The volatility of both global and national markets has emerged in recent years. In response to the changes in the operating environment, organizations have been adopting various practices to ensure sustainable development by anticipating threats and managing risks. While many studies are focusing on the investigation of strategic adaptation to the volatile economic environment, there has been little research examining management accounting (MA) as a sustainable development strategy in times of economic turbulence. This study investigates the degree of variation in the use of MA practices induced by economic recession. Investigating the variations in management accounting practices in Russian organizations in 2000–2013 (pre-recession period) and 2014–2018 (economic recession), the authors explore the change across 54 MA tools split into operation, management, and strategy pillars. The contribution of this study to the literature involves the understanding of the use of particular MA tools across various types of organizations and industries before and during the economic recession, as well as discovering the intention to change the instruments in case the economic situation deteriorates. The survey of four types of organizations (micro, small, medium, and large) in five sectors (service, industry, trade, agriculture, and tourism) was conducted in seven territories of Russia differentiated on the level of their economic performance (well-performing, average, and declining). The survey revealed that, during the crisis, the respondents tend to drop using many of proactive sustainability-oriented MA tools and instead focused on achieving immediate and direct effects on sales, profits, and other performance parameters by employing less-sophisticated short-term MA instruments. The forecast of future application of MA tools in a falling economy revealed that, in an attempt to achieve durable and sustainable performance, the organizations of all types and sectors intended to focus on practices such as risk management variance analysis, rolling forecasts, payback, breakeven analysis, and activity-based management.
The purpose of this work is to develop a methodology to assess and monitor cluster structures. The authors' proposed method assesses the level of cluster structure development by considering cluster transformation analysis in the information and communication sectors of the regional economy, prerequisites for cluster formation, and the current level of digital cluster development in the region. To evaluate the prerequisites of digital economy cluster formation, an integral indicator is calculated and a multi-parameter approach is used to evaluate cluster effectiveness. The integral indicator includes 17 values calculated using the scorecard evaluation method. To make conclusions about the stages of IT cluster development, the authors provide the scale used to interpret integral indicator values. This scale classifies cluster development using four levels: beginner, elementary, intermediate, and advanced. A comparative analysis of IT cluster development in the Kaluga and Bryansk regions of the Russia reveals that IT clusters in Kaluga are at an advanced level of development due to its highly developed infrastructure and work flow organization, while IT clusters in Bryansk are at the beginner stage. This shows that Kaluga has a more effective industrial policy for clusters. The proposed methodology allows researchers to compare clusters from different regions and monitor their development.
The theoretical and methodological approach to the analysis and evaluation of innovative sectors of the economy of the region in which there are real prerequisites for the formation of cluster agglomeration. Proposed to evaluate the potential of clustering to calculate private coefficients, incorporated in two sets of indicators, and then on the basis of the received data to determine the integral indicator of the prospects of the investigated sectors of the economy, taking into account the results of the evaluation and analysis of potential and strategic development of the industry.
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