Mapping Management Accounting: Graphics and Guidelines for Theory-Consistent Empirical Research

Luft, Joan L.; Shields, Michael D.

doi:10.1016/s1751-3243(06)01002-9

Cited by 78 publications

(126 citation statements)

References 232 publications

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“…6 In contrast, in Japan physician hospital ownership studies have associated it with conflicts of interest (Rodwin & Okamoto, 2000). 7 Principal agent theory is a possible alternative theoretical foundation that takes an ex ante perspective assuming rationality and so predicts organisations are optimising with no direct capacity to test empirically for performance effects (Luft & Shields, 2007). We prefer TCE which takes an ex post perspective assuming bounded rationality allowing for the possibility of 'misalignment' between the chosen ex post solution, the MCS and the transaction characteristics.…”

Section: Theoretical Foundation and Hypothesis Developmentmentioning

confidence: 99%

Management control system design, ownership, and performance in professional service organisations

King

Clarkson

2015

Accounting, Organizations and Society

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Section: Theoretical Foundation and Hypothesis Developmentmentioning

confidence: 99%

Management control system design, ownership, and performance in professional service organisations

King

Clarkson

2015

Accounting, Organizations and Society

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“…iMCS is considered as an overall measure that comprises three individual control tools widely used in practice: cost accounting, balanced scorecard, and budget systems (Bisbe and Otley 2004;Bisbe and Malagueño 2009). Results suggest iMCS positively influences the development of 1 This structure avoids contravening Luft and Shields' (2003) position on moderating variables. 2 The benefits of using MCS rarely have a direct impact on financial performance (Bisbe and Otley 2004;Henri 2006).…”

mentioning

confidence: 99%

The effects of the interactive use of management control systems on process and organizational innovation

2015

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This study examines how the interactive use of management control systems (iMCS) affects process and organizational innovation. Firstly, it is postulated that iMCS directly influences the development of process and organizational innovations. Secondly, we argue in favor of a moderating role of iMCS in the relationship between innovation and financial performance. Most studies of MCS and innovation have focused on new product development. However, process and organizational innovations follow innovation patterns that clearly differ from product innovation. The research model is empirically examined using data collected from a survey of 230 firms. Results from a structural model tested applying Partial Least Squares regression, controlling for size, family ownership, R&D, and product innovation, reveal that iMCS fosters process and organizational innovation. Results also suggest that iMCS could play a moderator role in the relationship between process innovation and financial performance. These findings highlight the role of iMCS in process and organizational innovation, expanding previous literature on Simons' Levers of Control and innovation. The results are also discussed with regard to their managerial implications.

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“…1 was tested by the structural equation modeling (SEM), based on the PLS method (Stage et al 2004). This method has been used quite frequently in management accounting and social science research (Baines and Langfield-Smith 2003;Luft and Shields 2003;Smith and Langfield-Smith 2004). PLS is especially useful when the sample size is limited and the theory is not strong.…”

Section: Plsmentioning

confidence: 99%

“…PLS is also useful in this situation in which the purpose is to analyze data relative to a pre-specified (causal) path model. According to Luft and Shields (2003), structural models are appropriate when the theory sets out to explain the role of variables that intervene in relationships between input variables and outcome variables (Chenhall 2005). In this study, managerial work roles and traditional task dimensions are input variables, while the investigated outcome is the effect on the importance of information (perspective and scope) and performance.…”

Section: Plsmentioning

confidence: 99%

The association between CEO work, management accounting information, and financial performance: evidence from Finnish top managers

Laitinen

2014

J Manag Control

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The objective of this study is to analyze the association between CEO work, importance of management accounting information (MAI), and financial performance of the firm. The research model is based on nine hypotheses on the association of CEO work with traditional dimensions of managerial tasks (time span, process stage, and functional area), importance of MAI, and financial performance. We assume that CEO work is directly associated with the importance of MAI, but also indirectly mediated by traditional task dimensions. It is also assumed that CEO work is associated with financial performance directly, but also indirectly mediated by the importance of MAI. The research model was tested by the partial least squares method using survey data from 215 Finnish top managers (CEOs) from firms of different industry and size classes. CEO work was captured in Mintzberg's (The nature of managerial work. New York: Harper & Row, 1973) classic ten work roles, measured by the importance of 20 tasks. The importance of MAI was reflected by the importance of both the scope and the perspective of MAI. Financial performance was measured by traditional financial ratios. The results generally show that the CEO work latent variable ("information-user CEO", IUC) is strongly associated with the importance of MAI. It is also strongly associated with traditional dimensions of managerial tasks. However, these dimensions do not intermediate this association further to the importance of MAI. This importance has only a weak direct association with financial performance that is negatively associated with IUC work.

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Mapping Management Accounting: Graphics and Guidelines for Theory-Consistent Empirical Research

Cited by 78 publications

References 232 publications

Management control system design, ownership, and performance in professional service organisations

Management control system design, ownership, and performance in professional service organisations

The effects of the interactive use of management control systems on process and organizational innovation

The association between CEO work, management accounting information, and financial performance: evidence from Finnish top managers

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