scholarly journals Editorial: COVID-19 Pandemic and the Case for Research on Traditional Management Accounting Practices

2020 ◽  
Vol 3 ◽  
pp. 1-4
Author(s):  
V. G. Sridharan ◽  
◽  
Michael S. C. Tse ◽  
Keyword(s):  
Management Accounting ◽  
Traditional Management

Strategic Management Accounting – Overview of Current Problems and Perspectives

2019 ◽  
Vol 11 (1) ◽  
Author(s):  
Mariya Pavlova ◽  
◽  
◽  
Keyword(s):  
Strategic Management ◽  
Recent Literature ◽  
Management Accounting ◽  
Current Work ◽  
Traditional Management ◽  
Strategic Management Accounting

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.

scholarly journals The Perceived Attributes of EMA and Its Relation to the Adoption of the Practice: Malaysian Evidence

2020 ◽  
Vol 8 (6) ◽  
pp. 3186-3189
Keyword(s):  
Environmental Management ◽  
Diffusion Of Innovation ◽  
Management Accounting ◽  
Environmental Accounting ◽  
Relative Advantage ◽  
Traditional Management ◽  
Environmental Management Accounting ◽  
Environmentally Sensitive ◽  
The Cost ◽  
The Impact

Environmental Management Accounting (EMA) is an extension to the traditional management accounting that helps the managers to identify environmental costs and realize the impact of their operation towards the environment. The adoption of this practice is critical in order to address environmental issues. However, as most of the practice of EMA is underutilized and diverse, further promotion is needed if it is to help the business to move towards sustainability. Surprisingly, even those firms which are regarded as being more environmentally-sensitive are not necessarily to use environmental management accounting. This has led to the literature gap pertaining factors that influence firms to apply environmental accounting. Therefore, this research is interested in extending the focus of EMA adoption in environmentally sensitive industries and understands the factors influencing them. Based on Diffusion of Innovation (DOI) perspective, this study attempts to look at how accountants perceived EMA and how this may affect the adoption of the system. By utilising a survey, questionnaires were mailed to the accountants of public listed companies in Malaysia. Six attributes namely the cost, relative advantage, compatibility, complexity, compatibility and trialabilty are tested in this paper to determine the motivations of EMA adoption. The findings of the study are expected to explain the conditions that facilitate the implementation of the practice and help to provide ways to increase the adoption rate among companies.

scholarly journals An Overview of the Development of Management Accounting Research

2020 ◽  
Author(s):  
Siti Nabiha Abdul Khalid
Keyword(s):  
Management Accounting ◽  
Theoretical Frameworks ◽  
Traditional Management ◽  
Accounting Research ◽  
Innovative Techniques

There has been significant changes in the direction of management accounting research since the 1980’s and 1990’s, from the prescriptive and normative research of the late 1950’s and 1960’s to the positivistic research in the 1970’s and 1980’s. As such, the purpose of this article is to provide an overview of this development. First, the paper discusses the characteristics of traditional management accounting research. Then, a reflection is given on the debate, which started in the 1980’s regarding the limitations of traditional management accounting research. It could be said that the 1980’s was a decade of re-evaluation for management accounting, both in terms of the research undertaken and in terms of techniques and practices. Now, various theoretical frameworks are used by researchers and new and innovative techniques are being implemented in organisations. The scope of management accounting has also been broadened from those based on economics perspective to a broader based approach.  

scholarly journals Time-Driven Activity-Based Costing Systems for Marketing Decisions

2019 ◽  
Vol 14 (1) ◽  
pp. 191-207
Author(s):  
Yonpae Park ◽  
Sungwoo Jung ◽  
Yousef Jahmani
Keyword(s):  
Decision Making ◽  
Management Accounting ◽  
Activity Based Costing ◽  
Customer Profitability ◽  
Managerial Decision ◽  
Traditional Management ◽  
Price Differentiation ◽  
Different Types ◽  
Marketing Costs ◽  
Two Parameters

AbstractThe activity-based costing (ABC) systems emerged as a management accounting innovation in the mid-1980s in response to dissatisfaction with traditional management accounting techniques and heightened international competition. Although ABC provides many advantages for managerial decision making, ABC tends to be outdated due to its limitations and is substituted by the time-driven activity-based costing (TDABC) systems. TDABC requires estimates of only two parameters: how much it costs per time unit of capacity to supply resources to activities and how much time it takes to perform each activity. TDABC allows incorporation of variation in the time demands made by different types of processes and consequently the representation of all possible combinations of activities that a process performs. This paper uses TDABC to calculate marketing costs and describes TDABC as a useful technique to reduce marketing resource costs and to support effective marketing decision making in various contexts such as marketing processes restructuring, marketing mix choices, customer profitability and price differentiation for customer classes.

scholarly journals Traditional management accounting tools in SMEs' network. Do they foster partner dialogue and business innovation?

