The control dynamics of outsourcing involving an early-stage firm

Firms in the early stage of their organisational lifecycle experience challenges that shape the adoption of management controls. They are also recognised for their use of outsourcing. However, the accounting research has provided limited insight on how these control challenges and inter-organisational control concerns interact to influence the adoption of specific controls within an outsourcing relationship involving an early-stage firm. Exploration of this gap provides a key motivation for this paper. Contrary to existing management control and organisational science literature, we find a strong preference for new or enhanced action controls. Conversely, we find low levels of interest in result controls by managers within the buyer but not the supplier firm. These preferences influence inter-organisational control adoption within the frame of an incomplete outsourcing contract that emphasises flexibility in terms of relationship exit. Within the limits of a case study methodology, we argue that adoption of inter-organisational controls is shaped by tensions between the control challenges of early-stage firms, the control preferences of managers within these firms and inter-organisational control concerns. These findings have theoretical implications, expanding the Davila et al. [2009. Reasons for management control systems adoption: insights from product development systems choice by early-stage entrepreneurial companies. Accounting, Organizations and Society, 34 (3–4), 322–347] framework and the Merchant [1985. Control in Business Organizations. Boston, MA: Pitman] control typology into an ESF inter-organisational control context.     

Rationalities, domination and accounting control: A case study from a traditional society

Previous studies on management control in less developed countries have mainly concentrated on the state and privatised enterprises. Drawing upon Weber's work [Weber M. The protestant ethic and the spirit of capitalism. New York, NY: Scribner; 1958; Weber M. General economic history. New York, NY: Collier Books; 1961; Weber M. Economy and society: an outline of interpretive sociology (two volumes). New York, NY: Bedminster; 1968; Weber M. Economy and society. Berkeley, CA: University of California Press; 1978] on traditional society, and a Weberian framework developed by [Colignon R, Covaleski M. A Weberian framework in the study of accounting. Accounting, Organiztions and Society 1991;16(2):141–57], this paper seeks to understand ‘private management practices’, including accounting, in a stock exchange listed company (public limited company). The case study evidence indicates that organisational controls are biased to serve the dominant owners or family/sponsors of the company instead of general shareholders. The paper argues that family dominance is facilitated by the external and internal layers within which the company is operating. The greater understanding of traditional societies developed in Weber's works [Weber M. Economy and society. Berkeley, CA: University of California Press; 1978] is very useful in explaining why managers work to serve the family. Domination by family via trusted managers using accounting calculations instead of bureaucracy is highly relevant, as the case study shows. These findings are not dissimilar to those of previous studies conducted in privatised and family-owned companies in Bangladesh and elsewhere. The paper calls for more research on management accounting practices employing Weber's works, especially in traditional societies.     

No one is perfect: The limits of transparency and an ethic for ‘intelligent’ accountability

This paper draws on the work of Butler [Butler, J. (2005). Giving an account of oneself. New York: Fordham University Press] to develop a critique of the operation and adequacy of transparency as a form of accountability. The paper begins with an exploration of accountability as subjection explored through Lacan’s account of the social dynamics of recognition, and Freud’s account of guilt. This analysis then informs an exploration of what is argued to be our typically ambivalent embrace of transparency as a form of accountability. The final section of the paper investigates the potential for a more ‘intelligent’ form of accountability, grounded in an ethic of humility and generosity, made possible by a conscious acknowledgement of the ways in which I can never quite know what it is that I am doing.     

The use of organic models of control in JIT firms: generalising Woodward’s findings to modern manufacturing practices

Prior research indicates that technology plays an important role in the determination of management control systems. A fully developed JIT system represents a radical departure from the traditional approach to organising and managing mass production. In probing the management control implications of JIT, this study extends some well-established concepts from organisation theory to the modern manufacturing practices literature to develop a framework which suggests that mass production firms adopting JIT (a new technology) must abandon a mechanistic management control system and adopt an organic model of control. Findings from three case studies describing the control structures used in JIT firms are also presented as part of the theoretical and hypothesis development. In addition, survey results are reported which are highly consistent with the framework, indicating that Woodward’s findings (Industrial organization: theory and practice (2nd ed.). Oxford: Oxford University Press.) generalise (are robust) to a new technology. Finally, a preliminary examination into whether improvements in certain key areas are higher for those JIT firms utilising an organic model of management was performed and found to be consistent with expectations.     

