From voluntary to state control and the emergence of the department in UK hospital accounting

This paper explores the development and diffusion of accounting techniques in UK hospitals and finds that attempts to utilise accounting data, for performance measurement and control, predate the introduction of the NHS in 1948. The main focus of the paper is the move from the uniform system of accounts, first introduced in 1893, to departmental accounting information in 1956. After identifying the antecedent accounting conditions the paper explores both why and how change occurred by analysing the roles of dominant individuals, institutions, political and economic forces that led to the introduction of departmental accounting. The process of change, after the nationalisation of the hospitals in 1948, had a significant impact on the accounting technology adopted: with departmental budgeting being dropped. Finally, the role of the medical profession in the departmentalisation debate is explored and possible explanations for the reluctance to adopt new management accounting techniques are discussed.     

How Management Accountants' Cognitive Style and Role Involvement Combine to Affect the Effort Devoted to Initiating Change

This study examines how management accountants' cognitive style combines with their role involvement to affect not only the level of effort they devote to initiating change in their management accounting practices, but also how radical those changes are. While management accountants' cognitive style is likely to be an important indicator of the level of effort devoted to initiating change, the role they occupy in the organization (described in terms of role involvement) is also likely to be important as a means through which their efforts can be facilitated. The results from a survey of management accountants indicate that cognitive style had a positive but not significant direct effect on the level of effort management accountants devote to initiating change but, as hypothesized, there was a significant indirect effect via the mediating variable of role involvement. Moreover, this indirect relationship was more significant for radical changes than non‐radical changes.     

Creating Early Success in Financial Accounting: Improving Performance on Adjusting Journal Entries*

Adjusting journal entries constitute a necessary component of accrual basis accounting and are critical to the accuracy of financial statements. However, accounting students often struggle to comprehend these accounting entries, which is a concern given that failure to understand early topics in accounting courses has been found to impact course performance and selection of undergraduate major. Perceiving accounting as a language, we utilize psycholinguistic theory to understand how an instructor may improve coherence of students’ mental structures of accounting problems. We conduct an experiment to investigate the extent to which a simple instructor intervention, requiring that the initial deferral transaction be recorded, is able to improve student performance on the subsequent deferral adjustments, and whether this improvement is consistent across problem sets that differ in task difficulty. Consistent with our theoretical prediction, we find that this intervention results in improved performance. The beneficial effect of the intervention is found to differ across problem‐set task difficulty. Implications for accounting education are discussed.     

The role of accounting conservatism in management forecast bias

We investigate whether management earnings forecasts fully incorporate information in historical accounting conservatism. We find that management earnings forecasts are more optimistic for firms with greater accounting conservatism in the previous year. We further examine whether this conservatism-related optimistic bias in management earnings forecasts varies with managers’ difficulty predicting earnings accurately, managers’ opportunistic incentives, and the firms’ litigation risk. We find that the negative association between management forecast errors and conservatism increases, to various extent, with the firms’ operating cycles, earnings volatility, and the width of forecast range but does not change with proxies for opportunistic incentives or litigation risk. These results suggest that forecast difficulty is the primary reason for managers’ failure to incorporate conservatism fully in their earnings forecasts.     

Management control systems and departmental interdependencies: An empirical study

Behavioral accounting research suggests that (1) the design and use of a management accounting system is related to overall characteristics of the organization, and (2) a management accounting system is one element in a package of control systems. The research reported here investigated the relationship between the organizational characteristic of departmental interdependence and the design and use of three elements in a package of management controls — the operating budget, periodic statistical reports, and standard operating policies and procedures. The findings support the hypothesis that departmental interdependence is related to the emphasis placed on each management control system. Standard operating procedures were an important control device when interdependence was low. The budget and statistical reports were used more extensively when interdependence was modurate. When interdependence among departments was high, the role of all three control systems diminished.     

