Strategic Management Accounting

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.

Following a consideration of what accounting practices may comprise strategic management accounting SMA , the results of a questionnaire survey investigating the incidence and perceived merit of 12 SMA practices are reported. The survey sample comprises large companies in New Zealand, the United Kingdom and the United States. There is a wide range of application rates for the 12 practices appraised; competitor accounting and strategic pricing are the most widely-used. Most of the SMA practices appraised are not widely used. However, based on the perceptions of the benefits from adopting such practices, the potential for greater use exists in all countries examined. Crosscountry comparisons highlight fairly similar levels of SMA usage. However, when controlling for company size, there is a suggestion that some practices are used relatively more in N.Z. and relatively less in the U.K. and U.S. There appears to be negligible use of the term 'strategic management accounting' in organizations and practising accountants have a limited appreciation of what the term means. 2000 Academic Press

Strategic management accounting (SMA) is concerned with the provisions, application and review of
accounting information by the management of an entity with the aim of making business decisions that would create a
competitive edge in the market and control the firm’s activity with the aim of achieving profitability. The aim of this study
is to investigate if the application of SMA techniques among small businesses in Nigeria can combat business failures
prevalence. The study obtained data from fifty (50) small business owners in Nigeria through a cross-sectional
questionnaire survey approach through the local chambers of commerce. The findings from the hypotheses tested show
that apart from macro-economic challenges, most small businesses do not use SMA techniques in their decision making
process instead the simple traditional management accounting techniques are used despite its obvious flaws. The findings
showed that there is no relationship between strategic management accounting and small business performance/failures.
This study would be of benefit to government, researchers and small business owners as it would provide a guideline upon
which decisions regarding small business performance are to be made. Based on the findings, the study concludes that
despite institutional lapses the use of SMA techniques would be a veritable tool for the survival of small businesses in
Nigeria

It is clear that organizations today expect much more than simple double-entry bookkeeping from their Accounting Information System (AIS): ERPs not only support all transaction-related activities, but also provide comprehensive tools that are useful to analyze data and make decisions. However, the definition of an AIS, or what it should be, is highly dependant on the definition of accounting itself.

Peran informasi akuntansi dalam bisnis adalah untuk memfasilitasi pengembangan dan pelaksanaan dari strategi bisnis. Fokus eksplisit pada konteks manajemen strategis membedakan SCM dengan akuntansi manajemen. Banyak faktor yang secara bersama-sama mempengaruhi proses pengendalian manajemen dalam sebuah perusahaan. Para peneliti telah berusaha untuk memeriksa faktor-faktor ini dengan menerapkan apa yang disebut teori kontingensi: yang berarti bahwa pengendalian manajemen yang bergantung pada berbagai faktor eksternal dan internal. Studi penelitian telah mengidentifikasi faktor-faktor penting yang mempengaruhi desain sistem pengendalian, beberapa faktor tersebut yaitu ukuran, lingkungan, teknologi, saling ketergantungan, dan strategi. Berdasarkan kerangka keseluruhan buku ini bahwa manajemen biaya dan pengendalian menjadi hal yang paling berarti dalam konteks strategi tertentu, serta diikuti dengan apa disarankan dalam bab ini, yaitu bagaimana strategi yang berbeda mempengaruhi proses pengendalian manajemen. Strategi berbeda dalam berbagai jenis organisasi, dan kontrol harus disesuaikan dengan persyaratan dan kebutuhan dari strategi khusus. Logika untuk menghubungkan pengendalian untuk strategi didasarkan pada baris pemikiran berikut: 1. Untuk pelaksanaan yang efektif. Strategi yang berbeda memerlukan prioritas tugas yang berbeda, faktor kunci keberhasilan yang berbeda, serta keterampilan, perspektif, dan perilaku yang berbeda.

Strategy and leadership are concepts that are typically examined individually, as studies that focus on this combination these themes are still rare. The current article aims to examine the possibilities with regard to the conceptual integration of strategy and leadership through a review from 2003 to 2014. During the selection and classification processes, specific types of topics and articles were adopted. Regarding the typologies, the articles were classified into the following four groups: case studies, conceptual articles, literature reviews and empirical-technical articles. In the current study, data collection was performed using the CAPES Periodicals Portal. Subsequently, the Strategy & Leadership journal was chosen because it had the greatest number of articles published regarding the relevant topic. These articles were then read and analysed. The results of the review led to the confirmation of the following four categories: strategic management, leadership practices, leadership as a strategy and strategic leadership. This article analysis allowed for the identification and confirmation of specific themes that were associated with each category and may support future research, which is the main academic contribution of the current article.

