Organizational Learning （OL） and Organizational Innovation （OI）： The Case of Information and Communication Technology （ICT） Industry in Malaysia

The progression through which a person acquires ,;kills, understanding, and opinions regarding a particular organization or company is called organizational learning （OL）. In this study, the connection between organizational innovation （OI） and OL within the inf3rmation and communication technology （ICT） industry in Malaysia is surveyed. These relationships are examined, because various previous inquiries have shown that an imperative precursor to firm performance is OL. Two hundred and seventy-eight surveys were completed by small and medium organizations across Malaysia. The connections existing between the causes of OL and the causes of OI were ascertained by using structural equation modeling （SEM）. Amongst the Malaysian small- and medium-sized enterprises （SMEs） that participated in fire study, OI and OL are considerably linked.     

Value Creation of Business Process Management （BPM） and Managerial Accounting System （MAS）： A Case Study

This paper explores the value creation of business process management （BPM） and managerial accounting system （MAS） using a case study. The findings show that BPM shortens the management chain and increases the connections among functions in the organization by right reassignment. Accounting indicators in MAS provide necessary information about business processes, which assists performance evaluation in BPM, and meanwhile, incentive schemes give enough motives, which guide employees to take actions in accordance with the organizational strategies and processes＇ goals. The information effect and motive effect of MAS increase employees＇ work satisfaction and their cooperation with each other. In the end, the integration of BPM and MAS improves the organizational economic performance, thus creating value for the organization. The results explain the reason why so much BPM fails in practice, because right assignment, performance evaluation system, and incentive schemes constitute organizational architecture, which is critical to organizational value. Additionally, the value creation of BPM and MAS depends on their coordination with the external environment, the internal situation, and the organizational strategy. From the view of managerial accounting perspective, MAS not only changes with the organization development but also facilitates the organization development.     

Measuring the Impact of Information Technology （IT） on Supply Chain Management （SCM） Through Indicators： An Exploratory Study

Enterprises are looking to adapt to this scenario focusing on performance, seeking to improve the level of service and reduce costs in an attempt to differentiate and increase the perceived value of their customers. A strong partner to achieve these goals is the information technology （IT）. IT has an important role in the performance of companies, providing a flow of information that makes the supply chain more robust and resilient, without compromising efficiency. To achieve the objective of this research, a survey of the literature on the four models was studied and then a field research with professionals was conducted in the areas of IT and supply chain management （SCM） of various companies of Sao Paulo. To collect the data needed for analysis, we used the exploratory research of a qualitative nature. Thus, we conclude that the use of IT impacts supply chain in five surveyed areas as planning, manufacturing, suppliers, customers, and delivery but does not impact the return area.     

Applications of Business Process Management （BPM） in Chinese Firms： A Managerial Accounting Perspective

Based on a questionnaire survey, the aim of this paper is to explore the relationship of business process management （BPM） with managerial accounting system （MAS） and their economic performance consequences in Chinese firms. Statistical data show that more firms accept business process improvement （BPI） other than business process reengineering （BPR） and optimize their activity chains other than supply chains. Through the construction of three elements, i.e., goal-setting, monitoring, and incentive schemes, of MAS, the study finds that when implementing BPM, firms usually use accounting indexes to set goals of the effect of business processes and combine the goals with monitoring and incentive schemes. Statistical data also show that incentive schemes get the lowest usage degree compared with goal-setting and monitoring. In addition, there are differences in their managerial accounting usages for BPM among firms considering ownership, industry, and scale. The main finding of this paper is that BPM empirically brings favorable changes to firms＇ economic performance via managerial accounting in general, and via goal-setting, monitoring, and incentive schemes in particular.     

Impact of International Networks on Standardization Process in Banking Industry： Example of Secure Electronic Transaction （SET） Initiative

The purpose of this article is to present and interpret the case study of the secure electronic transaction （SET） scheme of Internet security, as an illustration of the necessary construction of interoperability solutions for financial services. The interpretation of case data with actor network theory （ANT） provides an illustration of power coalitions among banks to create a de facto standard for transnational electronic payment security on the Internet. After a step of protecting its political interests and well-known technological solutions, the coalition understands that its mission becomes a matter of life and death for its members： Brand-new currency has been invented on the Web and one could develop business and monetary transactions without the banks. This interpretative stage tells us much about the transnational mechanisms of regulation and standardization as well as the ＂translation＂ steps regarding these transnational organizations. However, an additional step has to be added to this interpretative step, a step of framework construction. The aim is to help managers of the transnational firms involved in regulations and standardization to anticipate the evolutions and make relevant decisions. The framework has three distinctive characteristics： the ability to help conception, the ability to help conceive problems ＂ex ante＂, and the ability to facilitate collective conception of strategic maneuvers.