scholarly journals Financial responsibility centers in the strategic management accounting system

2018 ◽  
Vol 21 (2) ◽  
pp. 159-172
Author(s):  
L.V. Shalaeva ◽  
Keyword(s):  
Strategic Management ◽  
Management Accounting ◽  
Accounting System ◽  
Financial Responsibility ◽  
Strategic Management Accounting ◽  
Management Accounting System

scholarly journals FORMATION OF STRATEGIC MANAGEMENT ACCOUNTING SYSTEM FOR A STARTUP ENTERPRISE

2020 ◽  
pp. 309-320
Author(s):  
Kateryna Hnedina ◽  
Artem Vertiiko
Keyword(s):  
Life Cycle ◽  
Strategic Management ◽  
Management Accounting ◽  
Innovative Activity ◽  
Accounting System ◽  
Strategic Management Accounting ◽  
Practical Recommendations ◽  
Management Accounting System

The article is devoted to the research of theoretical and methodical foundations of the functioning of the strategic man-agement accounting system and the elaboration of practical recommendations for its formation at a startup enterprise in terms of digitization. The essence of the category “strategic management accounting system” and its main characteristics are defined. Core directions of the formation of a strategic management accounting system depending on the stages of life cycle of a startup are described. Forms of reports are developed, which are recommended to be implemented at a startup enterprise in order to monitor the directions of funds’ consumption and to control the costs for innovative activity.

DEVELOPMENT OF STRATEGIC MANAGEMENT ACCOUNTING ON THE BASIS OF BALANCED SCORECARD

2021 ◽  
Author(s):  
Viktoriia Gryn
Keyword(s):  
Strategic Management ◽  
Balanced Scorecard ◽  
Management Accounting ◽  
Subject Area ◽  
Analytical Control ◽  
Accounting System ◽  
Management Accountant ◽  
Strategic Management Accounting ◽  
Management Accountants ◽  
Management Accounting System

The expediency of developing strategic management accounting based on the use of a balanced scorecard has been substantiated. The purpose of the article is to identify areas of development of the strategic management accounting system based on the use of a balanced scorecard, as well as obstacles to its effective functioning. The necessity of introducing the position of a strategic management accountant in the conditions of using a balanced scorecard at enterprises has been substantiated. The main differences between a strategic management accountant and a traditional management accountant have been identified. In order to overcome the crisis in the management accounting system, it has been proposed to expand the subject area of the classical management accounting system in order to meet the needs of strategic management of the enterprise. The possibilities of the balanced scorecard to provide comprehensive control and interactive management of the strategic development of the enterprise have been analyzed. The directions for the development of strategic management accounting based on the use of a balanced scorecard have been developed (development of organizational structure for building strategic management accounting system; distinguishing between the functions of strategic management accountants and strategic managers; empirical analysis of the effectiveness of the implementation of a balanced scorecard as an accounting tool). Organizational and methodological obstacles that prevent the introduction of a balanced scorecard as a method of strategic management accounting are identified and systematized into three groups. The job functions and strategic tasks of a strategic management accountant have been formed, which will combine traditional accounting functions for the collection and processing of strategic accounting information with analytical, control and communication functions. Organizational and methodological barriers to the smooth implementation of a balanced scorecard as a method of strategic management accounting in the practice of Ukrainian enterprises have been identified and analyzed (associated with improper performance of strategic management functions; associated with improper performance of their functions by strategic accountants; related to the economic and communication problems of the functioning of a balanced scorecard as an accounting tool).

scholarly journals Historical aspects of the origin of strategic management accounting

2021 ◽  
pp. 13-19
Author(s):  
V.P. Gryn
Keyword(s):  
Strategic Management ◽  
Management Accounting ◽  
Future Orientation ◽  
Organizational Capabilities ◽  
Information Support ◽  
Accounting System ◽  
Internal Resources ◽  
Accounting Practice ◽  
Strategic Management Accounting ◽  
Characteristic Features

