1,720,994 research outputs found
TOTAL COST OF OWNERSHIP E LIFE CYCLE COSTING: IL COST MANAGEMENT NELLA PROSPETTIVA TEMPORALE
No full textMultiple measures in management accounting systems and contextual variables: an empirical study in the automotive industry
No full textThe content of Management Accounting Systems (MAS) is changing in order to better satisfy the information needs of managers. The use of multiple performance measures (MPM) in MAS is becoming more and more popular. The manner in which non financial measures (NFM) are used and combined with financial measures (FM) seems to be even more varied than the number of models proposed by scholars and practitioners. Furthermore, it is argued that when firms attempt to improve some critical activity areas (such as product, processes, customers and market development) this implies that the company is trying to integrate and coherently coordinate organizational efforts. For this reason it is appropriate to analyse the new performance measurement "packages" used in practice.
The various aspects of these "packages" are worth investigation and the paper focuses the different “pathways” adopted by companies working in Italy by examining the variables that cause variety of behaviour in the implementation of NFM in MAS. The approach adopted also calls for the analyses of these pathways by studying the perceived outcomes of the new practices. In order to test these pathways, data was collected from 35 automotive manufacturing units. The principle findings of this survey, which took into account a qualified sample of large and medium firms, underlined that the articulation of FM and NFM in MAS varied in each firm belonging to the sample. Therefore the paper, firstly investigated into the relationship between the different structures of MAS and some contingent variables (e.g. size, strategy, adoption of ERP Systems, ...), secondly, it examined the relationship between the contingent variables and the perceived outcomes of multiple measures systems. Consistent evidence was found of firms using multiple measures, but our results indicate that there was a significant relationship among these pathways and few “classic” contextual variables. On the contrary, our results indicate more interesting behaviors by combining these variables in smaller segmental groups of firms. Finally, the important role of the controller in managing effectively the MPM is highlighted in the study. The paper is a consequence of a wider research project focused on the analysis of the integration process between FM and NFM in MAS
Family-controlled business and shareholder value orientation: customization of management control practices
No full textThis paper explores how the notions of shareholder orientation (SHO) shapes management control practices in an Italian family firm. In particu-lar, the paper examines how the influence of the SHO on managerial prac-tices takes the form of a protracted framing process where an emerging SHO-focused frame interacted with the extant frame embedded by socio-emotional wealth (SEW) objectives of the family business. To achieve this purpose, we draw on a case study analysis in order to examine the social processes developed within the firm. Although we consider the case study as a “typical” case of application of a financial control system in a medium-size family control business, findings show that the framing of control prac-tices inspired by the shareholder-focused ideology was reconciled with the extant frame. In the longer term, extant frame continued to dominate within the firm, but shareholder value orientation imbued control practices with a stronger sense of shareholder orientation. These evidences permit to shed light on the process underlying the diffusion of practice grounded on the idea of shareholder wealth maximization
Integration of financial and non financial indicators: some determinants from empirical evidence
No full textToday’s competitive environment shows a noticeable change in informative needs to support
management in everyday decision-making activities. Some of the main changes concern
technological innovations, establishment of new objects to be measured and monitored,
implementation of management systems for quality, safety and environment related to the diffusion
of certification. In order to face these changes, the integration of available and new information
produced in the company is becoming significant. In particular, integration may be relevant to
financial information produced by accounting systems and non-financial information coming from
different information systems, such as those of production, quality and environment areas.
In the paper some of the main determinants that foster integration of financial and non-financial
indicators are shown through the comparison of several companies responsive to this issue. Thus,
some of the emerging critical variables that help explain this integration process in different
business contexts are described and explained.
The paper is one of the first results obtained through a national research project funded by the
Ministry of University Research Science and Technology (MURST). The main objective of this
project is the definition of a conceptual framework for assessing the potential and level of
integration of financial and non-financial informatio
Non-Financial Measures In Italian Management Accounting Systems: Some Emerging Practices From A Survey
No full textThe use of non-financial measures in management accounting systems is growing. The manner in which non-financial measures are combined with financial measures can be wider than the number of models proposed by scholars and practitioners. This integration seems to be in a state of flux. For this reason the analysis of the structure of these new pathways and outcomes related to the use of non-financial measures in management accounting systems seems to be useful.
With regard to this, management is introducing the non-financial information, for instance, coming from production, quality, safety and environment information systems. These measures can be combined in new ways with financial information produced by accounting systems which surely will improve decision-making process and increase management accounting systems effectiveness.
The main purpose of the paper is to explore the “state of the art” regarding non-financial practices in management accounting systems in some Italian Traditional Manufacturing Industries. For this reason the paper, after a literature review of the recent survey on this topic, deals with and presents the evidence of our empirical survey on a sample of large and medium size Italian firms.