The primary objective of this research paper was to review the extent of application of Strategic Management Accounting Practices (SMAP) by local Nigerian manufacturing firms in making effective decisions by business managers and accountants. Using a sample of ten manufacturing firms, fifty professional accountants and business managers working in the organizations and adopting questionnaires to gather primary data-the Pearson Product Moment Correlation Coefficient and multiple regression analysis were adopted as main statistical tool of analysis. The first hypothesis shows ranking of 0.97 above 0.5 level of confidence, while the second hypothesis comparing application and non-application of SMAP show an improvement in the results from 77.4% to 88.6%.The results indicated significant improvement in production management and effective pricing policies among firms that adopted SMAP in their decision making process. The findings of the study may have implications for the firms' management staff and accountants, as they revealed the attainment of effective resource management which is the goal of management. As a result of this research, one is able to conclude on the need for managers to employ SMAP to enable them identify, accumulate, and manage costs of their activities to ensure accuracy of their decisions. The paper focuses on the need to ensure reliance on SMAP to take decisions in an economy of unpredictable economic dynamics balanced with the need to attain set goals.

Paper represents positive effects of competitive intelligence (CI) usage in the process of strategic decision making within the company. We analyze current state of CI awareness in Serbian businesses, and influence of CI on business performance of companies operating in Serbia. Study provides empirical comparative data on competitive intelligence implementation practices in developed countries and Serbia. Survey results, based on summarising and comparative analysis of field data, indicate that there are small differences in practical implementation of CI between companies in Serbia and those in EU. We indentified differences
between the CI practices in Japan and USA on one side, and EU countries and Serbia on the other. Research aim is to make an assessment of competitive intelligence systems application in practice, and to provide necessary recommendations for companies based on the “best CI practices” in most developed countries, as well as basis for future studies.

Bu çalışmanın temel amacı, uygulama kapsamında yer alan işletmelerin mali performanslarını ortaya koyarak, işletme açısından gelecekteki durumlarla ilgili olarak sürdürülebilirliği sağlayacak stratejik konularda alınacak tasarruf ve tedbirler için yol gösterici olmak; işletmenin diğer paydaşları açısından (yatırımcı, kredi kuruluşları, devlet vb.) ise işletme ile ilgili durum değerlendirmesi yapacak bir veri sağlamaktır. Çalışmada mali performans hesaplaması için TOPSIS yöntemi kullanılmıştır. Uygulamanın kapsamını BİST Taş ve Toprağa Dayalı Sanayi sektöründe yer alan 28 adet işletme oluşturmaktadır. Elde edilen sonuçlara göre 2015 yılında Taş ve Toprağa Dayalı Sanayi sektöründe en başarılı mali performansa Afyon Çimento sahiptir. Ünye Çimento, ikinci en başarılı mali performansı gösterirken üçüncü sırada ise Konya Çimento yer almaktadır. 2015 yılı için en kötü mali performansa sahip işletme ise Doğusan olarak saptanmıştır. Uşak Seramik ve Göltaş Çimento’nun
da kötü bir mali performansa sahip olduğu söylenebilir

The problem of high manufacturing costs has led to the shutdown of many
manufacturing companies in Nigeria. This study examines the relationship between
cost reduction strategies and the growth of manufacturing companies in Nigeria using
data from annual reports of 40 manufacturing companies quoted on the Nigeria Stock
Exchange within the period of 2012-2016. 40 manufacturing companies were sampled
purposively for this study. The study took changes in material cost, changes in labour
cost and changes in administrative overhead as variables for cost reduction strategies
while changes in turnover as the variable for Growth. Correlation analysis was
conducted to determine the association cost reduction strategies and growth while,
regression analysis was used to determine the impact of cost reduction strategies on
the growth of manufacturing companies. Results showed a positive significant
relationship between cost reduction strategies and growth of manufacturing
companies in Nigeria. The study recommends that manufacturing companies should
implement value analysis in order to reduce material costs and the implementation of
cost reduction strategies in all manufacturing companies in Nigeria

