BACKGROUND AND DEVELOPMENT TRENDS OF INTEGRATED ACCOUNTING INFORMATION IN THE MANAGEMENT SYSTEM

10.12737/3802 ◽  
2014 ◽  
Vol 9 (1) ◽  
pp. 22-27
Author(s):  
Мальсагов ◽  
Idris Malsagov
Keyword(s):  
Sustainable Development ◽  
Strategic Management ◽  
Management System ◽  
Management Accounting ◽  
Accounting Information ◽  
Central Place ◽  
Economic Sectors ◽  
Market Positioning ◽  
Demographic Situation ◽  
Strategic Objectives

Developing strategic management at the micro - and meso-levels on the example of holding structures of priority economic sectors, we should identify the critical areas, conjugate between a scientific tasks, the solution of which, in our view, would let to design and develop a new concept of integrated strategic management accounting, analysis and control. As deeper one or another direction of management accounting is developed, so more we determined the points of contact to him with information for other systems: forecasting, planning, budgeting, monitoring, analysis and etc. Therefore, even the main stages on the formulation of management accounting in the enterprise can not be perfectly adapted for each specific case. The necessity to integrate the information to solve the strategic problems led to the development of so-called integrated accounting and reporting systems. The article considered the theory and the possibility of rationale integrated accounting information in the management system, the central place in which is allocated to the strategic reporting and its indicators, developed in accordance with the concept of sustainable development of organizations. The formation of goals and enterprise strategies growth influence: economic and political situation in the country; demographic situation and social problems; suppliers, customers and the company’s market positioning; competition; demographic situation; as well as legislative and regulatory acts. It is clear that the formation of information, on which base management decisions is taken, is affected by a set of strategic objectives, which are carried out within the framework of current and operational management. It is necessary to focus on the performance indicators so thar to achieve sustainable development of the organization in the future.

Linking strategic management accounting and quality management systems

2018 ◽  
Vol 24 (6) ◽  
pp. 1302-1320 ◽  
Author(s):  
Leonardo Sedevich-Fons
Keyword(s):  
Quality Management ◽  
Strategic Management ◽  
Management System ◽  
Quality Management System ◽  
Management Accounting ◽  
Simultaneous Application ◽  
Content Type ◽  
Area Of Interest ◽  
Strategic Management Accounting ◽  
Joint Consideration

Purpose Quality management is gradually becoming an area of interest among management accounting practitioners and scholars because of its significant effects on performance and increasing adoption by organizations. Therefore, the purpose of this paper is to explore the relationships between these two broad disciplines and provide guidelines for their joint consideration. Design/methodology/approach Two specific management innovations are analyzed in detail: strategic management accounting (SMA) and ISO 9000 quality management system (QMS). Such an analysis includes a literature review of both frameworks, the identification of benefits associated with their simultaneous application and the design of a comprehensive model integrating their individual principles. Findings It is concluded that these management schemes are compatible and complementary from a theoretical standpoint; and that, therefore, their combined implementation might help organizations improve overall performance. It is also argued here that their use in conjunction could facilitate the spread of SMA techniques and the full exploitation of QMSs. Originality/value A new management system proposing the incorporation of SMA tools into traditional QMSs is introduced, and some recommendations for its practical use are presented.

scholarly journals Audit in ensuring the effectiveness of tourism management

2020 ◽  
Vol 29 (4) ◽  
pp. 755-764
Author(s):  
Karina O. Nazarova ◽  
Volodymyr Yu. Hordopolov ◽  
Svitlana V. Sakhno ◽  
Mariia O. Nezhyva ◽  
Taras Yu. Furman
Keyword(s):  
Sustainable Development ◽  
Economic Development ◽  
Management System ◽  
Management Accounting ◽  
Effective Interaction ◽  
Tourism Industry ◽  
External Audit ◽  
Tourism Management ◽  
Business Analysis ◽  
Vector Direction

