Risk Management in Small- and Medium-Sized Businesses and How Accountants Contribute*

We investigate how owners of small- and medium-sized enterprises (SMEs) perceive, make sense of, and practice risk management. Drawing on Schatzki's practice theory, we theorize on how and why risk management happens in SMEs. Thus, we fill a gap in the extant literature, which focuses almost exclusively on risk management within large organizations. We interview entrepreneurs and conduct site observations to gain insight into their risk management activities, the drivers that lead to the adoption of said activities, their attitudes toward risk management, and how their accountants may shape and contribute to risk management in SMEs. We find that rather than a specific set of formal processes, entrepreneurs view risk management as a mindset that emphasizes the preservation of key assets, creation of competitive advantages, and development of local talent and expertise. We observe practices that are mainly informal yet planned, deliberate, and fully integrated within the fabric of organizations that align with ideal forms of risk management. We also find that full-time, in-house accountants do help entrepreneurs with risk management, while external accountants, whose main activities relate to financial statement preparation and tax filings, do not systematically help entrepreneurs manage risk. We contribute to both the theory and practice of risk management by sharing empirical insights into how SME owners perceive, make sense of, and manage risk.     

MAPS: A Planning System for International Market Entry

This paper describes an international marketing expert system that helps managers make strategic decisions regarding market entry. The system is called MAPS, for MArket-entry Planning System. MAPS is being developed using a combination of AI knowledge representations (i.e. rules, semantic networks, text-analysis techniques) and multi-attribute decision models based on weighted linear algebraic formulas for judgment and evaluation. Previous research by the author and colleagues resulted in several components of MAPS, developed largely as stand-alone products. These components were developed using a shell called CEVAL (Candidate Evaluator). CEVAL and other AI tools are currently being used to integrate the components into a comprehensive system that addresses most of the major issues facing international market planners. This system serves both an educational and a decision-support purpose.     

Assessing a Perfect European Optimum Currency Area: A Common Cycles Approach

In this paper we introduce a new definition for an optimum currency area (OCA) which is more restrictive than the previous ones. Indeed, using both a cointegration and a common cyclical feature analysis in a VAR(p)framework, a set of countries is said to constitute a perfect OCA if theshort-run dynamics is perfectly correlated while long-run relationships arenot constrained. Using seasonally unadjusted industrial production indicesfor the period 75:M1 to 97:M4, we show that European countries are notsufficiently related to fit our definition.     

Europe facing its futures

This paper presents a distinctly European view of both futures study and the foremost challenges to be met chiefly in the field of energy and technology. The prospective approach is distinguished from the forecasting approach. The relative decline of U.S. power may prove to pose more serious long-term problems for Europe than its rising energy bill.     

MANAGEMENT CONTROL: THE ROLES OF RULES,MARKETS AND CULTURE[1]

This paper addresses the question of efficacy of Management Control Systems in organizations. It shows that control systems are based on a combination of three underlying approaches — markets, rules and culture — in order to obtain desired behaviours from organizations’ members. These three approaches are then discussed in terms of Hofstede's work-related values characterization. It is shown that each firm or organization defines its own balance among the three bases of control identified above. This balancing is dynamic and organizations must continuously adapt their Management Control Systems to changes in the overall culture(s), in technology and in the competitive forces. The general evolution of Management Control Systems is seen to be towards a lessening of the importance of rules-based controls and towards an increased reliance on controls imbedded in the organizational culture. ^{[2] [2]} We are grateful to Kavasseri V. Ramanathan, Richard B. Peterson, Jeremy Dent, to the participants of the EIASM ‘Accounting and Culture’ Workshop, and to Geert Hofstede for their advice, encouragement and cogent criticism. Financial Support of the Accounting Development Fund at the University of Washington is gratefully acknowledged.