Small Medium Enterprises is the backbone for any economy. It is a newly developed concept for
the developedand developing nations.Sustainable economic growth is derived from the small
medium enterprise growth in the sector. The researches on the management accounting practices
in SMEs sector are limited resulting in the lack of literature reviews for the new research on the
cost accounting for the SMEs sector. The success or the failure of any SMEs depends on the
pricing strategy, budgeting control, variances and other cost control measures. This article is a
study ofthe traditional management accounting techniques such as marginalcosting, capital
appraisal techniques and others methods

Development planning in Nigeria has suffered from lack of coordination and harmonization of programmes/policies both within the tenure of an administration and those succeeding it. However, this study seeks to examine the causes of failure in achievement of most of the National development plans in Nigeria taking a theoretical approach and findings revealed that there is no coordinated efforts and participative decision making in the course of achieving these plans which has led to their failure. Conclusively, the era of the Sustainable Development Goals (SDGs) has come with indicators for all the seventeen (17) set goals to give a direction to Nigeria in the pursuit of her development goals. Based on the observed gaps which are; inconsistency of coordinated effort and directions; inadequate review of previous plan to ascertain area of deviation of actual form planned and absence of participative decision, the researcher therefore recommends that there is a need to continuously review set plans in order to ascertain if the plans are properly achieved before going further to set or achieve another and when setting new goal, the weakness of the previous goal must be considered for proper control measure. Also, investment in human capital must be priotized and included in the National development plans for rapid economic growth. There is also the need to encourage participative decision in the setting of National development plans to aid the selection of a strategy suitable for attaining specific economic goals.

Geleneksel maliyet sistemlerinin maliyet hesaplamada yetersiz kaldığı düşünülerek çağdaş maliyetleme sistemlerinden Faaliyet Tabanlı Maliyetleme (FTM) ve Sürece Dayalı Faaliyet Tabanlı Maliyetleme (SDTFM) sistemleri geliştirilmiştir. Söz konusu bu yöntemlerin de maliyetleri belirlemedeki eksik kalan yanları nedeniyle alternatif bir maliyet sistemi olarak yeni nesil maliyetleme tekniklerinden Kaynak Tüketim Muhasebesi (KTM) önerilmiştir. Çalışmamızda KTM ayrıntılarıyla ele alınarak örnek bir uygulama yardımıyla FTM ile arasındaki farklılıklar ortaya konulmaya çalışılmıştır. ABSTRACT As modern costing systems Activity Based Costing (ABC) and Time-Driven Activity Based Costing (TDABC) are developed because traditional costing systems remained incapable of cost calculation. However, these methods lack cost determination, so as an alternative new generation costing technique, Resource Consumption Accouting (RCA) is offered. In this study RCA is examined in details, and the differences between RCA and ABC are presented with an example.

The following Editorial Comment presents a summary of the main ideas and suggestions presented at the “Meeting with the Editors” at the 9th Iberoamerican Academy of Management (IAM) Conference, in Santiago (Chile). The meeting was conducted by three editors: Jonathan Doh from the Journal of World Business, Martin Larraza from Management Research and Herman Aguinis, President of the Iberoamerican Academy of Management and former editor of Organizational Research Methods. The conference took place from 3rd to 5th December 2015, and was hosted by Universidad Del Desarrollo. This editorial does not change the focus of the previous recent editorial comments of the Iberoamerican Journal of Strategic Management (IJSM). Its purpose of helping researchers and students in their quest to conduct quality research and publish it remains unchanged. These specific editorial comments are grouped in the menu section of the IJSM website under the title How to publish (or perish)? (available at http://www.revistaiberoamericana.org/ojs/index.php/ibero/pages/view/publish%20or%20perish).

With rapid changes in the business environment, organizations are now looking at intellectual assets such as human resources as unique assets that bring about competitive advantage. In spite of the strategic position that human assets occupy, sufficient attention has not been given to standardizing reporting practices. It is against this backdrop that the research examines human resource accounting practices of financial service and manufacturing firms in Nigeria. By content-analysing the financials of 12-selected companies, human resource accounting disclosure indices were derived. Study variables were subjected to statistical procedures such as ANOVA, T-test and Correlation. The study found out that though human resource accounting disclosure practice index of banks is higher in comparison to manufacturing companies, the difference is not statistically significant. Also, there is a strong positive relationship between human resource accounting disclosure and company size. It was the findings of this research that there is a positive connection between the volume of financials and human resource reporting. To enhance the credibility of financial reports, firms may consider valuing and incorporating human assets in their financial statements. Relevant authorities should look into drawing-up specific financial reporting standard on human resource activities to address problems of arbitrariness in human resource accounting disclosure.

