Factors influencing the role of management accounting in the development of performance measures within organizational change programs

Many companies are undergoing organizational changes encompassing innovative approaches to organizing production processes, restructuring work practices and developing new planning and control mechanisms. This paper explores the role that management accounting played in the development of performance measurement systems within five organizations implementing change programs. The major case study is of a large manufacturing firm undertaking changes which included the development of team structures, the adoption of a customer-focused strategy and the implementation of new performance measurement systems. In this company, a lack of integration of operational performance measures with strategic priorities contributed to poor integration of team activities with overall strategy. The paper proposes five interrelated factors that may help explain the extent to which management accountants contribute to the development of integrated performance measures and change programs. Case evidence drawn from a further four firms is presented to provide some validation of conclusions drawn from the primary case study.     

Smart work and hard work: explicating a learning orientation in strategic management accounting

This paper examines the skills and aptitudes necessary to undertake a strategic management accounting project. It argues that individuals involved in such projects are required to work both smart and hard. This argument is developed theoretically by reference to the work of educational psychologists who have identified two different types of goal orientation which people pursue in achievement situations: the learning orientation and the performance orientation. Evidence that strategic management accounting requires a learning orientation is provided by means of a case study which describes its use in a competitive tendering situation. This is followed by a discussion of the potentially symbiotic relationship of strategic management accounting and organizational learning. The discussion leads to the specification of a research agenda that may have significant implications for the practice and learning of management accounting.     

会计准则变更与资产减值计提行为分析

本文以2007年1月1日开始实施的新会计准则为研究背景,分析资产减值准则对资产减值计提行为的影响。结果发现:减值前亏损的公司会以转回资产减值进行盈余管理来避免亏损,减值前亏损且无法以转回资产减值避免亏损的公司会以计提资产减值从事大洗澡行为,为下一年盈利做准备;新会计准则的实施并不能有效遏制上市公司的扭亏盈余管理行为,但能够遏制上市公司的大洗澡盈余管理行为。     

Broadening management accounting education: more theory,more practicality ∗

There are two widespread beliefs among management accountants. Management accounting should be practical, and education for doing the job the management accountant actually does should include topics which would require extensive training in theory. The two beliefs are not inconsistent. Management accounting education starting from theory and moving to its application could be far more practical than education without theory in applying predefined techniques.     

基于管理会计导向的先进管理系统：商业银行信息化战略定位

当前,国内银行纷纷借鉴西方商业银行的发展模式与经验,引进ERP管理信息系统。商业银行选择国内外ERP管理信息系统的核心标准是ERP管理信息系统能否真正实现商业银行资源有效配置与充分利用。商业银行会计包括财务会计与管理会计两大体系：商业银行管理会计是商业银行面向未来资源配置与利用的价格信号机制：商业银行财务会计是商业银行过去资源配置与利用的会计。基于管理会计导向的先进管理系统是商业银行信息化的战略定位。商业银行管理会计体系是以商业银行战略管理框架为基础。围绕为企业战略决策提供决策信息的管理会计内在逻辑来构建价值创造型商业银行管理会计体系。     

Analysing the Institutional Logic of Late DRG Adopters

Abstract: This study investigates how institutional logics that are prevalent in an organizational field influence change in management accounting. More precisely, we examine the institutional logics of late DRG adopters through which organizations attempt to address the pressures imposed by the institutional field of health care. Specific attention is also paid to the way in which organizations operate at different institutional levels and what kinds of interrelationships exist between these levels. Such developments may at least partially explain why the implementation and adoption of DRG–based accounting systems in Finnish health care took almost twenty years.     

创业模式转型、组织变革与人力资源管理实践——基于扎根理论的定性研究

具有潜力的创业企业在快速发展的过程中都会经历一次由"个人创业"到"公司创业"的转变。组织变革是实现这种创业模式转型的重要手段,而人力资源管理实践活动则是在员工层面具体实施这一战略目标的核心管理工具。采用扎根理论方法对创业企业组织变革中人力资源管理实践策略的研究表明,中国创业企业并非简单零散地进行人力资源管理活动,尤其在企业创业转型这一背景下,企业中确实存在具有明确目的并协调一致行动的人力资源管理策略组合。创业企业以此来转变员工的角色与行为,服务于组织变革的整体战略任务。     

浅议核算型会计向管理型会计的转化

当前管理会计已为企业管理者所接受,管理会计的一些方法也正在为会计工作所应用,但管理会计的完善发展仍受着制约。本文拟对核算型会计向管理型会计转化的问题作一些探讨。     

商业银行推行成本管理会计的思考

我国商业银行对成本管理会计不够重视,信息系统基础薄弱,成本资料欠缺,高素质的成本管理会计人才稀缺,内部资金的转移价格难以确定,业绩评价体系的合理性与有效性难以平衡。商业银行要推行成本管理会计就要提高各商业银行职工对成本管理会计重要性和复杂性的认识;尽快建立专门的组织机构,着力培养或引进高素质的专门人才,制定或完善规章制度;实行全面成本管理,实现分部门、分产品、分客户的管理;运用计算机技术,实现业务流程再造;强化利率——产品定价机制,合理确定内部资金转移价格;提高数据质量,建立和完善相关信息系统。     

The Main Determinants of the Use of the Cost Accounting System in Portuguese Local Government

Abstract: This paper explores the main determinants of the use of the cost accounting system (CAS) in Portuguese local government (PLG). Regression analysis is used to study the fit of a model of accounting changes in PLG, focused on cost accounting systems oriented to activities and outputs. Based on survey data gathered from PLG, we have found that the use of information in decision‐making and external reporting is still a mirage. We obtain evidence about the influence of the internal organizational context (especially the lack of support and difficulties in the CAS implementation) in the use for internal purposes, while the institutional environment (like external pressures to implement the CAS) appears to be more deterministic of the external use. Results strengthen the function of external reporting to legitimate the organization's activities to external stakeholders. On the other hand, some control variables (like political competition, usefulness and experience) also evidence some explanatory power in the model. Some mixed results were found that appeal to further research in the future. Our empirical results contribute to understand the importance of interconnecting the contingency and institutional approaches to gain a clear picture of cost accounting changes in the public sector.     

Exploring a `non-financial' management accounting change

Many normative calls have appeared for including strategic non-financial measures into management accounting systems. This paper explores the emergence of non-financial measures in the organizational context of Lever Industrial-U.K., a service-oriented British chemicals company. Tracing the mechanism of this management accounting change, the study identifies the dynamic forces which are driving it. The paper points at the systematization of non-financial measures as an essential phase of the change process. However, the paper also suggests that non-financial measures become a powerful vehicle for focusing interactive management control into the organization's strategic uncertainties. This interactive `Focus Potential' of non-financial measures goes beyond their diagnostic role as strategic controls.@e$g0     

我国会计电算化存在的问题及对策

我国会计电算化存在的问题有:对会计电算化认识不到位,会计电算化基础管理工作十分薄弱,缺乏会计电算化专业人才,会计软件存在缺陷。因此,我国应采取进一步完善会计电算化的配套法规,创造良好的会计信息系统运行环境,建立健全内部控制制度,加大对"复合型"会计电算化人才的培养等对策,以便使我国会计电算化尽快得到推广和应用。