The necessity of the analysis of historical features of formation of the strategic management accounting has been grounded. The peculiarities of the crisis in management accounting in the 1980s have been determined. The requirements to the management accounting system in terms of strategic cost management have been identified. A significant increase in attention to the problems of development of strategic management accounting (demarcation with classical management accounting, separation of methods, empirical research of accounting practice) since the 2000s has been established. The lack of a unified interpretation of the concept of «strategic management accounting» among Ukrainian and foreign scientists has been identified. Characteristic features of strategic management accounting have been determined (development of management accounting with strategic orientation; external orientation (outward-oriented); future orientation (perspective orientation); application of both financial and non-financial typologies of measurement in focus on internal resources and organizational capabilities). The main purpose of strategic management accounting as the creation of information support to achieve competitive advantages and improve the performance of the enterprise has been grounded.

scholarly journals Testing of Strategic Management Accounting Contingency Model on SME Performance in Maluku

2021 ◽  
Vol 12 (2) ◽  
pp. 10-25
Author(s):  
Monika Handojono ◽  
Victor Cornelis
Keyword(s):  
Strategic Management ◽  
Value Chain ◽  
Management Accounting ◽  
Business Value ◽  
Accounting System ◽  
Business Units ◽  
Contingency Model ◽  
Strategic Management Accounting ◽  
Innovation And Technology ◽  
The Relationship

The sustainability of SMEs is supported by various important factors, both financial and non-financial. This study examines non-financial factors, namely the management accounting adoption model on the performance of SMEs in Maluku. The sample of this study consisted of 63 UKM units located in Ambon City, SBB Regency and Central Maluku Regency. The testing of management accounting adoption contingency models is carried out using path analysis. The result showed that management accounting adoption is a mediator of the relationship between the level of innovation and technology adoption in manufacturing activities with the performance of SMEs. However, this study has not succeeded in proving the relationship between manager characteristics and managers' perceptions of environmental uncertainty with the decision to adopt strategic management accounting by business units. These results indicate that there is a need for further introduction to the benefits of a strategic management accounting system as an important instrument in streamlining the business value chain.

Strategic management accounting in the system of the chemical industry business processes controlling

2017 ◽  
Vol 30 (1) ◽  
pp. 152-157
Author(s):  
Е. А. Khlevnaya
Keyword(s):  
Chemical Industry ◽  
Business Processes ◽  
Management Accounting ◽  
Special Importance ◽  
Accounting System ◽  
Present Stage ◽  
Strategic Development ◽  
Financial Responsibility ◽  
Accounting Management ◽  
Strategic Management Accounting

The article examines the problems and prospects of development of chemical industry at the present stage of economic development, the special importance of the management accounting system by business processes focused on strategic development of the company is noted. The conclusion about the necessity of construction of accounting management with the specified parameters volumetric analyst of financial responsibility centers and business processes as information and analytical basis of controlling was made.

scholarly journals ACCOUNTING AND ANALYTICAL INFORMATION FORMATION BY BUSINESS ENTITIES UNDER CONDITIONS OF SUSTAINABLE DEVELOPMENT CONCEPT REALIZATION

2021 ◽  
Vol 2 (37) ◽  
pp. 86-94
Author(s):  
N. Iershova ◽  
O. Kryvytska ◽  
Yu. Kharchuk
Keyword(s):  
Decision Making ◽  
Sustainable Development ◽  
Strategic Management ◽  
Management Accounting ◽  
Management Style ◽  
Information Value ◽  
Accounting System ◽  
Factors Influencing ◽  
Analytical Information ◽  
Strategic Management Accounting

