How to institutionalise language change in management accounting: the influence of acceptance and belief in the case of 'value creation accounting'

2021 ◽  
Vol 9 (1) ◽  
pp. 63
Author(s):  
Philipp Hummel
Keyword(s):  
Value Creation ◽  
Language Change ◽  
Management Accounting

Value Creation in Management Accounting and Strategic Management

2017 ◽  
Author(s):  
Satoshi Sugahara ◽  
Nabyla Daidj ◽  
Sumitaka Ushio
Keyword(s):  
Strategic Management ◽  
Value Creation ◽  
Management Accounting

scholarly journals Value Creation Through Management Accounting Practices in Large Thai Manufacturing Companies

2019 ◽  
Vol 19 (2) ◽  
pp. 395-406
Author(s):  
Kanitsorn Terdpaopong ◽  
Nimnual Visedsun ◽  
Kanibhatti Nitirojntanad
Keyword(s):  
Value Creation ◽  
Management Accounting ◽  
Manufacturing Companies

scholarly journals BUSINESS VALUE CREATED BY MANAGEMENT ACCOUNTING

2018 ◽  
Vol 6 ◽  
pp. 76-80
Author(s):  
Marius Costin Daraban
Keyword(s):  
Value Creation ◽  
Value Chain ◽  
Management Accounting ◽  
Value Added ◽  
Business Value ◽  
Business Organization ◽  
Creation Process ◽  
Value Contribution ◽  
Business Support ◽  
Value Creation Process

Porter stated in his value chain concept that business support activities are contributing to the value creation process of a business organization. In the “classical view” business support activities are considered as indirect productive and not having a clear and direct contribution to the business organization value chain. The information age has enabled and leveraged business support activities to become decisive contributors to the value creation process of any business. Can this value contribution be somehow determined or quantified? Management accounting is a classical business support activity that contributes to the business organization value chain. Through usage of value management and value driven performance indicators, the value contribution can be determined and quantified.  The present paper is highlighting one possible alternative to determine the value contribution by using indicators like economic value added and economic profit. The value-based approach is putting indirect productive business activities into a new position, the one of a clear and important business value creator that cannot be ignored in the 21st century, a century driven by data, a nd information and knowledge that can sustain a decisive sustainable competitive advantage.

scholarly journals The changing role of management accounting systems towards value creation

2008 ◽  
Vol 2 (1) ◽  
pp. 7-30 ◽  
Author(s):  
Edita Gimžauskienė ◽  
Loreta Valančienė
Keyword(s):  
Value Creation ◽  
Balanced Scorecard ◽  
Management Accounting ◽  
Accounting System ◽  
Activity Based Costing ◽  
Modern Management ◽  
Implementation Level ◽  
Changing Role ◽  
Management Accounting System

Value concepts with a multi-stakeholder approach in the management accounting field are the subject of recent interest. The most popular management accounting conceptions, namely, activity-based costing (management) and balanced scorecard, reveal how the changed management accounting role integrates a focus on three key stakeholder groups: employees, customers and shareholders. Built on previous management accounting studies, this article explores when the management accounting system ensures value creation. The relationship between value creation and the management accounting system were disclosed using the multistakeholder theoretical approach. Research methods adopted in this study are empirical survey and empirical field study. The implementation level of modern management accounting conceptions was analysed using quantitative data (survey). Deeper analysis was performed in a Lithuanian organisation disclosing relationships between value creation and the implementation level of management accounting conceptions (case study). The results of the research revealed that modern management accounting conceptions might be a precondition for the changing role of management accounting but it depends on the implementation level and the organisation’s ability to manage all capacities of these conceptions.

scholarly journals Environmental Management Accounting System and Value Creation: An institutional perspective

2021 ◽  
Vol 6 (17) ◽  
pp. 217-223
Author(s):  
Nirman Noor Afiqi Mat Yusoh ◽  
Tuan Zainun Tuan Mat ◽  
Azizah Abdullah ◽  
Ferina Marimuthu
Keyword(s):  
Environmental Management ◽  
Value Creation ◽  
Management Accounting ◽  
Publishing House ◽  
Accounting System ◽  
Institutional Pressures ◽  
Institutional Perspective ◽  
Behavioral Issues ◽  
Environmental Management Accounting ◽  
Management Accounting System

The emergence of environmental issues has increased environmental protection awareness among society and pushed organizations to become environmentally responsible. Many companies currently consolidate environmental matters into their corporate strategic plan by adopting a comprehensive Environmental Management Accounting System (EMAS) to create more value. However, a lack of understanding on the institutional pressures persuading EMAS adoption within the organizations has reduced the urgency for the company to adopt the EMAS. This paper aims to explain the management's behavioral issues towards accepting EMAS adoption and how this behavior would lead to value creation.   Keywords: Environmental Management Accounting System (EMAS), behavioral barriers, value creation, institutional theory eISSN: 2398-4287© 2021. The Authors. Published for AMER ABRA cE-Bs by e-International Publishing House, Ltd., UK. This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/). Peer–review under responsibility of AMER (Association of Malaysian Environment-Behaviour Researchers), ABRA (Association of Behavioural Researchers on Asians/Africans/Arabians) and cE-Bs (Centre for Environment-Behaviour Studies), Faculty of Architecture, Planning & Surveying, Universiti Teknologi MARA, Malaysia. DOI: https://doi.org/10.21834/ebpj.v6i17.2866

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