The influence of change agents' behavioral intention on the usage of the activity based costing/management system and firm performance: The perspective of unified theory of acceptance and use of technology

This study adopts the viewpoint of the Unified Theory of Acceptance and Use of Technology (UTAUT) model to examine the change agents' behavioral intentions in the implementation of an activity based costing/management (ABC/M) system. ABC/M is an important management system that emphasizes the allocation of overhead costs on the basis of cost drivers, in order to provide relevant information for improved decision-making. A change agent is a person chosen to cause organizational change. Senior managers and often chief executives usually play the role that implements change. The behavioral intentions have been identified as a proactive attitude and action for promoting the ABC/M system in this study. Since there is little evidence of ABC/M adoption outside the United States and European countries, this research used Taiwanese companies as the sample. Questionnaires were used to investigate the factors influencing change agents' behavioral intentions to promote ABC/M systems and the type of facilitating conditions that affected the extent of usage of ABC/M systems. The questionnaires were carried out through the perspective of user acceptance of information technology (IT). Furthermore, the aim of this paper is also to explore whether use of the ABC/M system will produce an improved effect on performance. The empirical results from 100 valid responses collected indicate that performance expectancy and social influence directly affect change agents' behavioral intentions. Both change agents' behavioral intentions and facilitation conditions are important constructs that affect the extent of usage of ABC/M systems. The extent of ABC/M usage is also significantly associated with relative financial and non-financial performance. The results demonstrate that the adaptive UTAUT model is applicable for measuring change agents' behavioral intentions in current implementations of ABC/M systems. The study also reveals the positive effect of change agents on the performance of ABC/M systems.     

Using a robust performance measurement system to illuminate intellectual capital

The central premise of the “fit-as-mediation” view states that knowledge-related factors could determine the usage and design of specific organizational systems, such as management accounting and control systems. This could, in turn, facilitate information processing and bring about positive organizational outcomes. While the influence of knowledge-based assets on measurable performance has been examined extensively in the intellectual capital literature, little is known concerning the role of an organizational control system in fostering the management of intellectual capital as the most strategic asset for organizations. As such, this study primarily aims to explore what role a performance measurement system plays in terms of the diversity of measurement in the relationship between intellectual capital and organizational performance. We incorporate social capital into the general three-dimensional classification of intellectual capital; namely, human capital, structural capital, and relational capital, to provide a more comprehensive measure of intellectual capital. Further, we conceptualize the diversity of measurement by supplementing the original Kaplan and Norton's BSC model with a new perspective, social and environmental measures. Such integration of financial, customer, internal business process, learning, and growth, along with social and environmental measures could result in an overarching and robust conceptualization of performance measurement; a concept that was barely mentioned in previous literature. We conducted a questionnaire survey involving chief financial officers of 128 Iranian public listed companies. Using the partial least squares (PLS), we find that companies with higher levels of intellectual capital emphasize a greater diversity of performance measures. The findings also show that the diversity of measurement mediates the relationship between intellectual capital and organizational performance. This paper may offer guidance to companies concerning the competencies needed for securing positive organizational outcomes from their knowledge resources, such as intellectual capital.     

Transformation in the defence sector: The critical role of performance measurement

This paper presents a longitudinal case study of strategic transformation in a complex organisation – Her Majesty's Naval Base (Clyde). The research identifies nine Critical Success Factors from the change management literature and analyses their position in driving the transformation. Findings suggest that many of the success factors suggested by the literature were not present during the transformation. However the presence of a robust performance management system within the organisation resulted in significant progress towards the strategic goals despite the absence of other factors. This paper demonstrates how strategic change can be accomplished by the use of more operational toolsets such as performance management systems.     

