential conditions on the input market and the costing system are also considered. It will be indicated that a perfect market for inputs is required and that cost drivers are required to be linear homogeneous in the inputs in their cost pools. It is also shown that the type of cost function that can be entertained is restricted by those permissible technologies which allow incremental costs to be generated. These assumptions are thus imported into all the uses of these methods. Failure to satisfy these conditions suggests that many costs cannot be easily treated using ABC or CVO. Such failure also leads to distorting accounting numbers away from economic costs.     

Costs and regulation in the U.K. telecommunications industry

This article is written in the belief that it is important to encourage research into accounting for regulated industries. It seeks to illustrate this by considering as an exemplar the use of Accounting Separation (using regulated industry nomenclature) and hierarchical costing systems in the U.K. telecommunications industry concentrating on their use by BT and the telecommunications regulator. Accounting Separation seeks to use accounting means to partition the organization into elements as independent as possible from other parts of the organization. The published output of this system is meant to inform competitors of BT's costs for the regulated network components they use. These costs are also used in setting interconnection charges. These are charges that other operators pay for connecting with and using the BT system. This is not the accounting system used in decision making by BT. Nor does it represent the only accounting information obtained by the regulator. The focus of this article is upon how far the BT accounting system satisfies the accounting conditions required to allow the incremental costs and stand alone costs of the partitioned elements of the organization to be determined in a setting using a hierarchical accounting system. Methods of overcoming some of the identified problems are suggested. The importance of correct approaches to joint costs is highlighted concentrating on the treatment of joint costs in regulation. The accounting ideas discussed here would seem to have application well beyond regulated firms but seem neglected generally in management accounting.     

Louis D. Brandeis and standard cost accounting: A study of the construction of historical agency

During a 1910 Interstate Commerce Commission hearing Louis D. Brandeis argued that U.S. railroads could save a million dollars a day if they introduced scientific management (in particular, standard costing) into their operations. Brandeis' claim received widespread press attention and helped set into motion four years of public preoccupation with the ideas of efficiency. In this paper we examine the construction of Brandeis' agency and note that Brandeis' extensive publicity campaign on behalf of scientific management provided significant impetus to the spread of standard costing.     

Enacting a European supply chain: a case study on the role of management accounting

This study reports on an action research project carried out in two non-Japanese, U.K. manufacturing companies that were considering the establishment of a strategic supply partnership. In the assembler company, materials constituted 80% of manufacturing costs with the result that managing supply chain costs has become a most critical element in overall cost control. The company was seeking closer ties involving information sharing and R&D collaboration with suppliers of strategic components. On its part, the supplier wished to move towards the level of co-operation and trust that the two companies had realized in their U.S. operations. The participation of the researchers as neutral intermediaries between the two companies gave them an opportunity to analyse the role of management accounting in the construction of a strategic partnership. The constitutional role of accounting is highlighted together with the need to develop costing and performance measurement technologies that can be understood and respected by both senior managers and non-accountants involved in the procurement process.     

Activity-Based Pricing in a Monopoly

In this article, I study the interaction between cost accounting systems and pricing decisions in a setting where a monopolist sells a base product and related support services to customers whose preference for support services is known only to them. I consider two pricing mechanisms—activity‐based pricing (ABP) and traditional pricing—and two cost‐accounting systems—activity‐based costing (ABC) and traditional costing, for support services. Under traditional pricing, only the base product is priced, whereas support services are provided free because detailed cost‐driver volume information on the consumption of support services by each customer is unavailable. Under ABP, customers pay based on the quantities consumed of both the base product and the support services because detailed cost‐driver volume information is available for each customer. Likewise, under traditional costing for support services the firm makes pricing decisions on cost signals that are noisier than they are under ABC. I compare the equilibrium quantities of the base product and support services sold, the information rent paid to the customers, and the expected profits of the monopolist under all four combinations of cost‐driver volume and cost‐driver rate information. I show that ABP helps reduce control problems, such as moral hazard and adverse selection problems, for the supplier and increases the supplier's ability to engage in price discrimination. I show that firms are more likely to adopt ABP when their customer base is more diverse, their customer support costs are more uncertain, their costing system has lower measurement error, and the variable costs of providing customer support are higher. Firms adopt ABC when their cost‐driver rates for support services under traditional costing are noisier measures of actual costs relative to their cost‐driver rates under ABC and when the actual costs of support services are inherently uncertain. I also show that cost‐driver rate information and cost‐driver volume information for support services are complements. Although the prior literature views ABC and activity‐based management (ABM) as facilitating better decision making, I show that ABC and ABP (a form of ABM) are useful tools for addressing control problems in supply chains.     