JUDGEMENT RELATED ISSUES IN PERFORMANCE EVALUATION

Performance evaluation of individuals, processes and activities in management accounting involves mostly a clinical judgment on whether or not to investigate a variance between actual performance and standard performance. Two judgment-related issues are examined in relation to the lack of validity of performance evaluation, namely: a) the difficulty in the determination of the base rate advocated by the normative accounting control models, and b) the evidence on the judgment fallibility and its effect on performance evaluation.     

The effects of national culture on the role of participation in different task situations

Prior studies primarily in Anglo-American and Asian cultural settings have found that budgetary participation interacts with reliance on accounting performance measures and task situations to affect managerial attitudes. Researchers have questioned if such findings can also be found in different cultural environments. As France has a high power distance and high individualism culture which is different from those of both the Anglo-American and Asian nations, this study investigates if such cultural differences may affect the findings of prior studies. Based on a sample of 44 French managers, the results indicate a similar significant three-way interaction effect. However, they also indicate that French managers have low levels of budgetary participation. Participation also has an insignificant effect on managers' job satisfaction in high task difficulty situations. These results are contrary to those of prior studies in Anglo-American and Asian cultural settings and may have important implications for the study of cultural effects on management control systems.     

THE JOINT EFFECTS OF BUDGETARY SLACK AND TASK UNCERTAINTY ON SUBUNIT PERFORMANCE

Even though managers may build slack into their budgets to enhance their prospects for reward, the literature proposes that there may be circumstances when budgetary slack may be utilized by subunits to provide them with a degree of flexibility in responding effectively to changes in operating conditions. This suggests that the use to which budgetary slack is put, in contrast to any dysfunctional reason for its creation, may have implications for subunit performance particularly when task uncertainty is high. A theory was developed and an empirical assessment was conducted to evaluate whether slack moderates the relation between task uncertainty and subunit performance, paying specific attention to the effects of the task difficulty and task variability dimensions of task uncertainty. The results of the study suggest that slack has a positive role to play in Influencing the relation between task difficulty and subunit performance. There was no evidence, however, that slack and task variability jointly influence performance.     

投资者情绪对上市公司业绩快报自愿披露行为的影响 ——基于盈余管理部分中介效应的研究

基于会计策略的综合运用视角,探寻上市公司盈余管理行为在投资者情绪影响业绩快报披露过程中的中介作用。研究发现：公司年报中正向盈余管理程度越大,披露业绩快报的可能性越大;对于盈利公司而言,高涨的投资者情绪对业绩快报披露的促进作用部分通过盈余管理策略中介,但对于亏损公司而言,高涨的投资者情绪会对业绩快报披露产生直接抑制作用,投资者情绪高涨经由盈余管理策略对业绩快报披露所产生的间接正向影响,会被直接的抑制作用所遮掩。研究结论有助于深入了解上市公司不同信息披露策略之间的交互影响,并进一步理清投资者情绪对公司不同信息披露策略的作用机理。     

Effect of perceived conflict among multiple performance goals and goal difficulty on task performance

Contemporary performance measurement systems, such as the balanced scorecard, often advocate the use of an array of financial and non‐financial measures. Despite many claimed advantages for these systems, recent research shows that the inclusion of multiple performance measures sometimes has undesirable effects. The present study examines one of the potential problems of implementing these systems; namely, the impact of perceived goal conflict on task performance. Using survey data from employees working in multiple call centres in a telecommunication company, we find that perceived goal difficulty increases perceived goal conflict. Additionally, perceived goal difficulty also has a negative, indirect effect of task performance, through the mediating role of perceived goal conflict. Our results have important implications for both the research literature and the designers of performance measurement systems.     

Incentive Effects of Assigned Goals and Compensation Schemes on Budgetary Performance

This study examines the combined effects of two management interventions, assigned goals and monetary compensation, on performance in a routine task. It investigates the effects of assigned goals (four goal levels: low, medium, high, impossible) and three types of compensation scheme (fixed-pay, piece-rate and budget-based). A laboratory experiment involving 180 undergraduate accounting students showed that, in some circumstances, assigned goals dominated performance effects while, in other circumstances, monetary incentives played a major role. Over medium to high levels of difficulty, assigned goals had a positive and dominating effect on performance, regardless of type of compensation. When the assigned goal was low, however, performance-contingent pay schemes had an additive effect on performance, while at an impossible goal level, budget-based incentives had a negative effect on performance. Of the interventions tested, the highest performance resulted from using incentive-based compensation when the budget (assigned goal) was relatively low (80% achievable).     