FACTORS IMPACTING ON ACCOUNTING LAG: AN EXPLORATORY STUDY OF RESPONDING TO TQM

The academic literature is critical of management accountants for their failure to initiate change and their inability to promote changed accounting information systems and performance measurement. The motivation for this study is provided by Kaplan (1986) who suggests that ‘when manufacturing operations change, the last and most difficult component to change is the accounting system’, and by Dunk (1989) who finds that accounting innovations lag operational innovations and that there are benefits arising from minimizing the time taken to adopt new accounting measures.The introduction of new management accounting systems to support management initiatives, provides the opportunity to investigate those factors contributing to accounting lag, and to determine those strategies which might usefully be employed to reduce accounting lag. This study examines the responses of accounting systems to TQM implementations at six diverse manufacturing sites in Adelaide, South Australia.Wolfe (1994), Rogers (1995), Gosselin (1997) and Bjornenak (1997) provide a theoretical framework for the investigation of the diffusion of accounting innovation and suggestions of the contextual factors which will influence its impact. This study suggests that industry sector, management commitment, organizational structure, participation and financial performance are all influential in the diffusion process, but in an inconsistent manner.     

基于组织结构的高校绩效预算考评体系构建

针对当前高校绩效预算管理研究中存在的考评责任主体不明确问题,论文试以高校组织结构为平台,以构建一个闭环的高校预算绩效考评体系为目标,分别从建立高校绩效预算评价体系,构建高校绩效预算考评指标,制定与考评结果相配套的促进机制三个方面对基于组织结构的高校绩效预算考评体系进行了研究.     

Organizational change in an Australian university: Responses to a research assessment exercise

The objective of this paper is to explore the way internal organizational control processes are changed in response to external demands. It does this by investigating the organizational change undertaken by an Australian university in anticipation of, and in response to, an externally imposed research assessment exercise (RAE), specifically focusing on the university's internal research-related performance management system (PMS) and its impact on academics. It adopts a case study method, using data from publicly available documents, interviews with senior management, and a survey administered to academics. The data is interpreted and analyzed using Broadbent and Laughlin's organizational change model. The findings reveal that RAE was anticipated with the appointment of new senior leadership, a new vision, restructure of faculties and departments, and changes to the research PMS. The changes to both the university's mission (significant and longlasting, second order change) and its internal systems (less significant, first order change) are evident. In the context of the global proliferation of PMSs in the higher education sector, this paper contributes to the literature on PMSs, indicating its relevance to universities. Its empirics provide useful insights for university managers and regulators and, more broadly, the paper contributes to our understanding of organizational change.     

The impact of contextual and process factors on the evaluation of activity-based costing systems

This paper investigates associations between evaluations of activity based costing (ABC) systems, contextual factors, and factors related to the ABC implementation process using interview and survey data from 21 field research sites of two firms. Structural equation modeling is used to investigate the fit of a model of organizational change with the data. The results support the proposed model; however, the significance of specific factors is sensitive to the evaluation criterion. The model is stable across firms and respondents, but is sensitive to the maturity of the ABC system.     

Towards a meta-theory of accounting information systems

The purpose of this paper is to articulate a model for accounting information systems (AIS) research that synthesizes the primary theoretical perspectives of the extant literature. Building on the three orientations used in prior research (technological, organizational and cognitive approaches) and adopting an explicit systems perspective, we develop a model that links system design alternatives to the three orientations and to task performance. The model places a central focus on the accounting task and suggests a matching process between requirements of the task and system design alternatives at multiple levels of analysis. We also demonstrate how the application of the model suggests future research opportunities, organized around four research propositions.     

An examination of managerial accounting practices as a process of mutual adjustment

Managerial accounting practices are organizational control mechanisms which serve to constrain decision-makers yet, themselves, are the outcomes of emergent resistance, force and bargaining. The contradictory nature of managerial accounting practices as a form of social control is illustrated by a study of one firm's accounting practices before and after a severe financial crisis. Here, managerial accounting is seen as a dynamic process of mutual adjustment, changing and being changed by the wider organization. Assessment of the process of mutual adjustment reveals an unfolding, reflexive decision-making process in which accounting strategies are designed to centralize the direction of resources and the monitoring of division performance. However, these accounting rules and procedures are neither neutral nor uncontested, as divisional controllers resist corporate decision-makers. New patterns of organizational autonomy and interdependency are highlighted and created by these accounting practices, as managerial interdependencies are more tightly woven around centralized corporate missions.     

