Utilising a typology of management accounting change: An empirical analysis

Management accounting change, currently an increasingly popular focus for research, is not a uniform phenomenon. Its nature and form may vary across multiple dimensions and this variation has been neglected by researchers who have tended to study change per se rather than distinguishing it though a categorisation by type. This paper explores the forms which management accounting change has taken in a sample of manufacturing companies by utilising a simple typology of management accounting system change, derived from the existing research literature, consisting of addition, replacement, output modification, operational modification and reduction. This classification is combined with information on the incidence, location, importance and success of management accounting changes to provide some analytical insights into the variety and patterns of change within these companies and to derive some guidance for future research on the topic.     

Truth claims and explanatory claims—An ontological typology of futures studies

Classifications of futures research are usually based on epistemological differences, but we complete these with ontological considerations. The article presents a typology of forecasts, i.e. statements on future events or states. It has two dimensions, truth claim and explanatory claim; each dimension has two values, making the claim or not making the claim. The four outcomes are: forecasts which make both truth claims and explanatory claims (predictions); forecasts which make truth claims, but not explanatory claims (prognoses); forecasts which make explanatory claims, but not truth claims (science fiction); and forecasts which make neither truth claims nor explanatory claims (utopias or dystopias). We regard each outcome as an ideal type, against which forecasts can be measured. We illustrate the use of the typology by presenting an example of each outcome.     

The future of work: An outline of a method for scenario construction

The nature of work may be described at two levels : the social and the individual. The author identifies four scenarios at each level and is thus able to generate a total of 16 combined scenarios. Of these, four are shown to be the most probable and the author compares them with similar scenarios previously mentioned in the literature.     

Human extinction scenario frameworks

It is a natural human instinct to wonder about the future. Some have long speculated about the various events that could potentially lead to the extinction of the human race. While a dark subject, the point of exploring factors that could drastically impact the ability to sustain life on our planet has utility in preparing for events of this nature. It is in the spirit of learning how to change before catastrophe strikes that such wondering occurs.     

A literary human extinction scenario

Mary Wollstonecraft Shelly's (MWS) novel, The Last Man, published in 1826, is an epic narrative about the destruction of the human race. This paper provides a synopsis of this book and assesses its relationships to contemporary future studies. The paper also delves into the history of apocalyptic writing and thinking, using this book an entry point to past literature.     

Pricing options on scenario trees

We examine valuation procedures that can be applied to incorporate options in scenario-based portfolio optimization models. Stochastic programming models use discrete scenarios to represent the stochastic evolution of asset prices. At issue is the adoption of suitable procedures to price options on the basis of the postulated discrete distributions of asset prices so as to ensure internally consistent portfolio optimization models. We adapt and implement two methods to price European options in accordance with discrete distributions represented by scenario trees and assess their performance with numerical tests. We consider features of option prices that are observed in practice. We find that asymmetries and/or leptokurtic features in the distribution of the underlying materially affect option prices; we quantify the impact of higher moments (skewness and excess kurtosis) on option prices. We demonstrate through empirical tests using market prices of the S&P500 stock index and options on the index that the proposed procedures consistently approximate the observed prices of options under different market regimes, especially for deep out-of-the-money options.     

Improving decision-making with scenario planning

Decision makers struggle with four important contributors to decision failure, namely, 1) bounded rationality, 2) a tendency to consider only external variables, 3) the stickiness and friction of information and knowledge, and 4) mental models that include decision premises or policies. Whether independent or combined, these decision problems can form the ultimate in decision error—folly. The four problems in decision-making are reviewed in detail and scenario planning is posited as a tool for preventing the impact of each, ultimately with an aim of avoiding folly.     

Perceived Environmental Uncertainty in scenario planning

Scenario planning is a strategy tool with growing popularity in both academia and practical situations. Current practices of scenario planning are largely based on existing literature which utilises scenario planning to develop strategies for the future, primarily considering the assessment of perceived macro-external environmental uncertainties. However there is a body of literature hitherto ignored by scenario planning researchers, which suggests that Perceived Environmental Uncertainty (PEU) influences the micro-external as well as the internal environment of the organisation. This paper reviews the most dominant theories on scenario planning process and PEU, developing three propositions for the practice of scenario planning process. Furthermore, it shows how these propositions can be integrated in the scenario planning process in order to improve the development of strategy.     