Earnings management and stock price crashes post U.S. cross-delistings

We examine whether cross-delisted firms from the major U.S. stock exchanges experience an increase in crash risk associated with earnings management. Consistent with our prediction, we find that earnings management has a greater positive impact on stock price crash risk post cross-delisting when compared to a control group of firms that remain cross-listed. More importantly, we find that this effect is more pronounced for cross-delisted firms from countries with weaker investor protection, poorer quality of their information environment and less conservative accounting practices. Our findings are robust to the potential endogenous nature of the cross-delisting decision, alternative measures of stock price crash risk and information asymmetry. We interpret our results as evidence of a “reverse bonding effect” following cross-delistings from U.S. stock exchanges.     

A sociological investigation of the U.S.A. mandate for replacement cost disclosures

A sociological framework is used to assess the role of corporate management in the process of establishing accounting policy. The mandate by the SEC in the U.S.A. for replacement cost disclosures is considered from this perspective. A content analysis of the general comments section of a sample of replacement cost footnotes is used to study empirically management's reaction to the disclosure requirement. Interpretation of the findings are made within the context of the sociological framework to gain insight into the process of obtaining acceptance of change in financial reporting practices.     

作业成本法的流程优化探析

本文意在说明作业成本法是成本计算与成本管理相结合的”全面管理系统”,它的最大贡献是强调成本动因以及由此引起的流程优化.而不仅仅是有效分配制造费用或间接费用的一种成本计算方法,并介绍了优化流程的一些基本方法.     

Why haven’t U.S. GAAP and IFRS on insurance contracts converged? Evidence from an unsuccessful joint project

This study examines the FASB’s and IASB’s unsuccessful joint project on accounting for insurance contracts. It highlights the divergent views the Boards may hold on certain fundamental accounting issues. Further, this study examines how the costs and benefits of accounting standard convergence can vary within an industry, conditional on factors such as prior accounting standards and firms’ global operations. Empirically, U.S. insurers’ negative market reactions to the joint insurance project suggest U.S. investors perceived net costs would outweigh net benefits. This study also finds that market reactions of U.S. insurers were more negative than those of European insurers. The results of cross-sectional analyses indicate that U.S. life insurers perceived higher net costs associated with the joint project, while European insurers with more global revenue perceived higher net benefits. This work illuminates some of the challenges facing standard setters when attempting to develop a globally acceptable set of financial reporting standards.     

U.S. Airways merger: A strategic variance analysis of changes in post-merger performance

This case provides students the opportunity to apply strategic variance analysis (SVA) methodology in analyzing the performance changes realized in an airline merger. The U.S. Airways–America West merger provides an example of a complex, strategic action that simultaneously impacts firm size, unit pricing and costs, efficiency, and capacity for the combining airlines. This merger provides a rich example for the analysis since it combines U.S. Airways, a higher cost network airline that is geographically focused on the Eastern U.S., with America West, a low cost airline operating primarily along the Western U.S. The case includes merger and acquisition (M&A) theory discussing market power vs. efficiency motives for mergers and discusses the role of the U.S. Department of Justice and Federal Trade Commission in evaluating M&As and their impact on markets. The case asks students to serve as consultants applying the SVA methodology to the past U.S. Airways–America West merger and provide conclusions.     

The cost of capital: U.S.-based multinational corporations versus U.S. domestic corporations

Using firm-level panel data, this paper examines whether the cost of capital (COC) differs significantly between U.S.-based multinational corporations (MNCs) and U.S. domestic corporations (DCs). The results suggest that U.S.-based MNCs have higher COC than U.S. DCs and that industry importantly influences COC. The study also finds that there is a significant time effect on COC, and the time effect follows the trend of the U.S. economic growth rate. Using a Bayesian Markov chain Monte Carlo approach, we estimate jointly cost of equity, cost of debt, and capital structure, and find that the higher cost of capital for MNCs is due mainly to their higher cost of equity and greater use of equity financing; the cost of debt financing does not differ significantly for MNCs versus DCs.     

One-Way Treaty with the World: The U.S. Withholding Tax and the Netherlands Antilles

This paper chronicles the experiences of the U.S. withholding tax on interest income. In 1984, the U.S. repealed its 30 percent withholding tax on interest income paid to foreign persons or corporations. While the tax raised little revenue, it had imposed substantial implicit costs on U.S. corporate borrowers. Since, prior to repeal, domestically issued bonds were subject either to withholding or strict information requirements, many U.S. multinationals raised funds through foreign finance subsidiaries, primarily in the Netherlands Antilles, to avoid the tax. Although the withholding tax rate was effectively reduced to zero in the U.S., this paper demonstrates that interest flows were highly sensitive to their after-tax cost.