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.

Using Strategic Management Accounting Practices to Measure and Manage Intellectual Capital

2020 ◽  
pp. 37-62
Author(s):  
Rui Alexandre R. Pires ◽  
Maria do Céu Gaspar Alves ◽  
Catarina Fernandes
Keyword(s):  
Strategic Management ◽  
Intellectual Capital ◽  
Value Chain ◽  
Management Accounting ◽  
Target Costing ◽  
Knowledge Based ◽  
Strategic Management Accounting ◽  
Innovation Capacity ◽  
External Relationships

The main purpose of this chapter is to examine the role of management accounting to measure and manage intellectual capital (IC), and more specifically to explore the potential role of strategic management accounting (SMA) in this process. In addition, this chapter is intended to link SMA practices and some IC resources. SMA practices enable the identification, measurement, and management of IC resources such as production processes and innovation capacity (e.g., target costing), quality management (e.g., quality costing), knowledge-based resources related to the organization´s external relationships (e.g., attribute costing, value chain costing, and target costing), and brand image (e.g., brand valuation/management). SMA practices, given its external orientation, enable, mainly, the identification and management of resources encompassed in relational capital. Therefore, this chapter contributes to the extant literature regarding the measurement and management of IC, highlighting the role of SMA, and provides some suggestions for further research.

The Role of Cement in the Long Term Performance and Premature Failure of Charnley Low Friction Arthroplasties

1986 ◽  
Vol 15 (1) ◽  
pp. 19-22 ◽  
Author(s):  
G H Isaac ◽  
J R Atkinson ◽  
D Dowson ◽  
B M Wroblewski
Keyword(s):  
Premature Failure ◽  
Hip Prostheses ◽  
Acrylic Cement ◽  
A Value ◽  
Articulating Surface ◽  
Long Term Performance ◽  
Term Performance

A number of polyethylene acetabular cups (59) and femoral stems (38) of Charnley hip prostheses were obtained following revision surgery and examined by scanning electron microscopy. In many cases, acrylic cement particles were embedded in the articulating surface of the cups. These particles caused surface pitting. The appearance of the articulating surfaces suggested that some cement had been present from the time of arthroplasty. In other cups there was evidence of cement ingress during the service life. Failure to use sufficient cement at arthroplasty resulted in cavities on the backs of the cups. Many femoral heads had become scratched in vivo, the surface roughness increasing from an initial value less than 0.02 μm Ra to a value on removal of 0.07 μm Ra. The increased roughness increases the amount of wear in the polyethylene sockets. Laboratory tests show that retrieved acrylic cement particles will scratch stainless steel, and it is our conclusion that entrapped cement will damage both components of the prosthesis and may cause premature failure.

scholarly journals Alkali-activated materials: the role of molecular-scale research and lessons from the energy transition to combat climate change

2020 ◽  
Vol 4 ◽  
pp. 110-121 ◽  
Author(s):  
Claire White
Keyword(s):  
Portland Cement ◽  
Financial Incentives ◽  
Field Performance ◽  
Energy Transition ◽  
Combat Climate Change ◽  
Long Term Performance ◽  
Term Performance ◽  
Alkali Activated

Alternative (i.e., non-Portland) cements, such as alkali-activated materials, have gained significant interest from the scientific community due to their proven CO2 savings compared with Portland cement together with known short-term performance properties. However, the concrete industry remains dominated by Portland cement-based concrete. This Letter explores the technical and non-technical hurdles preventing implementation of an alternative cement, such as alkali-activated materials, in the concrete industry and discusses how these hurdles can be overcome. Specifically, it is shown that certain technical hurdles, such as a lack of understanding how certain additives affect setting of alkali-activated materials (and Portland cement) and the absence of long-term in-field performance data of these sustainable cements, can be mitigated via the use of key molecular- and nano-scale experimental techniques to elucidate dominant material characteristics, including those that control long-term performance. In the second part of this Letter the concrete industry is compared and contrasted with the electricity generation industry, and specifically the transition from one dominant technology (i.e., coal) to a diverse array of energy sources including renewables. It is concluded that financial incentives and public advocacy (akin to advocacy for renewables in the energy sector) would significantly enhance uptake of alternative cements in the concrete industry.

Does the Bargaining Power of Vertical Parties Improve or Worsen the Effect of Family Influence on Long-Term Performance?

2020 ◽  
pp. 154-184
Author(s):  
Rubén Martínez-Alonso ◽  
María J. Martínez-Romero ◽  
Julio Diéguez-Soto ◽  
Alfonso A. Rojo-Ramírez
Keyword(s):  
Environmental Factor ◽  
Bargaining Power ◽  
Manufacturing Firms ◽  
Family Influence ◽  
Negative Effect ◽  
Long Term Performance ◽  
Term Performance ◽  
Moderating Role

Grounding in the socioemotional wealth approach, this chapter explores the effect of family influence on long-term performance. Moreover, this study also examines the moderating role of the bargaining power of vertical parties, namely supplier (SBP) and customer (CBP) bargaining power, on the preceding relationship. By utilising a panel dataset of 3,118 observations of Spanish private manufacturing firms in the 2007–2016 period, the chapter finds that family influence negatively impacts long-term performance. The findings also reveal that CBP mitigates the negative effect of family influence on long-term performance. In this light, CBP is found to be a potential environmental factor that enables family influenced firms enhancing their long-term performance.

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.

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