Due to the spread of the coronavirus pandemic, the losses of the tourism industry in Ukraine in 2020 are estimated at more than 1.5 billion dollars. USA. The current situation requires an adequate response from the government and business, which leads to an increased need for the use of scientific tools to justify the options for optimal economic development and relevant management decisions. Under such conditions, the key to sustainable development of the tourism industry should be the maximum use of management tools: management accounting, analysis and audit, implemented in the concept of their effective interaction. The aim of the article is to improve the theoretical and praxeological principles of management accounting, analysis and audit in the tourism management system, by developing the concept of their synergy and substantiation of prospects for implementation as a key imperative for sustainable development of the tourism industry. The economic and social significance of tourism in modern conditions is determined by the fact that the tourism business contributes to economic development, developing related industries, promotes employment, growth of gross domestic product, is a significant source of foreign exchange earnings. Experts from the World Tourism Organization emphasize the historical sustainability of tourism and its ability to create jobs after crises, and emphasize the importance of international cooperation and ensuring that the sector becomes a central part of the recovery effort after the coronavirus pandemic. To increase the efficiency of the tourism industry, as an imperative for sustainable development of the national economy, it is advisable to use such management system tools as management accounting, analysis and audit, implemented in the concept of effective interaction. The article identifies the place of a separate concept in the formation of the paradigm of management accounting, analysis and audit. One of the concepts that contributes to the modern audit paradigm is the concept of synergy between internal and external audit proposed in this study. A qualitative feature of the proposed concept is the two-vector direction of its action, as it is aimed at meeting the needs of internal and external users of information, which fundamentally distinguishes it from other concepts of audit. The proposed scheme of management of the tourist enterprise on the basis of interaction of administrative accounting, business analysis and audit will promote their practical realization in activity of the subject of tourist business. One of the concepts that contributes to the modern audit paradigm was the concept of synergy of internal and external audit proposed in this study. A qualitative featureof the proposed concept is the two-vector direction of its action, as it is aimed at meeting the needs of internal and external users of information, which fundamentally distinguishes it from other concepts of audit. The practical implementation of the interaction of management accounting tools, business analysis and audit at the micro level will also be facilitated by the developed scheme of tourism enterprise management based on the interaction of management accounting, business analysis and audit.

scholarly journals Impact of a Balanced Scorecard as a Strategic Management System Tool to Improve Sustainable Development: Measuring the Mediation of Organizational Performance through PLS-Smart

2020 ◽  
Vol 12 (4) ◽  
pp. 1365 ◽  
Author(s):  
Muhammad Rafiq ◽  
XingPing Zhang ◽  
Jiahai Yuan ◽  
Shumaila Naz ◽  
Saif Maqbool
Keyword(s):  
Sustainable Development ◽  
Strategic Management ◽  
Organizational Performance ◽  
Balanced Scorecard ◽  
Management System ◽  
Structural Equation ◽  
Positive Influence ◽  
Equation Modeling ◽  
Financial Measures ◽  
Financial Performance Measures

The study was carried out to investigate the empirical effect of a strategic management system on sustainable development by using a balanced scorecard (BSC), as a theoretical lens, and organizational performance, as an intervening variable. The study incorporated a positivism research paradigm in order to address the objective nature of research. As the current study has an empirical and impartial nature, a quantitative method was considered the best method for achieving the research objectives of the study. The study used questionnaires as a data collection instrument. In total, three hundred questionnaires were disturbed among Chinese power companies based in Pakistan. A stratified-random sampling approach was adopted to reach relevant respondents. Partial least squares-structural equation modeling was used for statistical analysis. BSC indicated a positive influence on sustainable development. Additionally, organizational performance depicted partial mediation between the strategic management system and sustainable development. The study underpins the theoretical foundation of a resource-based view (RBV) and a balanced scorecard view of the strategic management system. The findings suggest that non-financial measures have better consequences for employees’ performance, making them ecologically responsive, unlike the financial performance measures used previously. The study suggests taking measures related to wastage and usage of inimitable resources that focus on in-addition rather traditional measures, which can allow sustainable development.