A Critical Theory and Postmodernist approach to the teaching of accounting theory

This paper outlines my teaching philosophy for the Accounting Theory subject. A Critical Theory and Postmodernist approach is recommended, which makes full use of non-accounting “tangential” material [Boyce G. Critical accounting education: teaching and learning outside the circle. Critical Perspectives on Accounting 2004;15(4/5):565–86] and material from popular culture [Kell P. A teacher's tool kit: an introduction to social theory. In: Allen J, editor. Sociology of education: possibilities and practices. 3rd ed. Southbank, Melbourne: Social Science Press; 2004. p. 29–51 [chapter 2]; Nilan P. ‘Reality TV’? School students and popular culture. In: Allen J, editor. Sociology of education: possibilities and practices. 3rd ed. Southbank, Melbourne: Social Science Press; 2004. p. 306–21 [chapter 14]]. The paper discusses some classroom interactive activities, as well as interview results from interviews conducted with 11 international students and one Australian student at Charles Sturt University. The teaching approach proposed in this paper is to conduct classroom interactive activities which study theories and research results from a range of disciplines in order to illustrate key points that apply equally as much to accounting theories and the accounting research process, e.g. the Positive/Normative dichotomy. Classroom interactive activities are discussed in class using the “dialogical approach” to education recommended by Freire [Freire P. Pedagogy of the oppressed. London: Pelican; 1996], Kaidonis [Kaidonis MA. Teaching and learning critical accounting using media texts as reflexive devices: conditions for transformative action or reinforcing the status quo? Critical Perspectives on Accounting 2004;15(4/5):667–73], Boyce [Boyce G. Critical accounting education: teaching and learning outside the circle. Critical Perspectives on Accounting 2004;15(4/5):565–86], and Thomson [Thomson I, Bebbington J. It doesn’t matter what you teach? Critical Perspectives on Accounting 2004;15(4/5):609–28]. Once students gain experience in studying material from outside accounting, the interview results suggest that they are then better motivated [Wynder M. Creative management accountants: short case studies to promote creativity in the classroom. In: Paper presented at the Accounting and Finance Association of Australia and New Zealand annual conference; 2006] and better equipped to study and evaluate accounting theories.     

Hadfields Ltd: its annual general meetings 1903–1939 and their relevance for contemporary corporate social reporting

Little attention has been given to studies of the historical antecedents of corporate social reporting (CSR). The paper looks at the disclosures made by Hadfields Ltd and other British companies at the beginning of the 20th century, and finds that these included topics such as economic, political and industrial relations conditions, in a style analogous to that employed in CSR reporting today, during periods of difficulty and conflict for the reporting companies. The paper concludes that these findings support the argument that CSR may be less a reflection of a new relationship between companies and society than another form of what Milne calls ‘advocacy advertising’.     

An empirical study of the evidence for contingency theories of management accounting systems in conditions of rapid change

This paper continues the theme of Jones (Accounting, Organizations & Society, 10, 177–200, 1985) which described the findings of an empirical study of the changes introduced into management accounting systems following acquisition. It adopts a contingency theory perspective of the findings; relates them to existing hypotheses; and introduces a test of the theory involving measurement of the control relationships established between acquisition partners. Theoretical expectations for the adaptation of effective post- acquisition MAS are developed and related to success/failure.     

A LONGITUDINAL STUDY OF CHANGE IN THE ENGLISH NATIONAL HEALTH SERVICE

This paper reports the findings of a longitudinal comparative case study of three National Health Service (NHS) hospital Trusts in England, investigating the perceptions of clinical, managerial and accounting professionals towards changing cost accounting and performance measurement practices. It incorporates both qualitative and quantitative data analysis, and is based on a contextualist understanding of change management, utilising the content‐process‐context approach (Pettigrew and Lapsley, 1994) to investigate the influence of receptive versus non‐receptive contexts on change. The analysis reveals limited success in improving performance measurement practices (the content of change) in Trusts. Nevertheless the specific context within which change was operationalised was found to be very important, with central mangers playing a key role in influencing change. The process of change indicated slow shifts in clinical‐accountant‐managerial relations, partly driven by changes in financial flows within the organisations.     

Complementary choices and management control: Field research in a flexible production environment

This paper examines the complex relations between the production environment and management control system design. The complementarity principle is used to develop a theoretical framework for the field research. The devised framework identifies production characteristics that are relevant for management control system design and specifies the design in a flexible as well as a conventional production environment. Overall, the empirical evidence provided by three case studies is consistent with the predictions made in the framework. The results show that the management control system of the company operating in the most flexible production environment matches best the specified flexibility-complementing design. In addition, the high level of change with regard to non-complementary design aspects and the observed direction of these changes lend support to the stated expectations. However, the findings revealed by one case study demonstrate an apparent lack of complementarity and give insight into the related struggle within this company to improve the situation. The paper ends with a discussion of the opportunities and limitations of the described contributions.     