The aim of this report was to provide an insight about Ford Vietnam regarding the business strategy, organizational structure, management accounting system and to develop the balanced scorecard for the company.
First, the report will discuss about business strategy, including Ford's competitive advantages and business mission as well as the key success factors for the company to accomplish its goals. Then these elements will be critically analyzed in light of in light of the current Vietnam's automobile industry structure to further assess the appropriateness of Ford's positioning strategy.
The second part is a brief discussion of the organizational structure of Ford, following by the evaluation of this structure, taking into account the company's strategy, key success factors and the industry condition.
The third part is to introduce and explain major information sources currently used by the company to support its strategic and operational decision-making. This presentation is also corroborated with a deep analysis in view of Ford's strategy and organizational structure above.
Finally, the report will develop the balanced scorecards for Ford Vietnam with the discussion of four perspectives regarding to the objectives, the incentives to achieve those objectives and measures to track the implementation; and the justification of each perspective with reference to Ford's strategy.

This study applies the prevailing scholarly theories of strategic management, employment decisions, cost accounting and share reward schemes to a panel of questions raised by Colin Drury (2012) in the
case study of the fictitious company Integrated Technology Services (UK) Ltd., ITS (UK). The paper provides model answers which can be used when working with the case study at institutions of higher education. The merit of the work lies in three areas. First, it provides an overview of theories accepted by the academia that can be utilized for further research. Second, it contrasts pro and contra arguments. Thus it shows the limitations of the very theories when applied to scenarios inspired by practical problems. Third, it develops an innovative Balanced
Scorecard for ITS (UK). The scorecard can be used as an example when working with Drury’s case study. But it is also suitable for real life situations of business entities faced with oppressive overheads and deteriorating net margins, building on highly skilled workforce and trying to preserve its differentiated profile.

The problem of high manufacturing costs has led to the shutdown of many
manufacturing companies in Nigeria. This study examines the relationship between
cost reduction strategies and the growth of manufacturing companies in Nigeria using
data from annual reports of 40 manufacturing companies quoted on the Nigeria Stock
Exchange within the period of 2012-2016. 40 manufacturing companies were sampled
purposively for this study. The study took changes in material cost, changes in labour
cost and changes in administrative overhead as variables for cost reduction strategies
while changes in turnover as the variable for Growth. Correlation analysis was
conducted to determine the association cost reduction strategies and growth while,
regression analysis was used to determine the impact of cost reduction strategies on
the growth of manufacturing companies. Results showed a positive significant
relationship between cost reduction strategies and growth of manufacturing
companies in Nigeria. The study recommends that manufacturing companies should
implement value analysis in order to reduce material costs and the implementation of
cost reduction strategies in all manufacturing companies in Nigeria

This is an individual assignment of about 3,000 words (+/-10%), excluding appendices and bibliography. The word count MUST be shown on the front of the assignment. There are a number of parts to this assignment. Each part is equally weighted.

Resumo: O objetivo deste estudo é analisar a contribuição dos conceitos da Teoria Ator-Rede (TAR) à construção da Gestão Estratégica de Custos (GEC) enquanto arcabouço teórico e área de pesquisa. Observa-se no atual momento da GEC que, apesar de ser considerada uma ferramenta de potencial incremento à competitividade, tem visto seu campo de estudo diminuir ao longo do tempo, além de ser alvo de contestações relacionadas ao seu framework, fatores que podem ser chamados paradoxais. Nesse contexto, entende-se que a TAR representa uma concepção teórica e prática que possibilita investigar essas questões, uma vez que traz conceitos que auxiliam potencialmente na compreensão das relações entre os atores e os mecanismos de construção de rede. A partir de estudos que abordam a prática da GEC, mais especificamente, seus instrumentos, por meio de conceitos da TAR, foi possível inferir proposições para futuros estudos. Primeiro, profissionais e acadêmicos poderiam estar tratando os instrumentos da GEC como se fossem munidos de funções intrínsecas, que independentemente das associações se manifestariam. Segundo, a filosofia da GEC carrega em si a sua contribuição para o futuro. Porém, a TAR mostra a instabilidade e variabilidade da construção dos fatos da rede da GEC, o que questiona a capacidade de se antecipar o futuro. Tais pontos poderiam também ser empecilhos à construção do coletivo, base para solidificação da GEC como área de pesquisa. Assim, sendo o movimento construído basicamente por mecanismos retóricos, há dificuldade em angariar visibilidade e convergência aos participantes da rede. Sugere-se a utilização deste arcabouço para a realização de pesquisas empíricas ou sua aplicação a outros fenômenos da Contabilidade Gerencial.

