scholarly journals Management Accounting Dynamics in Bangladesh: Areas and Factors Behind the Changes

2019 ◽  
Vol 14 (2) ◽  
pp. 51-77
Author(s):  
Mohammad Rokibul Kabir ◽  
Keyword(s):  
Decision Making ◽  
Information Technology ◽  
Business Strategy ◽  
Management Accounting ◽  
Developed Countries ◽  
Manufacturing Industries ◽  
Strategic Decision ◽  
Manufacturing Companies ◽  
Reduction Techniques ◽  
Organization Strategy

Rapid growth in technologies and competitive business environments have brought significant changes in management accounting practices in the manufacturing industries. To cope with these changes a good number of management accounting tools have been developed in helping managerial decisions both at operating and strategic levels. Researchers have identified that the implementation of such tools in developed countries brought success in decision making though research in this particular area in less developed countries, especially in Bangladesh, is not significant yet. Thus, this research aimed to explain the changes that have taken place and the factors behind the changes in management accounting practices (MAP) in manufacturing industries. The listed manufacturing companies in Bangladesh consist of the population and sample of the study. Factor reduction techniques were used to analyze the influencing variables behind the changes in MAP. The paper reveals that the changes that have taken place from 2001 to 2010 period in MAP are mainly in the operational areas while after 2011 the changes in MAP have mostly taken place in the area of strategic decision making. The factors behind the changes are categorized under the heads of Changes in Business and Organization Strategy and Changes in Manufacturing and Information Technology by applying factor analysis. Keywords: Bangladesh, business strategy, changes in decision making, information technology, management accounting, manufacturing

Selection of lean manufacturing systems using the PROMETHEE

2008 ◽  
Vol 3 (1) ◽  
pp. 40-70 ◽  
Author(s):  
G. Anand ◽  
Rambabu Kodali
Keyword(s):  
Decision Making ◽  
Lean Manufacturing ◽  
Manufacturing Systems ◽  
Strategic Decision ◽  
Computer Integrated Manufacturing ◽  
Preference Ranking ◽  
Manufacturing Strategy ◽  
Manufacturing Companies ◽  
Content Type

PurposeIn recent years, many manufacturing companies are attempting to implement lean manufacturing systems (LMS) as an effective manufacturing strategy to survive in a highly competitive market. Such a process of selecting a suitable manufacturing system is highly complex and strategic in nature. The paper aims to how companies make a strategic decision of selecting LMS as part of their manufacturing strategy, and on what basis such strategic decisions are made by the managers.Design/methodology/approachA case study of a small‐ and medium‐sized enterprise is presented, in which the managers are contemplating on implementing either computer integrated manufacturing systems (CIMS) or LMS. To supplement the decision‐making process, a multi‐criteria decision making (MCDM) model, namely, the preference ranking organisation method for enrichment evaluations (PROMETHEE) is used to analyse how it will impact the stakeholders of the organisation, and the benefits gained.FindingsAn extensive analysis of PROMETHEE model revealed that LMS was the best for the given circumstances of the case.Research limitations/implicationsThe same problem can be extended by incorporating the constraints (such as financial, technical, social) of the organisation by utilising an extended version of PROMETHEE called the PROMETHEE V. Since, a single case study approach has been utilised, the findings cannot be generalized for any other industry.Practical limitations/implicationsThe methodology of PROMETHEE and its algorithm has been demonstrated in a detailed way and it is believed that it will be useful for managers to apply such MCDM tools to supplement their decision‐making efforts.Originality/valueAccording to the authors’ knowledge there is no paper in the literature, which discusses the application of PROMETHEE in making a strategic decision of implementing LMS as a part of an organisation's manufacturing strategy.

Industrial 4.0 of Service and Manufacturing in Java-Indonesia: Level of Implementation

2021 ◽  
Vol 13 (1) ◽  
pp. 36
Author(s):  
Dewi Nusraningrum ◽  
Salmi Mohd. Isa ◽  
Dipa Mulia
Keyword(s):  
Operating System ◽  
Operating Systems ◽  
Industry 4.0 ◽  
Sampling Method ◽  
Developed Countries ◽  
Manufacturing Industries ◽  
Manufacturing Companies ◽  
Purposive Sampling ◽  
Service Companies ◽  
The World

