Managerial accounting systems and organizational control: A role perspective

This paper proposes a new way of viewing the relationship between managerial accounting systems and organizational control. This is done to provide a structure around which control processes may be observed and research conducted. In the context of role theory several propositions are advanced in order to explain the relationship. Namely, it is noted that managerial accounting systems are useful in communicating role expectations, are important to motivation, and are useful in communicating organizational climate. Also, several factors concerning managerial style and social context were seen to influence the operativeness of these propositions.     

A perspective on systems science and systems philosophy

A philosophical survey of systems science and systems philosophy is offered to provide an integrated, if personal, view of the ideas within the contemporary systems movement. An attempt is made to establish the validity of the two disciplines by meeting some of the criticisms levelled at the systems paradigm—particularly Sir Karl Popper's attacks on holistic thought. During the discourse the arguments that rage around reductionism and holism will be seen to contain some confused thinking, and it is suggested that the philosophy, theories and methods in systems science and systems philosophy offer a means for bringing reductionism and holism into a satisfactory alliance.     

Management control systems in inter-agency collaboration: a case study

This paper explores the nature of management control systems in an inter-agency collaborative arrangement. A Western Australian case study (the PECN project) highlights strategies for successfully providing services to people with highly complex needs, which could not be achieved by siloed attempts by individual agencies. This paper makes a significant contribution by providing evidence on multiple control systems which combine both horizontal and vertical controls to achieve better outcomes. The authors found strong evidence of trust-based relationships among the agencies which appeared to have a positive effect on inter-agency working.     

The relationship between business strategy, management control systems and performance: Evidence from China

Over the past two decades, China has emerged as a global economic power, ranking behind only the USA, Japan and Germany. China's continuous global economic power has therefore prompted a surge in interest in understanding Chinese business practices. This paper reports on the results of a survey on the contingent relationship between business strategy, management control systems (MCS) and performance in Chinese Enterprises. The analysis is based on data gathered from 215 enterprises operating within the Xinjiang autonomous region of China. For those firms that were classified as pursuing differentiation strategy, the use of more non-financial based MCS has a positive effect on performance and this finding is consistent with the literature. We also found that for those firms classified as pursuing a low cost strategy, the use of more financial based MCS had a positive effective on performance as suggested in the literature. Our research has implications for understanding management accounting practices in Chinese enterprises.     

Design as a social process: A complex systems perspective

Design is increasingly perceived as a social process, but despite a wide exposition of the concepts of cooperation or collaboration, a coherent account of the important dimensions of design as a social multi-agent process is still missing. It is argued that a generic, abstract concept is required to be able to capture the social distributed character of design, without making a-priori assumptions about the kinds of interdependencies that exist among agents (in terms of goals, knowledge or roles), or about their dispositions towards cooperation or conflict. The paper suggests that the most appropriate concept for this purpose is the concept of coordination. A model of coordination as a distributed learning control is thus presented as a vehicle for focussing on the important dimensions and qualities of coordination. Motivated by this discussion, the paper subsequently delves further into the issue of sociality by considering the question of the micro-macro link extensively discussed in sociology. In particular, the paper shows how coordination can offer a resolution of the question in the context of design, and discusses the effects of such an approach for our understanding of the relationship between complexity and design.     

Strategy and management control systems: A study of the design and use of management control systems following takeover

This paper describes and analyses the approach taken by four well-known Swedish companies to management control following takeover. The findings suggest two factors which can explain how the management control systems were designed and used after an acquisition: the corporate strategy of the acquirer and the business strategy of the acquired company. The case studies show how these forces could impose mutually inconsistent requirements on the management control system of the acquired firm, and also how these inconsistencies were resolved.     

Accounting for the control of doctors: Management information systems in hospitals

The paper describes some current and proposed innovations in the activity accounting and cost accounting systems in two Swedish hospitals. Results are reported of interviews with administrators and senior doctors which reveal their attitudes and intensions with respect to the new control information generated by the accounting innovations. The fundamental differences between the professional ethos of the doctor and the managerial ambitions of the administrator are found to remain robust. Nevertheless there is evidence that the new control information may be the focus of some genuine convergence in the outlook of some administrators and some “doctors managers” with some consequent reduction in goal-uncertainty in the organisation. This paper argues that this calls for some revision of existing accounts of the interaction of doctors and administrators in hospital management.     