Influence of information systems on organizational results

In recent years, information systems (IS) comprise one of the main fields of study in business organization, caused by the need to identify their business value. Therefore, in this research and based on a theoretical review, a model is developed for the evaluation of the success of the IS for small and medium enterprises (SME) to determine the influence of the IS in the organizational results. To reach this goal, the Partial Least Squares (PLS) statistical technique was used through a survey made to 133 companies of Tamaulipas state, Mexico. The results obtained allow deducing that the companies that pay more attention on improving the quality of the system, of the information, and of the information systems, favor their organizational results. This work contributes to the literature on the measurement of the success of the IS in the context of a country with an emerging economy, particularly by allowing to identify in a broader manner the measurement of its effectiveness and its incidence in the business performance.     

财政科技创新项目绩效审计评价指标设计及应用

财政项目支出绩效审计是政府绩效审计的重要内容,如何构建合理的绩效审计评价指标并运用科学的评价方法是获得客观的审计结论的重要前提。本文分析了绩效审计评价指标体系的构建原则,在此基础上构建了一项财政科技创新项目的绩效审计评价指标,并采用层次分析法和模糊综合评价法对该项目进行绩效审计评价,将定性评价的指标演算为量化的评价结论。最后,在结论部分,对模糊层次分析法在绩效审计评价中的运用进行了总结。     

Influencia de los sistemas de información en los resultados organizacionales

Over the last years, information systems (IS) have constituted the main focus of research in the business organization literature. This has created the need to identify their entrepreneurial value. The paper presents a theory-based model that was developed to assess the degree of IS success in SMEs. The aim of the proposed model is to determine the influence of IS on organizational performance. To achieve this aim, the Partial Least Square statistical technique is used to analyze data from 133 questionnaires administered to businesses across the state of Tamaulipas, Mexico. The results show that those enterprises that are more concerned with the improvement of the systems’ quality, information quality and the informatics service enhance the organizational outcomes. The present study contributes to the body of literature on the assessment of IS success in the context of an emerging country. In particular, the study provides a thorough assessment of the IS effectiveness and their impact on organizational performance.     

Behavioral changes following the collaborative development of an accounting information system

This research examines physician response to implementation of an activity-based costing (ABC) system developed and designed with physician input. We analyze changes in resource utilization for treatment of cataract patients and find changes in practice patterns, where physicians redeployed resources toward more severely ill patients and decreased average length of stay. We also find preliminary evidence of improvement in financial performance. We contribute to research investigating the influence of user participation on accounting system success, ABC system success, and hospital accounting information systems.     

An empirical examination of the influence of organizational constraints on information systems development

This study examined the influence of organizational constraints on information systems (IS) development. Given its complexities and difficulties, IS development within an organization sometimes occurs in a restrained manner that may or may not be advantageous. This study examined the overall impact of organizational constraints on IS success and tested (using a different methodology) a model developed in a prior study. That model contained indirect indicators of the aggregate impact of organizational constraints. Measures for those indicators were developed through an iterative process that concluded with a confirmatory factor analysis (CFA). The model was then tested with these developed measures. The conclusions of this research relate to the potential success of IS development within alternative environments and to the need for consideration of organizational constraints in IS development research.     