The importance of national culture in the design of and preference for management controls for multi-national operations

This study investigates the effects of national culture on firms’ design of and employees’ preference for management controls. Data for testing two hypotheses are collected from 159 Taiwanese managers working in six each of Japanese-, Taiwanese-, and U.S.-owned, size-matched, computers/electronics firms in Taiwan. Overall, the results are consistent with national culture affecting these firms’ design of and employees’ preference for seven management controls, though there also are anomalies. These findings are combined with prior research for identifying desirable improvements in research design and method, variable measurement and selection, and, most important, the theoretical foundation for culture-based research on management controls. ©     

Public sector risk managers and spending cuts: mitigating risks

This paper reports case study research, the results of which are used to consider whether councils have recognised the potentially substantially increased social risks they may create as they seek to reduce their spending in line with the UK Government’s programme of public sector austerity. It discusses the conceptual shift in the public sector risk management literature towards social risk management (SRM), presents empirical evidence of social risks and considers the approach to SRM developed by other organisations. It finds no evidence of SRM within the case study authorities and so advocates a shift in the public sector risk management culture from a preoccupation with defensive-institutional risk management practices to a more proactive social dimension. In so doing, it discusses the goals of SRM, the constraints limiting their achievement, metrics for measuring social risk, tools for mitigating social risk and the problems faced when operationalising SRM.     

Goliath Corporation: An instructional case in transfer pricing policy

This case illustrates some of the issues associated with setting firms’ transfer pricing policies. The simulation requires students to assume the roles of top management and divisional management for Goliath Corporation in negotiating transfer prices. The student playing the role of top management first selects a transfer pricing policy from four possible mechanisms: market-based, cost-based, negotiated, and dual-pricing. Given the top manager’s policy choice, divisional managers are then constrained to use that policy as they decide whether to purchase internally or externally based on their respective negotiations. In each negotiation, there is an ex ante best decision for Goliath as a whole. The case is thus useful in demonstrating how managers’ transfer price policy choices can lead to bad sourcing decisions.     

The evolution of management accounting routines in small businesses: a social construction perspective

This paper explores the development of management accounting in small firms through a social construction perspective. Taking Dirsmith’s (1998) (Dirsmith, M. W. 1998. Accounting and control as a solution to technical problems, political exchanges and forms of social discourse: the importance of substantive domain, Behavioural Research in Accounting, 10 (Supplement), 65–77) lead we examine the evolution of control and decision-making processes within four growth-orientated service sector businesses. Key to the perspective is the notion of the owner–manager and his/her employees as creators of management accounting routines that form through a cycle of action, externalization and habitualization. These routines still remain in the control of the originator and are flexible in nature. As the business grows these routines may become objectified into localized management accounting ‘facts’ and they may also be challenged by externally imported accounting conventions. This paper explores the creation of idiosyncratic accounting knowledge and the effects of its transmission over the history of the businesses.     

The birth of a nation: Accounting and Canada’s first nations, 1860–1900

The 1860–1900 period was both the “birth” of Canada but also the birth and institutionalization of a specific set of social relations between the federal government and First Nations peoples. This study examines the roles played by accounting and funding relations within the process of nation building. Throughout this formative period in Canada’s history, governance was attempted via the introduction of financial legislation and enacted by the Indian Department and agents in the field. As our analysis highlights, legislative initiatives, Indian Department pronouncements and the activities of agents imposed, enlisted and implied a variety of accounting technologies. This study not only explores how the federal government has used accounting/funding mechanisms in the attempt to translate government policy regarding indigenous peoples into practice but also provides a history of the present by examining the historical consequences of these interventions.     

The monetary model in the presence of I(2) components: long-run relationships, short-run dynamics and forecasting of the Greek drachma

This paper re-examines the long-run properties of the monetary exchange rate model using data for the drachma–dollar and drachma–mark exchange rates under the hypothesis that the system contains variables that are I(2). Using the recent I(2) test by Paruolo (On the determination of integration indices in I(2) systems. J. Economet. 72 (1996) 313–356) to examine the presence of I(2) and I(1) components in a multivariate context we find that the system contains two I(2) variables in both cases and this finding is reconfirmed by the estimated roots of the companion matrix (Do purchasing power parity and uncovered interest rate parity hold in the long-run? An example of likelihood inference in a multivariate time-series model. Juselius, J. Economet. 69 (1995) 211–240). The I(2) component led to the transformation of the estimated model by imposing long-run but not short-run proportionality between domestic and foreign money. Two statistically significant cointegrating vectors were found and, by imposing linear restrictions on each vector as suggested by Johansen and Juselius (Identification of the long-run and the short-run structure: an applicaion to the ISLM model. J. Economet. 63 (1994) 7–36) and Johansen (Identifying restrictions of linear equations with applications to simultaneous equations and cointegration. J. Economet. 69 (1995b) 111–132), the order and rank conditions for identification are satisfied, but the test for overidentifying restrictions was not significant only for the case of the drachma/mark rate. The main findings suggest that we reject the forward-looking version of the monetary model for the drachma/dollar case but not when the drachma/mark rate is used, a result that is attributed to the monetary and exchange rate policy followed by the Greek authorities since Greece's joining of the European Union. Furthermore, we test for parameter stability using the tests developed by Hansen and Johansen (Recursive estimation in cointegrated VAR-models. Working paper (1993) University of Copenhagen) and it is shown that the dimension of the cointegration rank is sample independent while the estimated coefficients do not exhibit instabilities in recursive estimations. Finally, it is shown that the monetary model outperforms the random walk model in an out-of-sample forecasting contest.     