Purpose The purpose of this study is to present a review of the literature on strategic management accounting (SMA). Specifically, it focuses on the trend of SMA research since the publication of Langfield-Smith’s (2008) influential paper “Strategic management accounting: how far have we come in 25 years?” which raised the question of relevance of further SMA research. Design/methodology/approach The study reviewed articles published on SMA as a whole (comprising a set of advanced management accounting techniques) and its specific techniques for the period of 2008 to 2019 in 23 leading accounting journals. Findings The review finds that research on SMA has focused on the contingencies influencing the adoption and implementation of SMA techniques and the effects of such adoption on various aspects of firm and employee performance. The renovation and modification of existing practices in attempt to match with the organizational context has also attracted the attention of several SMA s...

Literature recognized that business collapse and substantial corporate opprobrium in contemporary times have resulted to substantial interests in studies on codes of corporate governance with the aim to enhancing organizational governance in addition to enabling organizational survival. Organizational board represents a fundamental aspect of corporate governance. Board composition ought to be sensitive to its central responsibilities of supervision and monitoring of top management. It should prevent any opportunistic tendencies on the part of executives, and ensure the provision of high quality advice to decision makers so as to improve the management of the business. The study examined the association between board composition and financial performance in the Nigerian hospitality industry. Using ex-post facto design, necessary information for the study was obtained from the audited annual reports of the selected companies. The result of the regression analysis (r= 52.7%, p < 0.012) indicated the existence of a positive and significant association between board composition and financial performance. The result of the study corroborated the assertion in literature that the more the ratio of the non-executive directors to executive directors in the board, the higher the quality of oversight functions provided to such organizations. The study concluded that the structure of corporate board affects the financial performance of such organizations. The study recommended that the ratio of non-executive to executive board members should be increased so as to enhance unbiased, objective and quality corporate governance.

Purpose: This paper critically evaluates the role of management accountants in firms to examine if the use of emerging sophisticated management accounting tools and techniques since mid 1980s has prompted a change in their roles from what were traditionally perceived as cost recorders and controllers to broader strategic roles vitally important in planning and decision-making. Literature review: Literature review reveals that there are two types of suggestion from scholars (i) role has changed and (ii) role has not changed. This paper is a modest study of the existing literature to identify why some scholars suggest that the role of management accountants in firms have changed where as others suggest that it has remained the same, and it attempts to critically evaluate both sets of arguments to find which side has the greater weight. Methods: Existing literature on the activities, roles and skill requirements of management accountants have been investigated to arrive at the conclusion. Conclusion: It is concluded that their roles have widened in recent years but the role change is more pertinent to those firms adopting new MA techniques although it cannot be generalized for management accountants in all firms alike.

Until now, in the financial domain, there were only few attempts made to develop maturity models – a useful tool
to identify strengths and weaknesses of certain domains of an organization. The aim of this paper is to present
a maturity model for management accounting. The method used to develop the model is an interpretive
approach, in which an exploratory sequential mixed method research design was applied to broadly explore and
understand data on management accounting systems in various settings and in its historical perspective. This
study extends my previous research on development of management accounting and financial leadership
(Lebedev, 2014, 2015, 2016, 2018, 2019b, 2019a). The framework traces 10 prototype roles of management
accounting along their continuum of maturity (from “non-existent” to “strategic leadership”). Each maturity level
reflects the extent to which management accounting creates value for its users based on the support provided
for “conversations” among stakeholders, the deepness of leadership “embodied” into the management
accounting function, and the effectiveness of management accounting principles and management accounting
practices (MAPs) employed. This study contributes to the theory of management accounting by offering a
framework for understanding of the evolution of financial function and management accounting. In practical
terms, the results of the research could be applied to support decisions in transformation of financial function
along its maturity continuum (both conducted internally by managers and/or with external support of consultants
and advisors), supporting the process of reconciliation of current practices of a company being transformed to
a proposed transformational strategy and chosen direction of implementation.