Behavioral effects of fairness in performance measurement and evaluation systems: Empirical evidence from France

The measurement and evaluation of employee performance are crucial aspects of the management accounting system because of their effects on employee motivation. It is therefore important for management accountants to understand how such effects occur. Fairness may be a key explanatory factor. This study proposes that the effects of the fairness of employee performance measurement and evaluation procedures on employee job satisfaction and organizational commitment are indirect. The results, based on a sample of 60 French managers, support these expectations. For the relationship between procedural fairness and job satisfaction, the effects are indirect through trust and fairness of outcomes. For the relationship between procedural fairness and organizational commitment, the effects are indirect through fairness of outcome, trust and job satisfaction. The results also indicate that affective effects through trust and satisfaction are substantially stronger than that through fairness of outcome. Fair performance evaluation procedures therefore do more than the mere provision of equitable outcomes among French managers.     

A LONGITUDINAL CASE STUDY OF PROFITABILITY REPORTING IN A BANK

This project involved a seven-year longitudinal case study of a Bank monitoring over time the changes in profit measurement and overhead allocation, product group profitability, benchmarking, customer profitability, budgeting and profitability/performance measures such as return on risk adjusted capital. The overall finding is that the Bank’s profitability reporting (particularly its product group and customer profitability) changed considerably during this seven-year period. The main factors that accountants and managers identified as influencing such changes were four external factors and two internal factors. The four external factors were changes in technology (computers and telecommunications), regulatory change, increasingly competitive global markets and a greater difficulty in attracting customers. The two internal factors were the development of new products leading to a wider product range and a changing management accounting culture. The historical and organizational context of the Bank was also critical in this process of change, and a dynamic contingency model is proposed. This longitudinal case study indicates that more changes are occurring in management accounting practices (such as profitability reporting) than the current evidence from questionnaire surveys and ‘snapshot’ case studies reveals. An area for future research that this study highlights is that although accountants and managers talk in terms of long-term planning and control, the norm is short-term management accounting solutions and managerial reaction to new external developments.     

Influence of cost accounting change on performance of manufacturing firms

The purpose is to analyze the influence of cost accounting change (CAC) on the financial performance of Finnish firms. Empirical data are based on a survey responded by 121 manufacturing firms. PLS is used to extract the influence of CAC on performance. The general expectation is that CAC should have a positive lagged effect of performance. However, prior empirical evidence is mixed and usually only a weak influence is found, if any. This study shows that CAC is closely associated with a simultaneous pricing system change (PSC). CAC and PSC are interrelated because product cost usually plays an important role in pricing. PLS shows that CAC has a weak positive lagged main effect on performance whereas PSC has a strong negative effect. The total effect of CAC is insignificant because the positive direct effect is offset by the negative mediation indirect effect through PSC. The result indicates that when assessing the influence of CAC on performance it is important also to take account of the corresponding indirect influence through PSC. The study also shows that perceived environmental uncertainty (PEU) has a strong negative moderating effect on the influence of PSC on performance. Thus, the influence of PSC on performance is more negative when PEU is high.     

Ferranti and the accountant, 1896-1975: The struggle between priorities and reality

As a firm which was owned and managed by three generations of the same family over the period 1896-1975, Ferranti was one of the most innovative and successful British electrical and electronics companies of its era. The family remained committed to a technology-led strategy which was implemented through a highly devolved form of organization, giving departmental managers considerable freedom to develop new ideas. This long-termism was also backed up by an extensive reporting system which evolved over the period after 1896, providing senior management with accurate information on both corporate and departmental performance. The article considers how the family matched the images conjured up by the accounting data with the commitment to engineering innovation, concluding that the latter frequently remained the most important priority in this highly unusual British firm.     

