scholarly journals Analysis of the prevalence of strategic management accounting techniques and the level of development of the cost system in large companies in Bosnia and Herzegovina

2020 ◽  
pp. 11-20
Author(s):  
Srđan Lalić ◽  
Amra Gadžo ◽  
Benina Veledar
Keyword(s):  
Strategic Management ◽  
Performance Management ◽  
Bosnia And Herzegovina ◽  
Management Accounting ◽  
System Development ◽  
Activity Based Costing ◽  
Strategic Pricing ◽  
Cost System ◽  
Strategic Management Accounting ◽  
The Cost

The paper has two research goals. The first goal is to investigate the prevalence of certain techniques of strategic management accounting in large companies in Bosnia and Herzegovina (hereinafter BiH), while the second research goal is to analyze the dependence of the number of strategic management accounting techniques used and the degree of development of the cost system in the company. For the purposes of this research, we collected survey questionnaires from 110 large companies based in BiH. The results of the research show that the three most common techniques of strategic management accounting in large companies in BiH are: Quality Costing (52.73%), Strategic Pricing (51.82%) and Benchmarking (50.91%), while the least common techniques are: Life Cycle Costing (11.82%), Attribute Costing and Integrated Performance Management Systems (with 12.73% each), and Activity Based Costing/ Management (17.27%). One-way analysis of variance (ANOVA) tested the differences in the number of strategic management accounting techniques used and the level of development of the cost system in companies. Companies that applied on average two techniques of strategic management accounting belonged to the first level of development, those that applied on average four techniques belonged to the second level of development, while companies that have the third level of cost system development on average applied six techniques of strategic management accounting. There were no companies in the sample with the fourth and fifth level of development of the cost system.

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.

scholarly journals Research on the Awareness and Application of Strategic Management Accounting Instruments in Lithuanian Companies

2021 ◽  
pp. 1
Author(s):  
Kamilė Medeckytė ◽  
Daiva Tamulevičienė
Keyword(s):  
Strategic Management ◽  
Business Strategy ◽  
Product Life Cycle ◽  
Management Accounting ◽  
Customer Profitability ◽  
Strategic Pricing ◽  
Profitability Analysis ◽  
Strategic Management Accounting ◽  
Time Required ◽  
Position Monitoring

In recent decades, as the newly created internal and external environment conditions have radically changed the environment of business, the process of creating and implementing business strategy became more relevant. The data, generated by strategic management accounting, makes this process more efficient. The article examines the concept of the strategic management, its importance and related instruments. The article provides results of the research carried out to determine the level of awareness and application of strategic management accounting instruments in Lithuanian companies. Empirical research has shown that the level of awareness and application of the strategic management accounting instruments in Lithuanian companies is minor. The most common strategic management accounting instruments are as follows: customer profitability analysis, benchmarking, competitive position monitoring, strategic pricing, and strategic costing. The least known and, according to the research, the least applicable strategic management accounting instruments are: attribute costing, product life cycle accounting and brand value budgeting. According to the study, the most significant reason for the difficulties in implementing strategic management accounting instruments is the lack of time required to implement the instruments.

scholarly journals A critical assessment of management accounting practices in small and medium-sized clothing enterprises in Newcastle, KwaZulu-Natal

2019 ◽  
Author(s):  
◽  
Sanele Phumlani Vilakazi
Keyword(s):  
Decision Support ◽  
Strategic Management ◽  
Decision Support Systems ◽  
Performance Management ◽  
Support Systems ◽  
Management Accounting ◽  
Critical Assessment ◽  
Strategic Management Accounting ◽  
Kwazulu Natal

The aim of this study was to make a critical assessment of the extent of the management accounting practices (MAPs) in small and medium-sized enterprises (SMEs) in Newcastle, KwaZulu-Natal. The objectives of the study were to determine the extent to which MAPs are employed by Newcastle clothing/textile SMEs, to identify the roles played by MAPs in Newcastle clothing/textile SMEs management, to determine the factors that affect the extent of use of MAPs amongst Newcastle clothing/textile SMEs and to consider the role of MAPs in the performance of the SME. The motivation for the study was driven by the lack of research on the extent of use of MAPs by clothing/textile SMEs in South Africa. The forms of MAPs investigated in this study were the costing systems, the budgeting systems, the performance management tools, the decision support systems, and strategic management accounting. These MAPs are thought to be necessary for the survival and success of SMEs in the modern enterprise environment. This is a quantitative descriptive survey of 51 clothing/textile manufacturing SMEs in Newcastle, KwaZulu-Natal using a self-administered questionnaire. The results of this study indicate that budgeting systems were the most used MAPs by Newcastle clothing/textile SMEs and that the strategic management accounting (SMA) and performance measurements tools (PMTs) were the least used of the MAPs surveyed. Newcastle clothing/textile SMEs use traditional MAPs; however, they are endeavouring to integrate the modern or newly-developed MAPs such as the use of the decision support systems into their enterprises’ administration. The results indicated that the most valued role of MAPs was for planning future strategies, tactics and operations. On the other hand, certain roles of MAPs were considered not to be beneficial to Newcastle clothing/textile SMEs. Factors that affected the use the MAPs were the high cost to implement MAPs, the complexity of newly-developed or modern MAPs, that the benefits of the MAPs were too difficult to observe, and the lack of information on affordable accounting services. In respect to the performance of the Newcastle SMEs, the results indicated that the MAPs assessed had a moderate influence on the performance of SMEs. The study recommends that SMEs are apprised of the significance of MAPs. SMEs should liaise with academics, government, and professionals in the commerce field, amongst other initiatives, to implement and monitor their skills development for the success and survival of SMEs in the clothing/textile industry.

scholarly journals The Role of Activity-Based Costing for Assessing and Performance Accounting Costs System to Products Costing Pricing in Manufacturing Environment A case study applying on gadget co: دور أسلوب التكلفة على أساس النشاط لتقييم أداء النظام المحاسبي لتكلفة المنتجات وتسعيرها في بيئة التصنيع دراسة تطبيقية على شركة جاد للزجاج

2021 ◽  
Vol 5 (1) ◽  
Author(s):  
Ezzat Kamal Abdalla Mousa
Keyword(s):  
Decision Making ◽  
Performance Management ◽  
Manufacturing Cost ◽  
Activity Based Costing ◽  
Cost System ◽  
Abc Analysis ◽  
And Performance ◽  
The Cost ◽  
And Control

The study builds for accounting Activity-Based Costing (ABC) analysis supporting decision-making concerning product modularity and the accounting cost system for whether assessing performance to pricing basic and control to the product cost and allocate the activity. the paper aims to investigate the merits. of the Activity-Based Costing (ABC) as a method for assessing the cost consequences of better applied in modularization. This is done through a case study followed by reflections on how ABC (might) need to be developed to be able to serve as the relevant costing tool for assessing and performance in cost system and to whether allocate cost to each unit. The second aim some general rules on the cost efficiency of modularization from the case study the main problem study ABC is not sufficient enough to applying at any organization that may lower overhead costs. the result of this study The ABC provided the more accurate cost per unit as results good price, sales strategy, performance management and decision making that should be improved It provided much better insight into what drivers overhead costs. ABC recognizes that overhead costs are not all related to production and sale volume applying ABCTD in the manufacturing cost and to whether this more study about ABC in public sectors.

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