Comparing schools in the U.K. and New Zealand: individualizing and socializing accountabilities and some implications for management control

This paper contrasts educational reforms in New Zealand and the U.K. exploring the role of accountability in processes of management control. The paper focuses on the use of performance measurement in schools. Performance evaluation in the U.K. is, arguably, individualized, in New Zealand an organizational focus is retained The paper will seek to provide an account of the way that individuals have been called to account for their performance (Townley, 1996). Roberts' (1996) discussion of individualizing and socializing accountability is central because of its key claim that some forms of organizational accountability provide a separation of the strategic and moral consequences of action. This is seen as potentially damaging as it may free instrumental action from any form of ethical constraint, equally it may undermine any potential for collective action. In exploring this dimension we will examine the technologies of both financial accounting and management accounting which promote particular approaches to performance evaluation, accountability and control. Our argument raises questions as to the relevance of management accounting as a tool of control and whilst recognizing that financial accounting is also limited suggests that it is worth reconsidering its role in the context of a broader approach to performance evaluation.@e$g0     

An organizational contingencies view of accounting and information systems implementation

Most research on accounting and information systems (A&IS) development and implementation has focused on the individual and small group level phenomena which impact implementation success. While some researchers have considered organizational level variables, no consistent relationships between these variables and A&IS implementation success have yet emerged. To a great extent, this is due to an atheoretical research approach coupled with an undifferentiated view of A&IS.This paper develops a typology of A&IS types based on the nature of the task supported by the system. Theory and the results of research in the organization design area are drawn upon to develop propositions about the differential impacts of eight organizational characteristics on the implementation of different A&IS types. These propositions form an organizational level framework for analyzing A&IS implementation. The propositions can serve as testable hypotheses for future research efforts.     

Strategic performance management: A balanced approach to performance management issues in local government

The drive for reform in the public sector worldwide has focussed attention on the measurement of performance in public sector organizations. This is particularly true in local government. Local government has traditionally been concerned with measuring the delivery of primary objectives, or results, at the expense of secondary objectives, or the determinants of organizational performance. Current strategic management literature suggests that there should be a strong linkage between strategic plans and performance measures.Kaplan and Norton’s (1992) balanced scorecard and Fitzgeraldet al. ’s (1991) results and determinants framework can provide this linkage. This paper reports on research into performance management systems in local government using the four dimensions of the balanced scorecard: financial, community, internal business processes and innovation and learning. It shows how the focus in this system of local government has been on the results of council work, ie. financial performance and to a lesser extent on how the community views performance. Local government performance measurement pays much less attention to the determinants, or means of achieving long-term, sustained organizational improvement in internal business processes, and innovation and learning. Whilst these issues are recognized as important, there are few measurement processes in place to manage performance in these areas. Strategic performance management demands an approach that recognizes the importance of a focus on both results and the means of achieving these results. This paper highlights a suggested framework for strategic and balanced local government performance measurement.     

组织变革与商业银行分支机构绩效评价模式研究

本文首先对金融机构绩效评价的典型方法和发展趋势进行了回顾和总结,对金融机构绩效的理论研究分为绩效概念的研究和绩效评估工具的研究两大类,而在实践中,将财务指标和非财务指标融为一体的线性综合评价方法已成为主流.为适应金融改革要求,国内商业银行分支机构改革快速推进,流程重组、交叉服务、业务线经营以及提高网点依存度等因素使得分支机构传统边界被打破,职能发生变化,相应的绩效计量模式也受到深刻影响,本文评估了这些因素的影响机制,并提出了商业银行分支机构业绩计量和运用的新模式.     

The relations among competition, delegation, management accounting systems change and performance: A path model

This paper is concerned with an empirical investigation into the relations among competition, delegation, management accounting and control systems (MACS) change and organizational performance. It follows a standard contingency type path modeling to propose that intensity of competition causes firms to change their MACS and that this change enhances their performance. Delegation of authority is implicated in the model as competition encourages delegation, and this in turn causes the change in MACS, as well as enhancing performance directly. The results from a sample of Australian strategic business units indicate that (1) increased competition results in improved organizational performance indirectly through a greater number of changes in MACS, and (2) increased delegation of authority to lower level management leads to higher organizational performance. These results contribute to the management accounting change literature by providing empirical evidence that the relationship between competition and organizational performance is mediated by a decentralized organizational form and changes in MACS of the firm.