Strategic investment decisions: the importance of SCM. A comparative analysis of 51 case studies in U.K., U.S. and German companies

Carr, Chris; Tomkins, Cyril

doi:10.1006/mare.1996.0012

Cited by 90 publications

(71 citation statements)

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“…The low use of long term analysis particularly for capital budgeting is similar with the result by Dugdale (1994) who reported that capital budgeting received a relatively low rating for benefits received, ranking only 22nd out of 30 management accounting techniques. In contrast to these results, there are several surveys have reported that the use of capital budgeting analysis is widespread (Klammer, Koch, & Wilner, 1991;Drury et al, 1993;Carr & Tomkins, 1996;Chenhall & Smith, 1998). Chenhall & Langfield Smith (1998) found out that techniques concerned with the long-term were capital budgeting tools are ranked 2.…”

Section: Level 4: Lowest Extent Of Usementioning

confidence: 93%

The Adoption of Management Accounting Practices in Malaysian Small and Medium-Sized Enterprises

Ahmad¹

2013

ASS

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This paper provides empirical evidence on the adoption of a broad range of management accounting practices in Malaysian small and medium-sized enterprises (SMEs) in the manufacturing sector. Data collected from a postal survey of 160 accountant managers are used to facilitate the study. The results indicate that the traditional MAPs such as conventional budgeting, traditional costing and financial performance measures are widely used by the respondents. The results also show that a significant number of respondents have adopted one or more measures both financial and non-financial but the reliance on financial measures is greater than for non-financial measures. The main non-financial measures frequently used by respondents are on-time delivery, number of customer complaints, defect rate and manufacturing lead time. These findings suggest that respondents, who use non-financial performance measures, are more internal-process and customer focused rather than employee focused. Further the recently developed management accounting techniques such as ABC, non-financial performance measures particularly on employees-oriented measures, decision support analysis and strategic management accounting are only adopted by the minority of the respondents. The respondents also indicated a low extent of use of all investment appraisal techniques in their decision making process. The finding suggests that given the relatively small size of the responding firms and due to some constraints, it is unlikely for the SMEs to adopt a comprehensive MAP in their firms.

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Section: Level 4: Lowest Extent Of Usementioning

confidence: 93%

The Adoption of Management Accounting Practices in Malaysian Small and Medium-Sized Enterprises

Ahmad¹

2013

ASS

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“…MC serves to align business goals (Cooper and Ezzamel 2013) and a subsidiary's investment decisions (Al Chen et al 1997;Carr and Tomkins 1996) with global strategy. Management accounting supports the translation of strategy into specific local performance targets and secures conformity with global rules and procedures (Chang et al 2009;Cooper and Ezzamel 2013).…”

Section: Mnc Characteristicsmentioning

confidence: 99%

“…The influence of strategy has predominantly been reported in qualitative papers. In the 1990s the influence of corporate strategy on investment decisions was investigated (Al Chen et al 1997;Carr and Tomkins 1996). Mainly since 2008, (2001) effects of strategy and strategic changes on PMS and corporate rules often accompanied by extensive communication have been in the focus (e.g., Cools et al 2008;Cooper and Ezzamel 2013;Hoque and Chia 2012).…”

Section: Mnc Characteristicsmentioning

confidence: 99%

“…Small MNCs rather base control activities on financial planning and on personal control through the owners (Neves and Bugalho 2008). High diversification is suggested to relate to formalized planning processes as a means of communication between headquarters and divisions (Carr and Tomkins 1996) as documented in case studies. Although many studies use size as control variable, remarkably little insights exist on effects of an MNC's size on MC.…”

Section: Mnc Characteristicsmentioning

confidence: 99%

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Management control in multinational companies: a systematic literature review

Sageder

Feldbauer‐Durstmüller

2018

Rev Manag Sci

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Executing management control across borders is crucial for multinational companies (MNCs). Various management control mechanisms serve to align foreign subsidiaries with corporate goals. Management control at MNCs has been subject of numerous studies in the past 25 years, thus highlighting the relevance of the topic. To provide a comprehensive overview of the research field, a systematic literature review including 79 articles from scientific journals has been conducted that outlines various control mechanisms and presents underlying theories as well as development over time. The design of management control and management accounting depends on internal factors at headquarters and the subsidiary as well as on external factors like culture or market requirements. The relationship of headquarters with subsidiaries and the integration into the host country context represent another influence on management control. This paper categorizes influencing factors, discusses interactions and limitations of control mechanisms and suggests implications for practice and research along with avenues for future research.

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“…The selection approach has been widely adopted in MCS research (e.g. Carr and Tomkins 1996;Fisher 1996;Chow et al 1999;Guilding and McManus 2002;Davila 2005;Gerdin 2005;O'Connor et al 2006).…”

mentioning

confidence: 99%

Management control systems in innovation companies: a literature based framework

2014

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Strategic investment decisions: the importance of SCM. A comparative analysis of 51 case studies in U.K., U.S. and German companies

Cited by 90 publications

References 0 publications

The Adoption of Management Accounting Practices in Malaysian Small and Medium-Sized Enterprises

The Adoption of Management Accounting Practices in Malaysian Small and Medium-Sized Enterprises

Management control in multinational companies: a systematic literature review

Management control systems in innovation companies: a literature based framework

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