Managing risk through the veil of ignorance

Background. We view overconfidence within risk management as a problem likely to manifest within philosophical preferences for anticipationism over resilienism, and in assumptions that risks are objectively real external powers or potentialities rather than subjective knowledge propositions. Methods. We argue that the realist tradition within Italian social theory, first crystallised by Niccolò Machiavelli and later elaborated by the sociologist Vilfredo Pareto, offers valuable lessons for corporate risk management praxis by demanding that we map out the complex relations between the risk subjectivities of risk managers, and their objective risk environments, from a standpoint of psychological and sociological realism which stresses the risk ignorance of practitioners. We caution that risk management efforts to improve risk subjectivities to achieve perfect veridicality to objective risk environments might often amount to a wishful bildungsroman of epistemological growth, reflecting the common aspirations of risk managers to demonstrate professional competence. We suggest that the profession should control this overconfidence problem by stressing the corrigibility of risk subjectivities with reference to sociological understandings that reflect on the widespread risk ignorance that can persist and even intensify where risk management effort is made. Results. Following the macrosociological framework sketched by Pareto, we show how two common ‘modes of uncertainty’ can be scrutinised for their adaptive fitness to two common types of risk environment. Conclusions. It can be helpful to think sociologically of organisations as engaging with some highly significant strategic risks blindly through a veil of ignorance.     

Budget emphasis,participation, task difficulty and performance: the effect of diversity within culture

Recent research on the impact of national culture on control systems had overlooked two important aspects. First, while cross-cultural studies have saturated mainly Anglo-American and Asian nations, other important cultural regions, such as the Nordic cultural group, have largely been overlooked. More importantly, the impact of the diversity within national culture, brought about by the diversity of the population, in terms of ethnic background, religion, language and egalitarianism, has also not been considered. With a low power distance and moderate individualism culture, and relatively centralised and formalised industrial relations systems which emphasise democratic work environment, Norwegian managers' budgetary participation is expected to be high. More importantly, as the Norwegian culture is old and the society homogeneous in terms of ethnic background, religion and egalitarianism, the diversity within the Norwegian culture is likely to be much lower than those of the newer, and much more ethnically diverse, societies.such as Australia and Singapore. Consequently, Norwegian managers' participation is expected to range from medium to high, rather than from low to high. Since high participation situations are common in Norway, prior studies' findings pertaining to high participation situations are expected to be supported in Norway. In contrast, since low participation situations are rare in Norway, prior studies' findings pertaining to low participation are unlikely to be supported in Norway. These expectations are supported by the results of this study.     

Short and long translations: Management accounting calculations and innovation management

Management accounting calculations relate innovation to the firm through translations where both can change. Based on examples of the management of innovation from three firms the study shows how management accounting calculations rather than describe the properties of innovation add perspective to them mediating between innovation concerns and firm-wide concerns. This mediation happens through short and long translations. In short translations, management accounting calculations extend or reduce innovation activities via a single calculation. In long translations innovation activities are problematised via multiple calculations. When calculations challenge each other in long translations they problematise not only what innovation should be, but also where it should be located in time and space. In the three examples, calculations mobilised alternative propositions about the relevance of technical artefacts and linked this to innovation strategy and sourcing strategy in the firm’s inter-organisational relations. Tensions between calculations associated with technological, organisational and environmental entities framed considerations about the value of innovation to the firm strategically differently. All this happens because management accounting calculations are partial rather than total calculations of firms’ affairs and value.     

Information and the transnational SME controller

One of the issues that face the small- and medium-sized enterprise (SME) when expanding is the ‘control’ issue and this paper investigates and presents preliminary evidence of ‘controlling’ or ‘management accounting’ practice in a transnational SME. Wibsey, the site of the case, is now a small group of companies that have expanded from a U.K. base into 10 European countries. This expansion has posed complex problems, which have increased the information requirements of the SME. The contextual issues of complexity and resulting challenges for the transnational organization in its management accounting, information and control systems are considered. Wibsey uses traditional management accounting as the basis of supporting decision-making in the group and a lower level of information need is reported, in contrast to Dent (1996) (Dent, J. F., 1996. Global competition: challenges for management accounting and control,Management Accounting Research , 7(2), 247–269), because the group chooses to maintain a traditional ‘accounting-led’ evaluation system in controlling and evaluating its transnational operations.