Changing organizational culture with scenario planning

This paper explores scenario planning as a tool to help change organizational culture. Changing the culture of the organization to adapt to changes in the environment is an important concern for most organizations—yet this change is often reactive. The authors present scenario planning as a proactive tool for developing alternative, possible cultures as an initial step toward effecting change. The following describes and clarifies the relationships between scenario planning and the cultural framework, along with research suggestions to determine the validity of this argument.     

Exploring client scenarios associated with scenario planning

All scenario planning projects have a ‘client’ and one of the most challenging tasks facing a scenario planner is the client's role or position in the way projects are conceptualized, delivered and received. The scenario planner has to establish and manage a ‘successful client relationship’—but what actually constitutes that for a scenario planning project?The client acts as the conduit between the scenario planner and the organization for which the scenario planning project is being undertaken.The ‘client as conduit’ implies several challenges for the scenario planner including:

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The client's awareness and understanding of scenario planning as a method for their organization to learn from the future [1].

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The client's level of commitment to learning from the future.

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The size and context of the scenario planning project.

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The position of the client within a network of people and/or resources required to run a scenario planning project.

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The client's involvement or position within the scenario building team created in the project.

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The benefits and risks accruing to the client through the execution of the scenario planning project.

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The client organization's capacity to act strategically; its power to perform.

This paper will explore, through storytelling, different pictures of client relationships associated with scenario planning. The stories are developed from a deep and extensive well of scenario practitioner and consulting experience over the last 15 years to explore and discuss these client issues, and how clients for scenario planning projects have evolved, and how they may enhance or restrict scenario planning projects in the future.     

Testing the rhetoric: An approach to assess scenario planning's role as a catalyst for urban policy integration

Policy integration has become a high-priority objective for urban planning and management. At the same time, the transportation and urban planning fields have increasingly employed scenario planning approaches, not only to develop long-term strategy, but also—potentially—to strengthen organizational networks and encourage collaborative action. Yet these latter supposed outcomes of scenario planning remain under-theorized and largely untested. In this study, we propose a methodology, based on established theories of collaboration, to test the ability of a particular type of scenario planning to encourage collaboration between participants. We demonstrate the approach using a scenario planning process undertaken within the transportation and urban planning community in Portugal. The pre-/post-test experimental design uses a survey designed to assess participants’ propensity for future collaboration by measuring change in individuals’ perceptions and understandings. The results suggest that the process likely modestly increased participants’ propensity to collaborate, primarily by strengthening inter-agency networks. The effects on participants’ views and understanding remain inconclusive. We suggest that specific challenges in applying this specific scenario planning approach to public sector contexts may limit the method's potential in achieving inter-organizational collaboration. Nonetheless, only more widespread efforts to formally test the scenario planning rhetoric will reveal the true impacts on organization change.     

The critical role of history in scenario thinking: Augmenting causal analysis within the intuitive logics scenario development methodology

The historian Eric Hobsbawm stated that ‘The safest empirical generalization about history is still that nobody heeds its obvious lessons much’. Whether at a macroeconomic level or within individual organisations there are numerous examples of this, such as the economic crash of 2008, the causes of which had many parallels with those that caused the great depression 80 years previously. On the other hand however, overly-relying on the past as a guide to the future has its own obvious dangers—not least that important future events may have no past precedent. As such, the present paper firstly provides a discussion of the advantages and disadvantages of using the past as a guide to the future. It then examines the role of history in scenario work, arguing that history should receive greater emphasis as part of the scenario planning process. We suggest changes to the standard Intuitive Logics (IL) approach to scenario planning which would render learning from history a more central component of the scenario process, in contrast to its current peripheral role. Rather than diminishing scenario planning’s ability to facilitate a consideration of how the future may differ from the past, we show how a greater emphasis on history can enhance consideration of the causality of future change. An adapted IL that has more emphasis on historical analysis can augment scenario planning’s effectiveness as a tool for consideration of the future.     

