Innovation as an Element of Strategic Management Accounting

2018 ◽  
Vol 5 (3) ◽  
pp. 24-29
Author(s):  
T. S. Hudaib

Strategic management accounts (SMA) is designed to maintain the optimal position of the economic entity in the external environment. Such position is supported through implementation of a set of measures based on the elements and characteristics of SMA which makes it possible to use fully the whole potential of the production system. This system is based on the principles of production efficiency and allows the fluctuations in socio-economic indicators measuring the performance of an economic entity in a certain period of time and in a certain economic zone. A possible way to achieve this effect is to create the company’s reproductive circuit, which has an innovative basis. The reproduction circuit is a set of conditions aimed at the continuous implementation of reproductive processes in relation to the resource potential of an economic entity, which allows and stimulates the introduction in its production process a number of innovation technologies to get additional effect in accordance with the requirements of intensification.The reproduction circuit is divided into external and internal. The former forms a set of external stimulation actions, and the latter is focused on the use of inducing action of information and technological nature, as well as an internal mechanism of the enterprise.Consolidation of the external and internal reproduction circuit determines the efficiency of each production unit of the economic entity, taking into account the speed of its adaptation to the new operating conditions by different parameters.Elements and characteristics of SMA are those functions that make SMA uniquely different from other forms of accounting (management accounting and financial accounting). This article represents the relevance of the analysis of innovations, as one of the elements of SMA.

Author(s):  
Y. A. Kotlova

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


2020 ◽  
Vol 23 (10) ◽  
pp. 1182-1194
Author(s):  
A.A. Akhmetzyanov ◽  
A.Yu. Sokolov

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.


2019 ◽  
Vol 11 (1) ◽  
Author(s):  
Mariya Pavlova ◽  
◽  
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Strategic management accounting is considered a fast developing scientific sphere, part of the traditional management accounting. However, recent literature has increasingly criticized various aspects of strategic management accounting. Therefore, the aim of the current work is to identify the reasons behind these critics and propose ways to overcome them.


Author(s):  
Kateryna Hnedina ◽  
Artem Vertiiko

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.


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