scholarly journals DOES THE USE OF STRATEGIC MANAGEMENT ACCOUNTING TECHNIQUES CREATES AND SUSTAINS COMPETITIVE ADVANTAGE? SOME EMPIRICAL EVIDENCE

10.26458/1923 ◽  
2019 ◽  
Vol 19 (2) ◽  
pp. 61-92 ◽  
Author(s):  
Babajide OYEWO ◽  
Solabomi AJIBOLADE
Keyword(s):  
Strategic Management ◽  
Competitive Advantage ◽  
Manufacturing Sector ◽  
Management Accounting ◽  
Annual Reports ◽  
Chi Square ◽  
Strategic Management Accounting ◽  
Chi Square Test ◽  
Cross Tabulation

This study examined the extent to which the usage of strategic management accounting (SMA) techniques such as customer accounting and competitor accounting can create and sustain competitive advantage, with a focus on the manufacturing sector in Nigeria. Data obtained from the annual reports of fifty-six (56) publicly-quoted companies covering a 10-year period (2008-2017) were analysed using descriptive statistics, cluster analysis, cross tabulation, Chi-square test of association, and discriminant analysis. Whereas the frequency of high-adopters of customer-based and competitor-focused techniques was less than those of low-adopters, the adoption rate of SMA was noted to be generally moderate. Further, the usage of SMA positively and significantly impact competitive advantage. The observation that intense users of SMA were able to consistently outperform competitors at both the industry- and sector- level in the long-term supports the conclusion that to a large extent, SMA usage can both create and sustain competitive advantage. Seeing that it is not the mere adoption of SMA that sustains competitive advantage but its intense usage, organisations seeking strategies to improve their competitiveness may consider the rigorous application of SMA.  

Comparative analysis of budgeting in the Slovene hotel industry

2011 ◽  
Vol 17 (1) ◽  
pp. 91-100
Author(s):  
Gordana Ivankovič ◽  
Mateja Jerman
Keyword(s):  
Strategic Management ◽  
Business Strategy ◽  
Management Accounting ◽  
Hotel Industry ◽  
Decision Makers ◽  
Business Strategies ◽  
Short Term ◽  
Strategic Management Accounting ◽  
Standard Cost

The main purpose of the presented research was to investigate whether Slovene hotels that have a business strategy and strategic management accounting are more successful in comparison with those that still do not have a long-term business strategy and strategic management accounting.Hotels that have a business strategy and strategic management accounting are expected to be more successful in comparison with those that still do not have a long-term business strategy. Questionnaires were distributed to the management of selected Slovene hotels. The Slovene budgeting practices were assessed in Slovene large hotels, which have more than 100 rooms. The analysis was performed at the beginning of the years 2004 and 2008, respectively. Budgeting practices in Slovene hotels were assessed by analyzing the extent to which managers used strategic management accounting and the extent to which business strategies were implemented. The analysis provides evidence that hotels with a long-term business strategy are more successful than those that that have a short-term strategy, or are even without one. Although an improvement in the field of continuous budgeting in the five-year period can be ascertained, only a minority of Slovene hotels uses standard cost as a basis for budgeting. This was the first study that ascertained discrepancies between Slovenian budgeting practice and foreign best practices, which is undoubtedly of great interest for decision-makers on the level of individual hotel.

CURRENT ISSUES OF APPLYING THE CONCEPT OF COST MANAGEMENT IN STRATEGIC MANAGEMENT ACCOUNTING

2021 ◽  
pp. 36-42
Author(s):  
Y. A. Kotlova
Keyword(s):  
Strategic Management ◽  
Balanced Scorecard ◽  
Cost Management ◽  
Management Accounting ◽  
Management Tool ◽  
Effective Management ◽  
Economic Entity ◽  
Controlling System ◽  
Strategic Management Accounting

The article substantiates the need to focus not on the immediate profit, but on the long-term value of the economic entity in the framework of the implementation of controlling system and management accounting balanced scorecard, as an effective management tool for the sustainability of the economic entity

scholarly journals Assessing Strategic Management Accounting Practices in Public Interest Companies in Malaysia