The typology of partial credit guarantee funds around the world

This paper presents data on 76 partial credit guarantee schemes across 46 developed and developing countries. Based on theory, we discuss different organizational features of credit guarantee schemes and their variation across countries. We focus on the respective role of government and private sector and different pricing and risk reduction tools and how they are correlated across countries. We find that government has an important role to play in funding and management, but less so in risk assessment and recovery. There is a surprisingly low use of risk-based pricing and limited use of risk management mechanisms.     

Futures literacy: A hybrid strategic scenario method

What stories do we tell about the future? This article develops a topology of storytelling about the future, which is used to develop a definition of ‘futures literacy’. It goes on to outline a hybrid strategic scenario method for acquiring the capacities of futures literacy.     

Stress scenario generation for solvency and risk management

We derive worst-case scenarios in a life insurance model in the case where the interest rate and the various transition intensities are mutually dependent. Examples of this dependence are that (a) surrender intensities and interest rates are high at the same time, (b) mortality intensities of a policyholder as active and disabled, respectively, are low at the same time, and (c) mortality intensities of the policyholders in a portfolio are low at the same time. The set from which the worst-case scenario is taken reflects the dependence structure and allows us to relate the worst-case scenario-based reserve, qualitatively, to a Value-at-Risk-based calculation of solvency capital requirements. This brings out perspectives for our results in relation to qualifying the standard formula of Solvency II or using a scenario-based approach in internal models. Our results are powerful for various applications and the techniques are non-standard in control theory, exactly because our worst-case scenario is deterministic and not adapted to the stochastic development of the portfolio. The formalistic results are exemplified in a series of numerical studies.     

Causal mapping and scenario building with multiple organisations

Thinking and planning for the future is critical in a competitive business world. Scenarios are a common technique for investigating the future, but can be time consuming and challenging to develop, particularly when more than a single organisation is involved. An approach is presented here which shifts the focus of scenario building from the company level to the sector level, whereby a range of organisations engage collectively on a topic of mutual importance. A rapid technique was developed, with simple scenarios being constructed in 2-4 h. This process was implemented in 13 multi-organisational workshops with participants from the construction and building industries, sectors which are traditionally short-term and reactive in their outlook. The resulting feedback, observations and experiences are discussed, together with examples of how the resultant scenarios have been applied. An example of causal map reflection (exposing an individual's causal map to others) is also presented, described and critiqued. It was found that the process was successful in engaging participants in thinking about and discussing the future, appreciating the interconnectivities of the related issues, and understanding the collective implications of their potential decisions, as well as facilitating the socialisation of participant thinking and the construction of collective futures.     

Public/private health care: The British scenario

The issue of public versus private health care is too often treated as an ideological issue, with each side unwilling to discuss common problems of cost containment and quality control which have to be faced, no matter what the financial framework. Thus, cost containment will worry the administrators of insurance funds just as much, if not more, than health service administrators. Health care is not, in the economist's sense, a perfect market; it cannot and does not remain unregulated. So what is at issue is whether regulation is carried out by government, by insurance companies, or by the professions, and what the balance between them shall be.

These and other lessons are drawn from a series of studies describing the workings of insurance systems in a number of countries, in Europe, as well as the United States, Canada and Australia. The findings of the book ‐ The Public/Private Mix for Health, edited by Gordon McLachlan and Alan Maynard, and published this autumn by the Nuffield Provincial Hospitals Trust ‐ are too rich to be summarised here. What follows is an extract from the final chapter containing the editors’ own reflections on the material they have brought together.     

Stress testing credit risk: The Great Depression scenario

By employing Moody’s corporate default and rating transition data spanning the last 90 years we explore how much capital banks should hold against their corporate loan portfolios to withstand historical stress scenarios. Specifically, we will focus on the worst case scenario over the observation period, the Great Depression. We find that migration risk and the length of the investment horizon are critical factors when determining bank capital needs in a crisis. We show that capital may need to rise more than three times when the horizon is increased from 1 year, as required by current and future regulation, to 3 years. Increases are still important but of a lower magnitude when migration risk is introduced in the analysis. Further, we find that the new bank capital requirements under the so-called Basel 3 agreement would enable banks to absorb Great Depression-style losses. But, such losses would dent regulatory capital considerably and far beyond the capital buffers that have been proposed to ensure that banks survive crisis periods without government support.