Promoting sustainable development in higher education institutions: the use of the balanced scorecard as a strategic management system in support of green marketing

2020 ◽  
Vol 21 (7) ◽  
pp. 1477-1505
Author(s):  
Paulo Fuchs ◽  
Carlos Raulino ◽  
Diogo Conceição ◽  
Samara Neiva ◽  
Wellyngton Silva de Amorim ◽  
...  
Keyword(s):  
Higher Education ◽  
Sustainable Development ◽  
Strategic Management ◽  
Balanced Scorecard ◽  
Management System ◽  
Higher Education Institutions ◽  
Marketing Strategies ◽  
Green Marketing ◽  
Content Type ◽  
The Balanced Scorecard

Purpose Sustainability is understood as a complex and integrating area, involving the most diverse areas and fields of knowledge. Because of the innumerable socio-environmental challenges in the current scenario, a sustainable development that finds the necessary changes and advances for communities, industry and the various stakeholders involved is required. In this process of promoting sustainable development, universities stand out for being institutions capable of taking an analytical and questioning look at the directions of the society in which they are inserted and not just helping them to pursue them, serving as a model and living laboratory for the implementation of greener practices in cities. One of the actions that contributes to the consolidation process of a more sustainable university and the development of the green campus is the use of green marketing, understood as a set of all the practices that involve conventional marketing, focused on the search to reduce the negative impact or promote positive effects on the relationship between the institution and the environment. This paper aims, based on the balanced scorecard (BSC), to propose a strategic management tool as support for green marketing strategies, thus promoting, more quickly, the promotion of sustainable development in higher education institutions (HEIs). Design/methodology/approach Four universities were chosen, from the literature, in terms of best practices for sustainable development, where the main dimensions used by green marketing were mapped. Based on them, the BSC structure was adapted to enhance its strategies. Findings To achieve the objective of this work, this paper proposed an adaptation of the original BSC for better management of green marketing strategies for universities, based on four dimensions: community members, university members, product and strategy. Originality/value The main contribution of this paper is to propose a BSC as a strategic management system focused on the green marketing of universities to accelerate the promotion of sustainable development in HEIs.

scholarly journals AKUNTANSI MANAJEMEN LINGKUNGAN, ALAT BANTU UNTUK MENINGKATKAN KINERJA LINGKUNGAN DALAM PEMBANGUNAN BERKELANJUTAN

2017 ◽  
Vol 17 (3) ◽  
pp. 279
Author(s):  
Dian Imanina Burhany ◽  
Nurniah Nurniah
Keyword(s):  
Environmental Management ◽  
Sustainable Development ◽  
Environmental Performance ◽  
Management Accounting ◽  
System Development ◽  
Accounting Information ◽  
Environmental Accounting ◽  
Manufacturing Companies ◽  
Environmental Aspect ◽  
Environmental Management Accounting

Sustainable development contains three aspects those are ecological, social and economic. With increasing of environmental damages, ecological/environmental aspect is being an important concern. In this regard, environmental management accounting can help management to improve company’s environmental performance to support sustainable development. This study aims to determine management’s understanding about importance of environmental performance in sustainable development, identify environmental accounting information is needed by management, determine accountant’s understanding about environmental management accounting, and measure effectiveness of environmental management accounting in improving environmental performance. Analysis method uses descriptive verificative by simple regression analysis. Sample are 28 manufacturing companies in Bandung and Makassar. The study result shows that: (1) Management sufficiently understand about importance of environmental performance in sustainable development, (2) Environmental management accounting information that are the most needed by management are the amount of energy consumed, waste disposed, generated and processed, cost of evaluating and selecting waste processing equipment, system development, and cost of audit, regulation and waste, (3) Management accountant sufficiently understand about environmental management accounting, and (4) Environmental management accounting is effective to improve environmental performance.

scholarly journals Strategic management accounting: information application areas and instruments

2020 ◽  
Vol 21 ◽  
pp. 5
Author(s):  
Kamilė Medeckytė ◽  
Daiva Tamulevičienė
Keyword(s):  
Decision Making ◽  
Strategic Management ◽  
Management Accounting ◽  
Accounting Information ◽  
Strategic Decision ◽  
Enterprise Management ◽  
Strategic Decision Making ◽  
Strategic Management Accounting ◽  
Development Concept ◽  
And Performance

he application of strategic management accounting instruments in corporate governance is a significant tool for gaining a competitive advantage, increasing the existing market share, and improving the company’s performance. The article examines the development, concept, and significance of strategic management accounting. There are five areas of strategic management accounting: 1) costing; 2) planning, control, and performance measurement; 3) strategic decision-making; 4) competitor accounting; 5) customer accounting. The main instruments of each area, their advantages, challenges of implementation in enterprise management, and benefits for the efficiency of the organization have been identified.

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