Abstrak : Penelitian ini bertujuan memaknai tata kelola (corporate governance) dalam organisasi grup restoran Padang X Jakarta. Organisasi restoran Padang dipilih karena memiliki keunikan tersendiri dalam pengelolaan organisasinya (Naim, 1985; Naim et al, 1987). Penelitian ini juga bertujuan menggali nilai-nilai lokal apa saja yang mendasari tata kelola perusahaan sebab pada awalnya, perusahaan tumbuh dengan nilai-nilai tradisional dan bagaimana nilai-nilai tradisional itu bertahan dalam kepungan nilai-nilai modern yang mendominasi kota Jakarta. Untuk mencapai tujuan penelitian ini, peneliti memilih menggunakan pendekatan grounded. Peneliti langsung ke lapangan menghayati dan merasakan praktik yang terjadi dalam tata kelola grup restoran Padang X. Temuan penelitian menunjukkan bahwa grup restoran Padang X memiliki keunikan tersendiri dalam tata kelolanya. Sistem bagi hasil adalah pusat keunikan dari tata kelola, sebab semua tata kelola berhulu dan bermuara dari sistem ini. Sistem bagi hasil terlaksana dengan baik di perusahaan ini karena diselenggarakan dengan prinsip keterbukaan (transparancy), akuntabilitas (accountability), tanggungjawab (responsibility), kemandirian (independency), dan keadilan (fairness). Dengan kata lain, penerapan prinsip-prinsip good corporate governance (GCG) merupakan syarat mutlak sistem bagi hasil dapat dilaksanakan dengan baik. Penerapan GCG di grup restoran Padang X juga diwarnai nilai-nilai kearifan lokal. Meskipun telah terjadi perubahan-perubahan seiring berubahnya ruang, waktu, corak organisasi, dan sumber daya manusia, perubahan-perubahan tersebut masih di tataran permukaan saja. Namun secara substansi, keunikan tata kelola perusahaan dengan sistem bagi hasil tetap terlaksana dengan baik. Sebagai satu contoh akuntabilitas keuangan dilakukan secara terbuka, sehingga semua anggota organisasi restoran memiliki informasi yang simetri, artinya mulai dari bagian cuci piring sampai pada jajaran manajemen dan investor, memiliki akses yang sama terhadap informasi keuangan. Hal ini, sesuai pula dengan jargon mereka bahwa piti (uang) satu rupiah adalah milik bersama. Jargon ini mengikat perilaku mereka untuk saling bekerja sama, saling asah, asih dan asuh dalam mencapai tujuan organisasi. Selain hal itu, penelitian ini juga menghasilkan suatu model tata kelola perusahaan.

In order to build Indonesia's justice economic system, constitutional-ideology reference source used was the UUD 1945 Article 33, paragraph 1 states perekonomian disusun sebagai usaha bersama berdasar atas asas kekeluargaan and the fifth principle of Pancasila, which reads keadilan bagi seluruh rakyat Indonesia. How does the concrete application of the constitutional-ideological basis in the activities of daily business? Naim (1985) and Naim et al (1987) stated that Minang restaurant management system, seems to be one of the prototypes of the Pancasila economic system. The research was conducted in one of the Minang restaurant or that is often called Padang restaurant, were founded and developed in Jakarta and managed by profit sharing system. The significance of the profit sharing in the context of Padang restaurant management, there is not salaried employees, but their income from the restaurant's profit are shared based on each agreed period to distribute each employee and the owner based on "performance index" which is commonly known as mato. How does profit sharing system "X" Padang restaurant group work? What is the form of accounting to support the profit sharing activities? Is the profit sharing system reflect the values of Pancasila? This research is an inductive study using ethnographic methods. In doing so, researchers conducted participant observation, and directly involved in the management of "X" Padang restaurant group and in several branches of restaurant. The results showed that the implementation of the business with profit-sharing system, also reflect the values of Pancasila in its implementation, namely the business of social justice in accordance with the five precepts of the Pancasila, namely keadilan bagi seluruh rakyat Indonesia. Also in its operations, this business also reflects the contents of the Act of 1945 Article 33, paragraph 1 reads perekonomian disusun sebagai usaha bersama berdasarkan azas kekeluargaan. In addition, it was found a unique form of accounting in sustaining the operations profit-sharing system, which for the time being referred to as the Pancasila Accounting Prototype.