从国际经验看资本管制的有效性

该文从资本管制目标和手段等方面介绍了资本管制的国际经验,并以智利为例,就该国资本流人管理对实际汇率和宏观经济稳定的有效性进行实证分析,结论认为,资本管制从短期看是有效的,从长期看是无效的;在资本持续大量流人的环境下,不协调的宏观经济政策会直接影响到资本管制的有效性。     

A dynamic systems perspective on fine art and its market

This article focuses on dynamic systems theory applied to art systems, especially the social system of art. By this integrative approach, the field of art and culture can be linked to, as well as profit from, other fields where systems-theoretical approaches have been influential, such as sociology, psychology, communication theory and the natural sciences. We show that systems models help to describe and conceptualize essential phenomena characteristic of the fine arts, such as pattern formation, reduction of complexity, and self-reference. Pattern formation can be observed in emerging artistic styles, fashions and trends. The property of self-reference becomes tractable by using the concept of endosystems, i.e. systems that include participating observers and second circularity feedback. The consequences of such dynamics are uncertainty, destabilization, and diversification. Endosystemic modeling promises to capture core properties not only of contemporary art, laying an emphasis on novelty and self-reference. Endosystems are appropriate models of further social systems, especially markets systems, which pose problems for foresight. Within the horizon of foresight that is at all possible in endosystems, three futures scenarios are worked out for the art system.     

Handling the realities of business: A perspective of the European societal strategy project

In 1982 a Report was published by the European Institute for Advanced Studies in Management and the European Foundation for Management Development entitled “Facing Realities”. This was the output of a two-year dialogue between industrialists and academics from nine countries in Western Europe about the emerging social and political challenges to the role of the business firm in modern society. Two UK academics associated with the Societal Strategy Project, as it was called, now stand back and appraise the methodology and significance of the work.     

The process of measurement in managerial accounting: A psycho-technical systems perspective

This paper develops a formal framework of the act or process of measurement in managerial accounting. Although the traditional paradigm of measurement underlying accounting treats it as a technology designed to represent properties of events and transactions in numerical terms, this paper is based on the notion that managerial accounting measurement is intended to facilitate behavior, and thus requires an alternative view of measurement as a “psycho-technical system”. The paper presents the psycho-technical framework and examines its application in selected areas of managerial accounting: human resource accounting, social accounting, divisional performance evaluation, zero-based budgeting, standard costing, and evaluation of internal control systems.     

The enactment of management control systems: A critique of Simons

Simon proposes a contingency relationship between a firm's strategy and its management control systems. However, his model underspecifies the relationship between strategic uncertainties and management controls, underplays the recursive impact of management controls on strategy formulation, and ignores the potential influence of managerial characteristics on control system design.     

Social capital and management control systems: A study of a non-government organization

In this paper we use the concept of social capital to outline a distinctive approach to understanding the interplay between management control systems and the development of social connections in and between organisations. Social capital provides a comprehensive framework for examining the nature of social connections through its focus on both structural networks (bridging) and interpersonal relationships that predispose individuals towards mutually beneficial collective action (bonding). In doing so, social capital provides a means of considering how individuals react to management control systems in terms of the social ties that exist both within the organization and external to the organization. Using a case study of a non-government organization, we show how social capital is implicated in efforts to attract economic capital and cultural capital. We demonstrate how elements of a management control system can either enhance or inhibit the bonding and bridging dimensions of social capital with potential consequences on both economic and cultural capital. We highlight the mixed and sometimes contradictory effects of management control systems on social capital, and provide a powerful illustration of the role of management control systems in brokering alliances and bridging structural holes.     

Planning and control from the perspective of labour: A short presentation of the demos project

The objective of the DEMOS project (Democratic Planning and Control in Working Life) is the development of knowledge about planning, control and computer use. It is based upon the interests of workers and their trade unions and consists of two parts. The first is the study and analysis of corporate planning, control and computer use in cooperation with investigative groups in selected local unions, simultaneously testing trade union procedures in investigations. The second part relates to the development of alternative theories and research methods which differ from the current, dominating perspective. The project is expected to be of significance to continued interdisciplinary research on working life with a trade union connection. The results can be of use in trade union negotiations and judgements, both centrally and locally, and constitute a basis for educational materials both for unions and for state schools.     