The Commercialization of Government's Departmental Accounting (AAS 29): Quasi Rents and Public Welfare

In the Australian public sector. departmental administrative reform is intent on producing lean. efficient. commercially orientated government entities. An accounting regulatory response is AAS 29. Financial Reporting for Governtizetzt Departments. which requires all government departments as reporting entities to adopt in principle much of the whole corpus of private sector accounting standards and statements including. importantly, current cost accounting. This paper explores the proposition that the commercialization of departmental accounting through AAS 29 or similar pronouncements is directly associated with a significant reduction in social and public welfare accountability. Accounting processes are powerful. value-laden agents of social change. Benston (1980) states that 'benefits (net of costs) of accounting standards to society' cannot be measured but can be specified for individuals. Here. accounting outcomes are identified to be the residuals of economic policies to eliminate quasi rents in government. Standardization in AAS 29 rests on the assumption that rights and obligations being equities of generations of participants can be periodically measured as A -L = E at current factor prices. This economic notion lacks cultural heritage in financial disclosure of continuing equities in government and may, for any generation of consumers. induce an excess of social costs over social benefits for the accounting standardization process under prevailing managerialist philosophies.     

Revisiting carbon disclosure and performance: Legitimacy and management views

With corporate disclosure of carbon emissions rapidly increasing, the long-standing question remains whether carbon disclosure has any influence on the improvement of carbon performance. Previous studies of environmental disclosure and performance have predominantly focused on whether disclosure is a substitute for poor performance. Little attention has been devoted to the more important question about how changes in disclosure may lead to subsequent changes in performance over time. Following the rationales taken by the legitimacy and management perspectives, we revisit the relationship between carbon disclosure and performance, with a focus on changes that disclosure may (or may not) create. Using a change analysis of Global 500 companies and their carbon emission and disclosure data released between 2008 and 2012, this study finds that the change in carbon disclosure levels is positively associated with a subsequent change in carbon performance (examined through direct and indirect carbon emission intensities). Thus, regardless of whether disclosure has been used as a legitimising tool for prior poor performance, this study confirms that carbon disclosure motivates companies and creates an ‘outside-in’ driven effect for subsequent change and improvement in carbon performance. However, the association between changes in carbon disclosure and performance is relatively weaker in high energy-intensive firms.     

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.     

Rhetoric or Reality? Do Accounting Education and Experience Increase Weighting on Environmental Performance in a Balanced Scorecard?

We are nearing the end of the United Nations' Decade of Education for Sustainable Development (2005–2014). There has been substantial rhetoric in education and business forums, and many universities have integrated sustainability into their accounting curricula, but what effect is accounting education having? This study considers whether the rhetoric of sustainability is manifest in a greater emphasis on environmental performance by students and practitioners. In an evaluation task using a balanced scorecard we found that third-year accounting students in Australia and Germany recognised lead performance indicators, and penalised poor environmental performance, more than did first-year students. Experienced accounting controllers, however, placed less emphasis on environmental performance than did third-year accounting students. This suggests that the rhetoric taught in universities regarding the strategic importance of environmental performance exceeds the reality of organisational priorities, at least for now.     

The effects of feedback type on auditor judgment performance for configural and non-configural tasks

This study examines the effect of four different types of feedback (outcome, task properties, cognitive, combined task properties/cognitive) on the risk assessment judgments of auditors on two tasks, one requiring configural cue processing and the other not requiring configural cue processing. Task properties feedback and combined feedback improved performance on both tasks. Outcome feedback was more effective for the non-configural task, while cognitive feedback was more effective for the configural task. We also found that, on the configural task, the effect of cognitive feedback was heightened by lower levels of participant self-insight. Finally, combined feedback was particularly effective in transferring knowledge across tasks. These results have direct practical application for the use of feedback in audit practice. From a theoretical perspective they also help to reconcile earlier mixed results in accounting and psychology.