An Approach to Organizing a Management Accounting Curriculum

2000 ◽  
Vol 15 (2) ◽  
pp. 211-235 ◽  
Author(s):  
Peter C. Brewer
Keyword(s):  
Balanced Scorecard ◽  
Management Accounting ◽  
Business Organizations ◽  
Activity Based Costing ◽  
Traditional Management ◽  
The Balanced Scorecard ◽  
Body Of Knowledge ◽  
Accounting Curriculum ◽  
Miami University ◽  
Margin Analysis

In recent years, numerous tools such as activity-based costing, the balanced scorecard, and target costing have gained prominence within business organizations (Kaplan and Cooper 1998; Kaplan and Norton 1996; Ansari et al. 1997). Nonetheless, traditional management accounting practices such as standard costing and contribution margin analysis continue to be prevalent (Szendi and Elmore 1993). The traditional topics, when coupled with all the recent advancements, create a sizable body of knowledge that presents a challenge to management accounting educators, who bear the responsibility of organizing this subject matter into a coherent whole. In an effort to aid professors wrestling with this challenge, this article presents a new framework for organizing an entire management accounting curriculum. The article also includes one possible application of the framework that is being used at Miami University. The benefits of adopting the framework include: (1) less redundancy within the curriculum, (2) logical distinctions between the topics taught in each course, and (3) more opportunities for in-depth coverage of particular content areas.

The Effect of Application of Management Accounting To Performance through Strategy

2017 ◽  
Vol 2 (4) ◽  
pp. 12-20
Author(s):  
Ali Muktiyanto
Keyword(s):  
Higher Education ◽  
Balanced Scorecard ◽  
Structural Equation ◽  
Management Accounting ◽  
Measurement Techniques ◽  
Economic Value ◽  
Value Added ◽  
Equation Modeling ◽  
Activity Based Costing ◽  
Study Program

Objective - The context strategy as process and strategy as content have significant impact to the correlation between strategy and management accounting (Muktiyanto, 2016; Parnell, 2010). In the context strategy as process, this paper aims to investigate the role of management accounting to performance through the choice of strategy. Methodology/Technique - The method by structural equation modeling on 70 (seventy) of undergraduate Accounting Study Program (composition: 70% Private Universities and 30% Public Universities). Opposite with Henry (2006) and Widener (2007) and support with Speklé and Verbeeten (2014) and Acquaah (2013). Findings - This paper shown that the accounting management directly influence the performance, but not mediated by strategy. The practice of budgetary slack, the implementation of modern accounting such as activity-based costing and target costing, the use of performance measurement techniques such as the balanced scorecard, measurements based performance, and the economic value added, as well as integrated information system is an important factor in improving the performance of Higher Education. Unfortunately, the choice of strategy moderate or "stuck in the middle" has not been able to improve the performance of Higher Education directly nor as a mediating between management accounting and performance. However, in the context strategy as process, management accounting have positive influence to the strategic choice. Novelty - The effort of Higher Education to improve the performance is choose a single strategy or focus on the prospector's strategy. Type of Paper: Empirical Keywords: Management Accounting, Strategy, Performance, Indonesia. JEL Classification: M40, M41

scholarly journals Implementation of management accounting in the system of economic monitoring of activities in the context of globalization

2020 ◽  
Vol 7 (12) ◽  
pp. 97-104
Author(s):  
Д. В. Адамов ◽  
М. А. Юхненко ◽  
Є. Р. Богдяж
Keyword(s):  
Balanced Scorecard ◽  
Management Accounting ◽  
Evolutionary Development ◽  
Accounting System ◽  
Managerial Accounting ◽  
Accounting Systems ◽  
Accounting Information Systems ◽  
The Balanced Scorecard ◽  
Independent Analysis ◽  
Legislative Framework

The article deals with the problems that arise during the implementation of the concept of modern management accounting for Ukrainian enterprises by introducing new accounting systems and developing approaches to accounting and information generalization of transaction costs in order to effectively manage them in the globalized economy. The existing system of introduction of management accounting at enterprises is examined and the introduction of management accounting on foreign examples is considered, namely the balanced system of indicators, which is already actively used abroad and is just beginning its development in Ukraine. The research of this topic is related to the change of accounting information systems in modern conditions and the need to create a global accounting system, and adjustments are made to management accounting functions. The article compares and defines the distinctive features of accounting, and its composition of financial, tax and management accounting. A clear algorithm for the construction of this system at the enterprise and indicators that must be calculated for a complete and independent analysis of the work of the enterprise are distinguished and described. The ambiguous interpretation of the concept of managerial accounting in the course of its evolutionary development has led to the study of this topic. The article presents a system of metrics that are calculated within the Balanced Scorecard system used by the enterprise. The problems of implementing a balanced scorecard based on the experience of corporations already using the system are also discussed. The lack of legal and legislative framework to stimulate and encourage the introduction of this concept into the practice of management accounting in Ukraine leads to the unsatisfactory functioning of this system. According to the results of the research, the recommendations on the introduction of management accounting in the system of economic monitoring of activity in the conditions of globalization are given.