Management accounting systems, task uncertainty and managerial performance: A research note

This study examines the interactive effects of management accounting systems (MAS) design and task uncertainty on managerial performance. MAS design was defined in terms of the extent to which managers use broad scope MAS information. The responses of 42 managers, drawn from a cross-section of Australian manufacturing companies, to a questionnaire survey were analysed by using a multiple regression technique. The results showed that under a high task uncertainty situation, the extent of use of broad scope MAS information led to effective managerial decisions and hence to improved managerial performance. On the other hand, under low task uncertainty situations, the extent of use of broad scope MAS information led to information overload which was dysfunctional to managerial performance.     

Performance management and organizational strategy: How to design systems that meet the needs of confrontation strategy firms

The link between organizational strategy and performance management system design has been examined in numerous studies. Invariably, strategy is conceptualized using archetypes developed in the 1970s and 1980s. Scholars have increasingly questioned the wisdom of relying on strategic archetypes that are plainly dated and conspicuously disconnected from the possibility of firms competing head-to-head, not out of choice but out of necessity. Cooper (1995) calls such a situation the undertaking of a confrontation strategy. Using an exploratory research design, this paper draws on nine qualitative case studies to examine how performance management systems are designed to meet and support the implementation of a confrontation strategy. Initially six firms, spanning a variety of what were expected to be mature, highly competitive industries likely to feature confrontation strategies, were recruited for participation. This initial study was then followed by a more concentrated examination of one particular industry: the banking industry. Findings from the total case study sample of nine firms lead to the presentation of an original table contrasting the unique performance management system designs associated with the three distinct strategies of cost leadership, differentiation, and confrontation. In particular, and in contrast to firms pursuing cost leadership or differentiation strategies, firms with confrontation strategies are likely to feature collaborative organizational cultures, lean organizational structures, and training and development programs that focus on developing empowered, multi-skilled teams of self-governing and coordinating employees. The exploratory intent of the paper, and thus its reliance on a small sample size of nine organizations, may limit the generalizability of the paper’s findings. In spite of this limitation, the findings offer opportunities for researchers to move beyond the exploratory approach presently adopted and empirically test the confrontation strategy and performance management system linkages proposed. Additionally, practitioners are likely to benefit from a clearer understanding of the type of performance management system design needed to support confrontation strategies.     

Accounting logics, reconfiguration of ERP systems and the emergence of new accounting practices: A sociomaterial perspective

This paper extends our knowledge on how software-based accounting tools might work effectively within an organization. The empirical data that we focus on are events that unfolded following the introduction of a new ERP system at an Ivy League University. We describe a negotiation process that occurred after roll-out that resulted in a reconfiguration of the ERP to integrate some of the legacy functionalities that were familiar to organizational participants and which were considered by them to provide a more effective way to manage their finances. Our contribution to the literature is not only to show the importance of such post-roll-out modifications for creating a working information system, but also to extend previous accounts of non-linear accounting change processes by emphasizing how these modifications are dependent on the particular entanglement of users and technology (the sociomaterial assemblage) rather than either features of the technology or the agency of the humans involved. Moreover, our analysis of the case data suggests that management accounting in particular may not be easily captured in ERP packages, even where the technology architectures are supposedly designed for a particular industry. The case data also points to issues of affordability and the power of communities of practice as mediating the extent to which these familiar accounting logics may become integrated within the ERP system.     

Management control systems as inter-organizational trust builders in evolving relationships: Evidence from a longitudinal case study

Research on inter-organizational relationships argues that at mature stages, when trust has reached a high level, it will be damaged by new management control systems (MCSs). This longitudinal case study provides evidence to the contrary: in an open-ended and evolving relationship, even when trust is well established, MCSs can build it. High trust provides a platform where success encourages the partners to cooperate further, demanding, in turn, more MCSs and greater levels of trust to support cooperation. By providing evidence with a greater appearance of objectivity than informal controls can yield, action and result controls improve partners’ perception of each other’s trustworthiness, and build competence and goodwill-based trust. MCSs are used not only to supervise but also to coordinate, and this second, more salient function avoids possible suspicions that could damage trust.