2019 ◽  
pp. 35-50 ◽  
Author(s):  
Selena Aureli ◽  
Andrea Cardoni ◽  
Mara Del Baldo ◽  
Rosa Lombardi
Keyword(s):  
Management Accounting ◽  
Traditional Management ◽  
Business Innovation

Construction and Use of Environmental Management Accounting Systems with the REA Business Ontology

2012 ◽  
Vol 9 (1) ◽  
pp. 25-46 ◽  
Author(s):  
Hans Weigand ◽  
Philip Elsas
Keyword(s):  
Environmental Management ◽  
Management Accounting ◽  
Integrated Modeling ◽  
Flow Modeling ◽  
Traditional Management ◽  
Accounting Systems ◽  
Management Accounting Systems ◽  
Limited Support ◽  
Environmental Management Accounting ◽  
Support Resource

ABSTRACT Environmental Management Accounting is rapidly evolving from an ethical side-issue into a core business concern. However, traditional management accounting methods and currently available tools provide only limited support. Resource-Event-Agent (REA) is a well-known business ontology that offers a rigorous axiomatic basis for accounting and auditing. The paper demonstrates that on the basis of an extension of REA, it is possible to develop integrated modeling solutions and tools for environmental management accounting and assurance. The focus is on physical resource flow modeling (internal and external).

scholarly journals ANALISIS PERANAN ACTIVITY BASED COSTING SYSTEM PADA PT. TIRTA MAHAKAM RESOURCES TBK. DI SAMARINDA

2019 ◽  
Vol 3 (1) ◽  
pp. 25
Author(s):  
Umar Hi Salim
Keyword(s):  
Management Accounting ◽  
Accounting System ◽  
Activity Based Costing ◽  
Traditional Management ◽  
Accounting Systems ◽  
Cost Center ◽  
The Difference ◽  
Costing System ◽  
The Cost ◽  
Management Accounting System

The purpose of this paper is to find out the magnitude of the results of the imposition of Factory Overhead Costs on each product by implementing the Activity Based Costing System. The calculation results show that the difference in the burden of factory overhead using the traditional management accounting system with Activity Based Costing System shows that there are differences in each product, Plywood, Sawmill and Fancywood absorb factory overhead costs with traditional management accounting systems lower than Activity Based methods. Costing System (ABC) with costs of Rp. 5,056,946,700, -, Rp. 955,958,600 and Rp. 1,311,464,900 respectively, while Blockboard and Coating products absorb factory overhead costs using the Activity Based Costing System (ABC) method more. lower than the traditional management accounting system method with costs of Rp. 4,994,382,200 and Rp. 2,315,936,800The results of the per M3 cost calculation using the traditional management accounting system with Activity Based Costing System for each type of product produced by PT. Tirta Mahakam Resources Tbk. For Plywood, Sawmill and Fancywood products the difference in cost of goods with traditional accounting systems is lower than the activitybased costing system, while Blockboard products and coatings have a difference in the cost of products with an Activity Based Costing System lower than traditional accounting systems. The results of the calculation of product cost of the five products with the imposition of factory overhead costs using Activity Based Costing System illustrate the pattern of consumption of factory overhead costs which better reflects the amount of costs absorbed by each product. This is due to the fact that the Activity Based Costing System has a more cost center, so that the use of resources can be followed carefully to the cost center that consumes it. Thus, it can be seen that the Activity Based Costing System results in the loading of factory overhead costs which better reflect the amount of costs absorbed by each product than the traditional management accounting system.

An Approach to Organizing a Management Accounting Curriculum

2000 ◽  
Vol 15 (2) ◽  
pp. 211-235 ◽  
Author(s):  
Peter C. Brewer
Keyword(s):  
Balanced Scorecard ◽  
Management Accounting ◽  
Business Organizations ◽  
Activity Based Costing ◽  
Traditional Management ◽  
The Balanced Scorecard ◽  
Body Of Knowledge ◽  
Accounting Curriculum ◽  
Miami University ◽  
Margin Analysis

In recent years, numerous tools such as activity-based costing, the balanced scorecard, and target costing have gained prominence within business organizations (Kaplan and Cooper 1998; Kaplan and Norton 1996; Ansari et al. 1997). Nonetheless, traditional management accounting practices such as standard costing and contribution margin analysis continue to be prevalent (Szendi and Elmore 1993). The traditional topics, when coupled with all the recent advancements, create a sizable body of knowledge that presents a challenge to management accounting educators, who bear the responsibility of organizing this subject matter into a coherent whole. In an effort to aid professors wrestling with this challenge, this article presents a new framework for organizing an entire management accounting curriculum. The article also includes one possible application of the framework that is being used at Miami University. The benefits of adopting the framework include: (1) less redundancy within the curriculum, (2) logical distinctions between the topics taught in each course, and (3) more opportunities for in-depth coverage of particular content areas.

STRATEGIC MANAGEMENT ACCOUNTING – A MESSIAH FOR MANAGEMENT ACCOUNTING?

2011 ◽  
Vol 01 (04) ◽  
pp. 01-07
Author(s):  
Haider Shah ◽  
Ali Malik ◽  
Muhammad Shaukat Malik
Keyword(s):  
Decision Making ◽  
Strategic Management ◽  
Management Accounting ◽  
Second World War ◽  
Strategic Thinking ◽  
World War ◽  
Traditional Management ◽  
Strategic Management Accounting ◽  
Second World ◽  
Advanced Version

When management accounting was introduced as an advanced version of cost accounting after second world war its early advocates had claimed that it would make accounting more useful in assisting managers in their decision making function. As the discipline has failed to live up to the promise now strategic management accounting has been presented as a messiah for the discipline of accounting. New promises have been made that while the traditional management accounting failed to make use of strategic thinking and other qualitative aspects of management the new discipline is likely to make accounting more relevant and important for managers. The empirical evidence on successful diffusion of strategic management accounting is still not overwhelming. It is therefore yet to be seen if strategic management accounting can live up to its promise in future or not.

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