Management Accounting for Service: A Research Agenda

Purpose – The purpose of the paper is to point out a research agenda for Management Accounting under the emergent Service-Dominant (S-D) Logic. S-D Logic is widely discussed in the field of Marketing, the paper tries to extend S-D Logic in the Management Accounting context and develops some related considerations. Methodology/approach – Service related change in economy and firms raises new challenging issues in management accounting topics such as cost classification, cost structure, cost object, the role of “traditional” accounting tools and models, price-cost relations for pricing decisions. In this paper, we identify several critical research questions that address a tentative research agenda in the field of management accounting to better explore its role within service science. Throughout the paper many different examples are provided in order to support what is sustained. Findings – The conclusions of the paper trace some aspects addressed as core in the distinction between Goods-Dominant Accounting and Service-Dominant Accounting. Considering the new changing service environment, the role of management accounting in providing information to support managerial decision making and control can be widely renewed. Research implications – The paper opens many underexplored topics on Management accounting in the interface with service and traces a research agenda for further research. Originality/value – This is the first paper, after the brief overview on accounting and Service Science provided by Kerr (2008), aiming at understanding the role of Management accounting in the context of S-D Logic.Service-Dominant Logic, Management Accounting, Costing, Measurement, Value.

Relevance of Balanced Scorecard for Performance Evaluation of Selected Indian Corporate Units

One of the hall-mark of leading edge organization- be they public or private has been the successful application for performance evaluation to gain insight into, and make judgments about the organization and the effectiveness-efficiency of its programmes, processes and people. In other words, they use performance measurement for managing their organizations. It is a common practice to evaluate a company’s performance in terms of financial measures like profitability, ROI, EVA. However, survival of company does not depend on financial matter alone. The financial measures alone in performance measurement and control system are inadequate for strategic decision making. There has been growing criticism for financial measures in performance as they are historic in nature and lack futuristic outlook. Their relevance in the information age, when the companies are building internal assets and capabilities, is questioned. The situation might be worse when the firm is compelled to pursue short term goals at the cost of the long term objectives. Manager in practice have learnt the hard way that an unequalled focus on the financial health of the organization results in several irreparable adverse consequences. Managers of successful companies do recognize that the financial measures are after-the-events or lagging indicators of performance which depend on numerous events that would have occurred months or years before and over which they do not have control at present. Thus, Non financial measures are equally important while measuring the performance of business units. Harvard’s Robert Kaplan and David Norton developed an innovative and multidimensional corporate performance evaluation tool known as Balanced Scorecard. The BSC is a useful approach for organizational measurement and improvement. The BSC is performance measurement system using a multi-dimensional scorecard to translate strategy into a balance of financial & non-financial performance measures. So many corporate firms are using the tool successfully throughout world. While in India, the Balanced Scorecard is also getting popularity

Towards an integrated accounting framework for manufacturing improvement

The accounting world is confronted with criticism on the relevance of its practices. This has led to improved allocation methods and improved methods for operational decision making. Until now few attempts are made to integrate these new accounting methods. This paper presents an integrated accounting information framework to measure the economic consequences of manufacturing improvement decisions. The notions "resource consumption" and "resource spending" are connected to build the framework. Within this context effectiveness, efficiency and productivity improvement are redefined. A project portfolio gives operations management the possibility to rank improvement projects based on magnitude, timing and economic results

Strategic HRM Measurement in the 21st Century: From Justifying HR to Strategic Talent Leadership

Measurement will be vital to the evolution of human resource management in the coming century, but in this chapter we propose that it will not be measurement as usual. The future of HRM will require a decision science for talent resources that is as logical, reliable, consistent and flexible as Finance, the decision science for financial resources, and Marketing, the decision science for customer resources. In this chapter we describe the elements of this new decision science, which we call “Talentship,” and its implications for the future of strategic HR measurement. Using this framework, we review leading measurement approaches, describe their contributions, and identify the significant opportunities for improvement in future HR measurement systems

Impact of Activity-based Costing (ABC) on Competitive Advantage in the Jordanian Telecommunication

This study aimed at exploring the impact of Activity-based costing (ABC) on Competitive Advantage in the Jordanian Telecommunication, by conducting an analysis of the gaps between the scientific development of the activity-based costing (ABC)  system and the reality of its application in practice is necessary to determine the applicability and applicability of the business organizations in the light of the continued dominance of traditional techniques. The researcher adopted the descriptive statistics methodology by applying the questionnaire (the study tool) to a sample of a size of (222). The study results found that there is a statistically significant differences at the level of significance (α = 0.05) of the impact of applying activity-based costing (ABC) on the competitive advantage in the Jordanian telecommunications

Pollution Prevention and Business Management. Curricula for Schools of Business and Public Health. Volume 1: Modules 1-3

These instructional modules are based on the premise that sustained economic development is dependent upon sustained protection ofthe environment. They also reflect the fact that preventing waste is far more cost effective than managing the waste once it is generated. Pollution prevention not only offers businesses a competitive opportunity, it is a natural extension of sound management practices. Incorporating pollution prevention into business management and government regulation will enhance longterm economic prosperity.published or submitted for publicatio

Impact of Activity-based Costing (ABC) on Competitive Advantage in the Jordanian Telecommunication

This study aimed at exploring the impact of Activity-based costing (ABC) on Competitive Advantage in the Jordanian Telecommunication, by conducting an analysis of the gaps between the scientific development of the activity-based costing (ABC)  system and the reality of its application in practice is necessary to determine the applicability and applicability of the business organizations in the light of the continued dominance of traditional techniques. The researcher adopted the descriptive statistics methodology by applying the questionnaire (the study tool) to a sample of a size of (222). The study results found that there is a statistically significant differences at the level of significance (α = 0.05) of the impact of applying activity-based costing (ABC) on the competitive advantage in the Jordanian telecommunications

Practical financial decision making : essential tools

https://egrove.olemiss.edu/aicpa_guides/1813/thumbnail.jp

Cost of quality and quality optimization in manufacturing

This article looks to find the optimization between the quality of manufactured products and the components of the costs of quality, including prevention cost, appraisal cost, internal failure cost and external failure cost. The results for all products, such as automobiles, appliances and electronic devices can be used. Any serious attempts to improve quality must take into account the costs associated with achieving quality, since nowadays it does not suffice to meet customer requirements, it must be done at the lowest possible cost as well. In the current business environment, management accountants and designers need tools and to develop models for decision making and planning with the reduction in quality costs of the products to provide products with high quality in order to create value for an organization. In this paper, to improve (optimize) the quality and components of the costs of quality, a kind of ant colony algorithm under the title of minimum and maximum ants system has been implemented. The current study has at least one aspect of innovation. On the international level, no research has been done in regards to the relationship between quality and the costs of quality. It was found that from a product differentiation point of view and a cost leadership point of view what component of a product best leads to the optimization of the relationship between cost of quality and quality.