2020 ◽  
Vol 2 (1) ◽  
pp. 13-25
Author(s):  
Nik Herda Nik Abdullah
Keyword(s):  
Economic Growth ◽  
Strategic Management ◽  
Public Interest ◽  
Business Performance ◽  
Management Accounting ◽  
Strategic Management Accounting ◽  
Long Term Performance ◽  
Term Performance

Strategic management accounting (SMA) practices play important roles in supporting decision making and strategic plan positioning in a firm. SMA practices comprise a range of useful and relevant techniques to facilitate a firm’s value.  Through these techniques, a firm would be able to achieve competitive advantage and sustain economic growth, which leads to long-term performance. Recently, the role of SMA techniques in enhancing business performance has become the focus of many studies, unfortunately, studies that accessing the adoption of SMA practices in organizations particularly in Malaysia are not widely available. Hence, the purpose of this paper is to investigate the extent of SMA practices in public interest companies in Malaysia called Government Linked Companies (GLCs). Through SPSS analysis of data collected from 215 questionnaires, the study shows that top management of GLCs has a better understanding of SMA practices due to extensive use of SMA techniques which discovered from the findings and believe that it can benefit their organization. This paper has enriched the literature and provided an assessment of SMA practices for researchers and practitioners which can improve competitiveness in the industry, business prosperity, and secure long-term performance.

scholarly journals MANAGERIAL PERFORMANCE: THE MEDIATING ROLE OF STRATEGY MANAGEMENT ACCOUNTING TECHNIQUES ON COMPETITIVE ADVANTAGE AND ORGANIZATION PERFORMANCE

2020 ◽  
Vol 3 (2) ◽  
pp. 80
Author(s):  
Listya Sugiyarti ◽  
Nur Asmilia
Keyword(s):  
Strategic Management ◽  
Competitive Advantage ◽  
Management Accounting ◽  
Primary Data ◽  
Equation Modeling ◽  
Organization Performance ◽  
Managerial Performance ◽  
Mediating Role ◽  
Strategic Management Accounting ◽  
Modeling Analysis

This study aims to examine Managerial Performance as Strategic Management Accounting Technique for Competitive Advantage and Organization Performance in banking companies in the Tangerang region, Indonesia. In this study utilizing primary data in the form of questionnaires distributed to managers in banking companies in Tangerang region, Indonesia. This study applied Structure Equation Modeling analysis techniques with Amos software program tools, while a number of respondents are 73 managers. From the results of the tests which have been obtained that Managerial Performance as Strategic Management Accounting Techniques had a positive and significant effect on Competitive Advantage. There was not significant effect of Competitive Advantage on Organization Performance, and Managerial Performance as Strategic Management Accounting Techniques did not have a positive and significant effect on Organization Performance in banking companies in Tangerang Region 

Developing the adaptive process-based budgeting through TD-ABC and TD-ABB as part of strategic management accounting

2020 ◽  
Vol 23 (10) ◽  
pp. 1182-1194
Author(s):  
A.A. Akhmetzyanov ◽  
A.Yu. Sokolov
Keyword(s):  
Strategic Management ◽  
Cost Allocation ◽  
Management Accounting ◽  
Practical Significance ◽  
Common Time ◽  
Strategic Management Accounting ◽  
Scientific Papers ◽  
The Subject ◽  
The Common ◽  
The Cost

Subject. The article focuses on the advanced time-driven tools for allocating overhead expenses, which are based on process-based budgeting. Objectives. We articulate a technique for cost allocation so as to assess the cost of each process with reference to the common time driver. Methods. The study relies upon methods of systematization, classification, analogy and comparison, and summarizes the scientific literature on the subject. Results. The article presents our own suggestions on implementing TD-ABC and TD-ABB into the strategic management accounting process of developer companies. The principles were proved to help more effectively allocate overhead expenses and assess the capacity load of each process performed by functions, departments and employees. Carrying out a comparative analysis, we found certain reserves for utilizing resources more effectively. Conclusions and Relevance. The findings are of scientific and practical significance and can be used by developer and construction businesses. The conclusions can prove helpful for scientific papers, student books, and further research.

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