Abstract. According to the results of studies of scientists researches publications and  empirical studies on accounting and analytical information, the relevance of its formation in the conditions of the concept of sustainable development increases. Attention is focused on the importance of factors influencing the generation of relevant accounting and analytical information for decision-making on sustainable development of the enterprise. The factors influencing the generation of up-to-date accounting and analytical information by focus groups are highlighted. The experience of Ukraine shows that the development of automated information systems in the field of accounting and analysis increases the role of the accountant in the analytical management of the enterprise. The focus is on changing the management style, which affects the formation of relevant accounting and analytical information for decision making. The ability to manage critical situations is a professional competence of the subject of management. This requires in-depth reflection and understanding of each critical situation, the definition of clear positions, the formation of new strategies and management methods. The information value and usefulness of tools and methods of management accounting (system of balanced indicators, budgeting, management reporting, management analysis) for making management decisions by the management of companies are studied. The author’s model of formation of the accounting and analytical information at the enterprise in the conditions of action of the concept of sustainable development is  proposed. Structure of strategic management accounting, which determines the configuration of techniques and methods of forming relevant information is substantiated. The principles of formation of the accounting and analytical information at the enterprise in the conditions of action of the concept of sustainable development are defined. The grounds have been formed for identifying modules of strategic management accounting as effective technology of formation of the accounting and analytical information for needs of management are formed. The proposals on the content and tasks of accounting, analytical, reporting modules in the system of strategic management accounting are determined. Keywords: accounting and analytical information, strategic management accounting, management, sustainable development, decision making. JEL Classification С81, D83, M41 Formulas: 0; fig.: 3; tabl.: 1; bibl.: 13.

scholarly journals ACTUAL PROBLEMS OF ACCOUNTING ORGANIZATION ON THE FINANCIAL RESPONSIBILITY CENTERS

2019 ◽  
pp. 116-120
Author(s):  
G. A. Adamova
Keyword(s):  
Management Accounting ◽  
Financial Structure ◽  
Information Support ◽  
Accounting System ◽  
Quality Of Information ◽  
Structural Units ◽  
Financial Responsibility ◽  
Key Questions ◽  
Management Accounting System

The successful functioning of large companies is directly related to the quality of information support for management. One of the important places in the management accounting system is the allocation of responsibility centers and the construction of the financial structure of the company. The article considers key questions of the organization of accounting on the financial responsibility centers and the main problems, facing economic services in the formation of management accounting. The possible relationships between the organizational and financial structures have been disclosed. The recommendations on the distribution of responsibilities and fixing of indicators for structural units in order to implement the established plan of activities have been given. The detail problem of the established indicators, as well as the possibilities of managerial influence from linear managers has been considered.

The innovation center as part of strategic management accounting

2021 ◽  
Vol 22 (4) ◽  
pp. 407-421
Author(s):  
Lyudmila V. SHALAEVА
Keyword(s):  
Strategic Management ◽  
Management System ◽  
Management Accounting ◽  
Practical Importance ◽  
Financial Responsibility ◽  
Strategic Management Accounting ◽  
Practical Guidelines ◽  
Methodological Principles ◽  
Set Up ◽  
And Control

Subject. In the article, I select and substantiate an effective strategy for innovation. To control its implementation, there should be a reliable database, which may proceed from modern statistical accounting as it splits the governance into financial responsibility centers. Objectives. I substantiate ways to sort out the data flow as part of strategic management accounting by innovation center, considering the strategic management system decentralized by financial responsibility centers. Methods. To set up practical guidelines, I referred to proceedings of the Russian and foreign scholars. I used methods of analysis, synthesis, and generalization. Results. I indicate how the accountable competence of the innovation center can be structured, so as to determine the goal, objectives, functions and aspects it is to deal with. The article also presents the composition and scope of strategic management accounting the center is to keep. Conclusions and Relevance. The focus areas to be structured in the accountable competence of the innovation center will contribute to the advancement of methodological principles of strategic management accounting and reporting, a better quality of information supplied for the strategic management system and the higher efficiency of administrative decisions on innovation. The findings are of practical importance for adjusting the development of the innovation strategy and control over the performance and efficiency of investment processes and, consequently, the increment in the market value of the company.

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