The application of industry 4.0 has been doing in many countries in the world today even some developed countries have headed to industry 5.0, nevertheless in Indonesia there are still many companies that have not implemented industry 4.0. This research aims to find out the extent of the implementation of industry 4.0 in Indonesia, especially the industry located on the island of Java.The industry 4.0 aspects as a benchmark of differentiator from previous industrial developments is worth scrutinized to know its application levels in the service and manufacturing industries. Although many industries still combine their operating system between the 4.0 industry and conventional operating systems. The populations are the services and manufacturing companies. The data was obtained by using a questionnaire distributed online to respondents with a purposive sampling method. The data was grouped according to The level of implementation and is centered. The calculation and percentage results demonstrate that the level of implementation of the 4.0 industry with a technology base in service companies and manufacturing companies are at a managed level. It illustrates that the companies being researched have not been fully on the demands of the 4.0 industry.

scholarly journals Foreign Exchange Risk and Profit Improvement in the Comprehensive Profit Opportunity and Lost Opportunity Control Model

2016 ◽  
Vol 11 (4) ◽  
pp. 1 ◽  
Author(s):  
Akira Nishimura
Keyword(s):  
Risk Management ◽  
Foreign Exchange ◽  
Business Strategy ◽  
Management Accounting ◽  
Manufacturing Companies ◽  
Hedge Accounting ◽  
Exchange Risk ◽  
Profit Opportunity ◽  
Contemporary Management ◽  
Lost Opportunity

The aim of this paper is to examine the influence of foreign exchange risks on manufacturing activities (<em>monozukuri</em> in Japanese) and the function of derivatives as a countermeasure against such risk from the viewpoint of management accounting. From this perspective, we examine the Comprehensive Profit Opportunity and Lost Opportunity Control (COLC) model, discussed previously in this journal, and further its practical development and application. To this end, this paper first clarifies the actual situations of major Japanese manufacturing companies in terms of foreign exchange fluctuation earnings and derivative instruments (including hedge accounting). Then, after investigation of the prior research on the interrelation between risk management and management accounting, we theoretically analyze the relations between risks, derivatives, and hedge accounting from the synthetic viewpoint of profit opportunity, risk, and opportunity cost. As a result, this analysis can play an important role in outlining the landscape in which business strategy and enterprise risk management align, both proactively and reflectively, with contemporary management accounting.

Assessing Information Technology Capability versus Human Resource Information System Utilization

2011 ◽  
pp. 1370-1378
Author(s):  
Ralf Burbach ◽  
Tony Dundon
Keyword(s):  
Decision Making ◽  
Information Technology ◽  
Human Resource ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
System Utilization ◽  
Resource Information ◽  
It Capabilities ◽  
Information Technology Capability ◽  
Administrative Tasks

The ever-increasing capabilities of human resource information technology (HRIT) and human resource information systems (HRIS) have presented HR departments with an opportunity to generate and analyze vast amounts of employee information that could potentially be used for strategic decision-making purposes and to add value to the HR department and ultimately theentire organization. Research in this area has frequently highlighted that most organizations merely deploy HRIT to automate routine administrative tasks. In general, these studies assume the existence of IT capabilities and sophistication without further investigating what these consist of and how or whether existing IT capabilities could be related to the different uses of HR information, that is, strategic decision-making as opposed to automation. In this article, we introduce and discuss a model that aids the categorization of firms regarding their HRIT capabilities vs. their use of HR information. Furthermore, we will explore the factors that determine the utilization of HR information for strategic decision-making purposes.

Oilfield Services – the Abu Dhabi branch

2011 ◽  
Vol 1 (1) ◽  
pp. 1-2
Author(s):  
Conchita Mary Fonseca
Keyword(s):  
Decision Making ◽  
United Arab Emirates ◽  
Business Strategy ◽  
Cost Benefit Analysis ◽  
Cost Benefit ◽  
Subject Area ◽  
Strategic Decision ◽  
Abu Dhabi ◽  
Gulf Region ◽  
Content Type

Subject area Business strategy and human resource management. Study level/applicability Undergraduate Business and Management. Case overview This case spotlights Oilfield Services branch in Abu Dhabi, United Arab Emirates. It focuses on various problems encountered whilst operating in Abu Dhabi. Oilfield Services was first established in Dubai in 1995, primarily to meet the growing demand of quality human resources in the oilfield, shipping, and fabrication sectors in the Middle East and Persian Gulf region. The case highlights the challenges of motivation and compensating staff and the importance of strategic decision making. Expected learning outcomes This case can be used to teach decision making, cost/benefit analysis, employee motivation, and compensation and elements relating to international business strategy. Supplementary materials A teaching note is available on request.