The problem of high manufacturing costs has led to the shutdown of many
manufacturing companies in Nigeria. This study examines the relationship between
cost reduction strategies and the growth of manufacturing companies in Nigeria using
data from annual reports of 40 manufacturing companies quoted on the Nigeria Stock
Exchange within the period of 2012-2016. 40 manufacturing companies were sampled
purposively for this study. The study took changes in material cost, changes in labour
cost and changes in administrative overhead as variables for cost reduction strategies
while changes in turnover as the variable for Growth. Correlation analysis was
conducted to determine the association cost reduction strategies and growth while,
regression analysis was used to determine the impact of cost reduction strategies on
the growth of manufacturing companies. Results showed a positive significant
relationship between cost reduction strategies and growth of manufacturing
companies in Nigeria. The study recommends that manufacturing companies should
implement value analysis in order to reduce material costs and the implementation of
cost reduction strategies in all manufacturing companies in Nigeria

In this paper, we present the evolution of Management Accounting and the strategic management accounting (SMA) concept in the field of the Corporate Governance theory. The balanced scorecard (BSC), a SMA tool, is quite famous in the USA and in the European countries. Its principle objective is to articulate planning decisions with control ones thanks to non-financial indicators. Contractual approaches of the corporate governance theory constitute the foundations of this tool. But in Northern Europe, some specific BSC are designed in the framework of the knowledge-based theories. We describe here the results of an inquiry conducted in France. Its aims are mainly:- To test the usefulness of non-financial indicators in driving a firm’s objectives,- And to test the link between the use of non-financial indicators and the performance. We demonstrate that the French managers associate non-financial indicators with strategic objectives. But we also conclude that they believe that there is ...

Determinantes dos custos da produção de soja no Brasil Carneiro, D.M.; Duarte, S.L.; Costa, S.A. da. Custos e @gronegócio on line-v. 15, n. Resumo Os determinantes de custos são analisados para conhecer a estrutura de custos e a posição relativa de custos da organização em relação à sua cadeia de valor e aos seus concorrentes. No que diz respeito ao agronegócio brasileiro, em especial a produção de soja, um dos principais itens exportados pelo Brasil, esse conhecimento pode ajudar o produtor rural a planejar e gerenciar seus custos de forma mais apropriada. O objetivo deste trabalho é identificar os principais fatores determinantes dos custos da soja, buscando avaliar aqueles que são mais relevantes e seus principais efeitos sobre a estrutura de custos dos produtores. O estudo discute os principais conceitos de determinantes de custos e custos no agronegócio, e fundamenta-se nas informações de custos das cinco principais regiões produtoras de soja no Brasil, divulgadas pelo IMEA e analisadas no período compreendido entre a safra 2010-2011 e a safra 2015-2016. Verifica-se a atuação de fatores determinantes de custos, como localização, escala e utilização da capacidade, tecnologia, experiência e aprendizagem, tempestividade, relações na cadeia de valor, estrutura de capitais e fatores institucionais. Os efeitos desses fatores modificam a estrutura de custos dos produtores e implicam diferenças bastante perceptivas nos custos de cada região em diferentes períodos. Palavras-chave: Determinantes de Custos. Gestão Estratégica de Custos. Soja.

This study aims to examine the extent of usage of SMA techniques in the Jordanian private industrial companies (JPIC) and to examine the impact of general and financial managers’ characteristics on the adoption of SMA techniques. It also aims to explore the importance of usage the SMA techniques by JPIC in the future. The study is based on a questionnaire survey of JPIC. The study reveals that 12 out of 19 SMA techniques were adopted by JPIC. These techniques are ABC, COQ, VCC, SCM, EMA, benchmarking, BSC, competitor cost assessment, competitor position monitoring, CPA, customer lifetime value and valuation of customer assets. The results also provide interesting findings; whenever JPIC used the SMA technique they placed high importance of usage rate in the future. The SMA techniques that were not used by JPIC had a low importance of usage rate in the future, in exception of integrated PMS which achieved high importance of usage rate and the LCC which achieved a moderate rate. Final...

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.