Management Accounting Lag

Kaplan (1984) claimed that there has been little innovation in the last sixty years in the design and implementation of management accounting systems. Current systems lag changes in manufacturing processes. This paper provides a framework to explain that this lag in organizations may be due to the perceived greater complexity and lesser relative advantage, compatibility, trialability and observability of administrative (e.g., accounting) innovations as compared with technical innovations. The empirical research not only supports the existence of an accounting lag, but also suggests that there may be a substantial reward for those organizations that can remedy it.     

The Recession of 1980 and its Causes*

During 1980 total output fell by 5% per cent and manufacturing output by 16 per cent. By May 1981 manufacturing output was 20 per cent below its 1979 peak level. in this Briefing Paper we use the London Business School model to explain the current recession. We conclude that the main identifiable came was the rise in the price of oil. but output was also affected by the increase in VAT and the reductions in public investment. Those cawes directly explain a reduction in output of about 3 per cent in 1980 compared with what might otherwise have happened. We suggest that additional links (not fully incorporated into the model) increased the impact of those shocks and led to the severe fall below potential output. The first part of the paper describes briefly the events of I979 and 1980. in the second part we ask how far the economic developments were predictable and in the third part we set out our explanations.     

Education Voucher Schemes — Strong or Weak?

With Sir Keith Joseph's espousal of a limited educational scheme, debate on vouchers has moved from their desirability to means of implementing them. Professor Peacock, one of the early British pioneers of the voucher, offers a 'strong' and a 'weak' approach.     

How Not to Cut Education Expenditure

Cuts in education expenditure would be more effective if designed to increase efficiency from teaching staff. Competition between teachers to attract fees at full market rates would do more to save money than any simple budget cut.     

Economic Viewpoint: Does broad money matter?

Last October the Chancellor of the Exchequer suspended the target for the broad money supply (£M3). It was reinstated in this year's Budget with a range of 11 to 15 per cent. Its growth is currently exceeding even that apparently generous target. (On the terms of the original Medium-Term Financial Strategy in 1980, the growth should have been cut to 5 to 9 per cent by 1983–4.) Does this rapid growth of £M3 matter? Does it raise the threat of higher inflation some time in the future, or can the government now readily abandon £M3 completely and concentrate instead on some other measure of the money supply – or indeed abandon monetary targeting altogether? The relevance of £M 3 as an intermediate target depends on whether there is a stable demand for it. We report econometric evidence which suggests that there is a stable demand for £M3, which depends, among other things, on the rate of inflation. We believe that the unexpectedly rapid growth of the money supply since 1981 partly reflects an adjustment of desired money balances to lower inflation. But once this process of adjustment is complete, monetary growth must be brought to far lower levels. We conclude that the government should continue to use £M3 as an intermediate target, supported, as at present, by a narrow measure.     

Marketing Culture and Customer Retention in the Tourism Industry

During the last few years considerable attention has been focused on the essence of cultivating a culture which fosters the effective operationalisation of marketing practices in tourism firms. This issue is considered an important source of competitive advantage in the tourism industry where sophisticated marketing is still in its developmental stages. Considering the high level of interaction between a tourism firm and its customers, the significance of effective marketing activities cannot be overstated. In addition, maketing academics and managers assert that a strong marketing culture will lead to customer retention via customer satisfaction. This study is based on an empirical examination of the link between UK tourism firms’ marketing culture and customer retention. Our results reveal a moderately strong relationship between marketing culture and customer retention. Finally, implications of the findings for tourism managers and avenues for future research are discussed.     

The Differing Nature of Consumerism in the Ghetto

Does a consumer movement that is white and middle class benefit those who are not white and not middle class? This paper argues that the movement is not likely, and perhaps ought not, to have major impact on ghetto consumer problems since those problems too often are qualitatively, not just quantitatively, different from those of the white middle class. Middle class misunderstanding of disadvantaged consumers' problems offers the strong suggestion that middle class involvement in problem solutions may make the situation worse not better.