scholarly journals The unfolding rationales surrounding management accounting innovations: a balanced scorecard case

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Claudio de Araujo Wanderley ◽  
John Cullen ◽  
Mathew Tsamenyi
Keyword(s):  
Balanced Scorecard ◽  
Structural Changes ◽  
Management Accounting ◽  
Empirical Support ◽  
Boundary Object ◽  
Electricity Distribution ◽  
Content Type ◽  
The Balanced Scorecard ◽  
Focal Firm ◽  
Distribution Company

PurposeThe Balanced Scorecard (BSC) possesses an inherent duality, as it has been described as a carrier of institutions (i.e. the BSC is a “management ideology” or “mode of thinking”) and a flexibly interpretive boundary object at the same time. This study examines how this inherent duality of the BSC may influence the unfolding rationales surrounding its implementation and use.Design/methodology/approachEmpirical support for this investigation is gathered from an in-depth field study. The focal firm is a Brazilian electricity distribution company that transitioned from state to private ownership under hyper-regulation, and whose holding company experienced strategic and structural changes.FindingsThe study identified a misalignment between the characteristics of the firm (e.g. organizational logics) and the perceived BSC features. This misalignment initially produced tensions and institutional logics complexity for the organization forcing the BSC implementers to rationalize it to provide meaning regarding its implementation in the firm. The findings also show why and how the promoters of the BSC conducted its “strategy of translation” in order to disentangle and reassemble both the material and symbolic components of the BSC to facilitate its implementation and use. It was found that promoters of the BSC engaged in contextualization work, which featured two main actions: a combination of coupling and selective decoupling and a change of meaning.Originality/valueThis paper advances current understanding of the process of the unfolding rationales surrounding management accounting innovations (e.g. the BSC). The study shows that the BSC unfolds in more complex, time-related and simultaneous ways than has previously been reported in the literature. Moreover, the paper contributes by explaining how the management's rationales, relating to their historical understanding, perception of legitimation needs and social skills, contributed to the continuous unfolding of the BSC. In addition, four potentially interesting areas for further research were identified.

scholarly journals Using a Balanced Scorecard Approach to Measure Environmental Performance: A Proposed Model

2017 ◽  
Vol 9 (8) ◽  
pp. 118 ◽  
Author(s):  
Inaam M. Al-Zwyalif
Keyword(s):  
Balanced Scorecard ◽  
Environmental Sustainability ◽  
Environmental Performance ◽  
Business Organizations ◽  
Environmental Aspects ◽  
Strategic Objectives ◽  
The Balanced Scorecard ◽  
Process Learning ◽  
Proposed Model ◽  
And Control

Environmental aspects have been recognized by today’s organizations as the most important components of value creation that would contribute to the achievement of the goals and success in the future. The purpose of this study is to propose an Environmental Balanced Scorecard (EBSC) model to evaluate environmental performance in business organizations. It also aims to illustrate how the environmental performance aspects can integrate into the Balanced Scorecard (BSC). To achieve the goals of the study, the descriptive analytical approach was adopted for its suitability for the purpose of the study. An EBSC model was developed to evaluate environmental performance with proposed four perspectives and environmental strategic objectives within each perspective. The four perspectives are the customer, internal process, learning and growth and financial. The proposed model will help managers not only to evaluate the environmental performance, but also to plan, manage and control organization’s environmental activities. In addition, it can serve as a template for the organizations which aims to create environmental awareness and pursue environmental sustainability.

scholarly journals Time-Driven Activity-Based Costing Systems for Marketing Decisions

2019 ◽  
Vol 14 (1) ◽  
pp. 191-207
Author(s):  
Yonpae Park ◽  
Sungwoo Jung ◽  
Yousef Jahmani
Keyword(s):  
Decision Making ◽  
Management Accounting ◽  
Activity Based Costing ◽  
Customer Profitability ◽  
Managerial Decision ◽  
Traditional Management ◽  
Price Differentiation ◽  
Different Types ◽  
Marketing Costs ◽  
Two Parameters

AbstractThe activity-based costing (ABC) systems emerged as a management accounting innovation in the mid-1980s in response to dissatisfaction with traditional management accounting techniques and heightened international competition. Although ABC provides many advantages for managerial decision making, ABC tends to be outdated due to its limitations and is substituted by the time-driven activity-based costing (TDABC) systems. TDABC requires estimates of only two parameters: how much it costs per time unit of capacity to supply resources to activities and how much time it takes to perform each activity. TDABC allows incorporation of variation in the time demands made by different types of processes and consequently the representation of all possible combinations of activities that a process performs. This paper uses TDABC to calculate marketing costs and describes TDABC as a useful technique to reduce marketing resource costs and to support effective marketing decision making in various contexts such as marketing processes restructuring, marketing mix choices, customer profitability and price differentiation for customer classes.

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