DAMPAK PORTOFOLIO ASET TEKNOLOGI INFORMASI PEMANUFAKTURAN TERHADAP EFISIENSI OPERASIONAL DENGAN LINGKUNGAN INDUSTRI SEBAGAI VARIABEL PEMODERASI

2015 ◽  
Vol 11 (1) ◽  
pp. 22
Author(s):  
Berlina Yudha Pratiwi ◽  
Wahyu Agus Winarno
Keyword(s):  
Information Technology ◽  
Business Strategy ◽  
Annual Report ◽  
Organizational Innovation ◽  
Secondary Data ◽  
Operational Efficiency ◽  
Manufacturing Companies ◽  
Industrial Environment ◽  
Information Technology Investments ◽  
The Right

Manufacture Information Technology Asset Portfolios is a document contains some information technology investments to manufacture asset that can be used as a reference in determining the right business strategy for the purpose or performance to be achieved, in this case operational efficiency or organizational innovation.The industrial of environment where a firm competes will have a moderating effect on the relation between manufacture information technology asset portfolios with operational efficiency or organizational innovation. This research aims to identify and analyze the industrial environment influence of the relation between manufacture information technology asset portfolios with operational efficiency. This research is quantitative, and using secondary data in the form of annual report of manufacturing companies in Indonesia from 2009-2011. Determination of the sample in this study using purposive sampling criteria are manufacturing companies revealed that manufacture information technology asset in the annual report company. Data analysis was performed with the classical assumption test and hypothesis testing with moderating regression analysis (MRA) method. The results of the research showed that the industrial of environment statistically has positive and significant influence to the relation between manufacture information technology asset portfolios with operational efficiency. Keywords:manufacture information technology asset portfolios, operational efficiency, and industrial environment.

scholarly journals Editorial: New challenges and opportunities in strategic decision making

2021 ◽  
Vol 2 (1) ◽  
pp. 4-6
Author(s):  
Mario Situm
Keyword(s):  
Decision Making ◽  
Business Strategy ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Recent Issue ◽  
Challenges And Opportunities ◽  
New Challenges ◽  
Future Work

We are pleased to present the recent issue of the journal “Corporate and Business Strategy Review”. In this issue, current findings from the research are presented, which will support researchers with ideas for future work and provide managers and consultants with resources to support the development of solutions and assistance in decision-making.

scholarly journals Advanced Mathematical Business Strategy Formulation Design

Mathematics ◽  
2020 ◽  
Vol 8 (10) ◽  
pp. 1642
Author(s):  
Song-Kyoo (Amang) Kim
Keyword(s):  
Decision Making ◽  
Theoretical Model ◽  
Analytical Model ◽  
Business Strategy ◽  
Matrix Form ◽  
Decision Makers ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Strategic Choices ◽  
Strategy Formulation

This paper deals with the explicit design of strategy formulations to make the best strategic choices from a conventional matrix form of representing strategic choices. The explicit strategy formulation is an analytical model that is targeted to provide a mathematical strategy framework to find the best moment for strategy shifting to prepare rapid market changes. This theoretical model could be adapted into practically any strategic decision making situation when a strategic formulation is described as a matrix form with quantitative measured decision parameters. Analytically tractable results are obtained by using the fluctuation theory and these results are able to predict the best moments for changing strategies in a matrix form. This research can help strategy decision makers who want to find the optimal moments of shifting present strategies.

Strategic Analytics Augmented Organization

2021 ◽  
pp. 80-104
Author(s):  
Samir Yerpude
Keyword(s):  
Decision Making ◽  
Business Model ◽  
Business Strategy ◽  
Business Environment ◽  
Vital Role ◽  
Strategic Decision ◽  
Unstructured Data ◽  
Competitive Edge ◽  
Business Model Canvas ◽  
Business Goals

Business strategy is all the actions and decisions taken by the management to achieve the business goals for sustaining the competitive edge. A successful business strategy determines the longevity of the organization. The strategists analyse the vision, mission, and values to frame and articulate the business strategy. Different tools such a Business Model Canvas, etc. are then used to create the business model. Once the business strategy is created, it is also equally critical to evaluate the same amidst the changing business environment. For the validation of strategies at all levels, data plays a vital role for the management to proceed with fact-based decision making. Informed decisions based on facts reduce the probability of erroneous results assisting the businesses align to the documented strategy. Strategic analytics practice creates the essential understanding about how the quantitative techniques and methods can be deployed using the structured and unstructured data that assists strategic decision making for the organization.

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