Management accounting texts in New Zealand: the need for a paradigm shift

This paper questions the dominance in textbooks of a management accounting grounded largely in neo-classical economics and scientific management. In New Zealand the most popular textbook used in introductory management accounting courses is Horngren and Foster's Cost Accounting - a Managerial Emphasis.The current seventh edition of the text, although extensively used, is not regarded as adequate for the purpose by many New Zealand educators. The text is seen as being rootd firmly in the traditional understandings of the role of management accounting which are subject to increasing challenge. Other popular texts which are influencing the content of management accounting courses also are reviewed. We conclude that, despite much criticism over many years, modern textbooks have failed to evolve; change is overdue.     

Short reviews

Charlie Mason, 1988: Government Restructuring of Vocational Education and Training 1981-1987. School for Advanced Urban Studies. £6.50

Confederation of British Industry, September 1988: Building a stronger partnership between business and secondary education: Report of the CBI Business/Education Task Force.

CBI member's price £25, non-member's price £50.

Amin Rajan with Julie Frayatt, 1988: Create or Abdicate: The City's Human Resource Choice for the 90's. Brighton: Institute of Manpower Studies, £25.

Jim Brown and Lydia Baker, 1989: Co-operative Training & Development: Measuring Success. London Co-operative Training, £2.95.

OECD, 1988: Measures to assist the long-term unemployed; recent experiences in some OECD countries, £7.50.     

Multinational corporate social policy process for ethical responsibility in sub-Saharan Africa

The article identifies the challenges that multinational corporations (MNCs) from the developed world face in sub-Saharan Africa and examines the direct foreign-investment and development interests of the region. In light of these challenges and interests, it also explores answers to the question “What is to be done?” The occurrence of MNCs' operations in culturally pluralistic societies suggest that they use, as the basis for a corporation-formulated regional code of conduct, a value-based corporate social policy process. That process should embody utilitarian and situation ethics in the exercise of MNCs' prima facie operations and of their responsibilities to society. For the African normative environment, the appeal of this approach is substantiated by the notion that both utilitarian and situation ethics are at once consistent with the region's investment codes, development interests, and value systems. But more than that, utilitarian and situation ethics are consistent with corporate social policy process and can assist MNCs to meet effectively their social responsibilities by helping them reverse the economic stagnation of most of the continent. However, because deontological (that is, Kantian) ethics emphasize autonomous actions that satisfy individual goals, they are largely at odds with sub-Saharan African value systems that typically emphasize the ethnic group (heteronomy) rather than the self. MNCs would, therefore, do well to de-emphasize their use in the region.