Upskilling finance and accounting teams in technology, data analytics, and financial analysis is now a strategic imperative for CFOs. From the perceptual lens, the environment could be viewed as certain or uncertain only to the extent that decision makers perceive it to be (e.g. [1, 11]). Perceived environmental uncertainty is described as the absence of information relating to organisations, activities and happenings in the environment [20].
Corporate sustainability performance management in the context of the United Nations’ Sustainable Development Goals.
Kurt began his career in public accounting with Ernst & Young and continued as a manager of a large local accounting firm in California. He received his MBA at the University of California—Davis and is currently a certified management accountant (CMA) and certified public accountant (CPA). The knowledge Kurt gained from his seven years in industry and more than 15 years in education has enabled him to write a clear and concise book filled with real world examples. The content included in an introductory managerial accounting course does not change substantially annually. Another reviewer mentioned that there may be a need to update some of the example companies after a while.
Sustainable services: CPAs positioned for burst in opportunities
I suspect most professors will bring in supplemental, current examples to compliment the generalized examples in the text. It could expand on some of the illustrative examples to include multi-cultural products and/or company names. Given that the book covers the same material as my current managerial text but without the steep cost, I will strongly consider switching to this text. The introduction and explanation of the concepts are fairly well done and they make good use of challenges faced by contemporary companies. I have randomly checked a number of problems for mathematical accuracy and found no errors. However, I was wondering if the answers for the end of the chapter exercises are also available to the reviewers for establishing the accuracy.
An empirical study of the role of accounting data in performance evaluation
This study follows the theoretical foundation that strategic management accounting would aid effective management decision-making, and ultimately boost organisational performance. In line with the aim of this study, relevant literature is reviewed to explain the theoretical premise of this study. The literature review is organised along three core themes in strategic management accounting discourse, namely, strategic management accounting techniques, contingency factors of strategic management accounting usage, and the impact of strategic management accounting on organisational performance. The important role that management accounting plays in driving organisational performance has been reiterated in the literature.
- “Management accounting is all about helping your users and the company make the best decision possible given the information available to them,” he says.
- Just like any other position, the salary of a management accountant depends on several factors including experience, specialties, education and designations, and the company for which you work.
- Consumer products with artificially high production costs will lead to higher than average consumer prices and potentially lower sales.
- In all of these cases the student would have a quality educational resource.
Given the importance of strategic management accounting to effective management decision-making and corporate success, there remains a growing interest in understanding the topic. Little wonder therefore that the advocacy for more research towards a better understanding of what strategic management accounting practices organisations adopt and what motivates their preference for one technique over the other (e.g. [4, 53, 58, 86, 90]) remains current. Managerial Implications—Managers operating cash flow calculation are reminded that optimal use of strategic management accounting techniques would boost organisational performance. Achieving high levels of organisational performance would however hinge on an organisation’s ability to effectively align its SMA techniques usage to its internal and external dynamics. In other words, managers must bear in mind that there is no one-size fits all approach; therefore, they should endorse SMA techniques usage that fits their operational dynamics.
Firm resources and sustained competitive advantage
Sentences are not overly long, and the language used is a good blend of technical vocabulary that the student should become accustomed to, and layperson terms. I think this is an advantage of this text – most students dislike having to “wade through” a lot of dense writing to get to the point of the chapter or section. I am not appreciating the muted green and blue shadings on all the tables and exercise problems. The fonts on some of the tables and exercise problems are entirely too small. I greatly appreciate the effort of the authors in completing this book and making it available to students at no charge. I have not perceived any culturally insensitive content or example in any way.
The conceptual framing in this study includes two external (perceived environmental uncertainty—competitive intensity, and market turbulence) and three internal (organisational structure—formalisation, and decentralisation, and organisational strategy) factors. The conceptual framing of this study embraced only three themes in the SMA discourse, namely perceived environmental uncertainty, organisational structure and organisational strategy. Elaborated, the contingency premise considered in this study relates to perceived environmental uncertainty (competitive intensity, and market turbulence), organisational structure (formalisation and decentralisation), and organisational strategy. This study recognises that there are other contingencies of strategic management accounting practices that have not been included in the conceptual framing of this study. Over the past decade, management accounting has seen changes not just within existing domains of the field but has also witnessed extensions outside its established realms of activity. This book captures key facets of current thoughts, concerns, and issues in management accounting.
While these would be desirable, this is not a huge shortcoming for this particular subject matter. The lack of a Table of Contents or chapter listing within the PDF of the book itself is an issue. I think this text is a good starting point for OER content for an introductory managerial accounting course. I would not be comfortable relying solely on this text for content – there is not enough contextualization nor enough visual aids for some of the material. Splitting each concepts into smaller chunks/sections supplemented by relevant questions and answers and examples would make the reading easy to the students.
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