The survey is based on the results of the case study that illustrates the different experiences and developments obtained by each case study in using performance measurements. In particular the case analysis tries to focalise on innovative results or experiences still in progress regarding the use of both financial and non-financial measurements.
The paper aims at verifying these first results on a broad scale through the survey. This paper has especially been developed to identify the way of using non-financial measures. The results show a significant preference for forms of integration with different structure gradients that are still under development. It should be underlined that the use of non-financial measures can be very different and its application is in a state of flux, but the respondent management further highlights the presence of outcomes in this integration process. The respondents are quite uniform in recognising the positive and negative perceived outcomes.
Finally, we have examined the role of the controller in the process of integration of non-financial measures in management accounting systems.
The paper is the result of a national research project funded by the Ministry of Education, University and Research (MIUR) and through the much appreciated suggestions during the EAA Annual Congress of Copenhagen. The main changes concern the analysis of the literature review, the meaningfulness of the data-base and the assessment of some variables related with the phenomenon of financial and non-financial information integration
A survey on non financial measure practices in Italian management accounting systems
No full textToday’s competitive environment shows a noticeable change in information needs. The integration of financial and non
financial measures in management accounting systems seems to be in a state of flux.
Some of the main changes concern establishing new models for measuring enterprise activities proposed by consultant
firms. In our opinion it is difficult to say that these models are representative of a new way of developing novelty
management accounting systems. The manner in which non financial measures can be combined with financial ones can
be more varied than the number of known models. This variety provides an opportunity to identify the specific
advantages and disadvantages related to the use of non financial measures in real - world management accounting
systems.
In particular, some changes are created from new non-financial information contained in different information systems,
for instance, those coming from production, quality, safety and environmental areas. These measures can be combined
in new ways with financial information produced by accounting systems in order to improve consciousness and
knowledge.
Furthermore, the limits of traditional financial performance indicators have been highlighted and analysed. These
measures could be manipulated to give an apparent boost to financial performance. They also lack relevance for taking
action as they do not explain the fundamental causes of problems or anticipate the fundamental changes in business. In
other words they are too aggregated and synthetic for guiding managerial action and insufficiently oriented to
measuring “intangible assets” (customer relationships, products and services innovation, high quality and responsive
operating processes, employee capabilities, skills and motivation).
This paper deals with non financial practices in management accounting systems and presents evidence of an empirical
survey on a sample of large and medium size Italian firms. It is designed to give visibility to the changes described
above.
The survey was defined after the first analysis of the case study presented at 5th EIASM International Seminar on
Manufacturing Accounting Research in Pisa, Italy. The paper presented at the aforementioned seminar illustrates the
different experiences and developments obtained by each case study in using performance measurements, in particular
it tries to focus on innovative results obtained or experiences still in progress in respect of the use of both financial and
non financial indicators.
The survey aims at identifying these aspects of practice on a broad scale. Thus the first purpose of the survey is to
explore the “state of the art” in management accounting practices of large and medium size enterpris es selected in some
traditional manufacturing sectors. In particular this research has been developed in order to identify the way of using
non financial indicators at business unit level. Thus the research shows some relations between corporate management
accounting systems and local projects. Some of the results, contrast with the Kaplan and Norton assumptions and, at the
same time, show a significant preference for forms of integration with different sets of measures (reporting cards) that
are still under development. It is important to underline that the use of non financial indicators can be very different and
its application is in a state of flux.
The paper is one of the results obtained through a national research project funded by the Ministry of Education,
University and Research (MIUR). The main objective of this project is the definition of a conceptual framework for assessing the potential and level of integration of financial and non-financial information
Siemens VDO Automotive SpA: Balanced Scorecard e Value-Based Management
No full textIl caso esaminato permette di studiare le modalità d'integrazione tra le misure economico-finanziarie e quelle fisico-tecniche in un contesto aziendale dove si impiega il Value-Based Management insieme ad altre iniziative strategiche aventi un elevato impatto sulla progettazione dei sistemi manageriali (es. sistemi di qualità e Balanced Scorecard). I risultati della "fusione" di tali iniziative strategiche sono esaminati ponendo attenzione all'integrazione delle misure, agli scopi del loro impiego ed agli attori coinvolti nel processo d'integrazione
Il ruolo degli strumenti di cost management nello sviluppo di nuovi prodotti sostenibili.
No full textThe literature on performance measurement in Research and Development ad-dresses several topics. This paper investigates the role played by cost management in new product development activities. Particularly the adoption of Activity-Based Costing/Management, Target Costing/Design to Cost, Life Cycle Costing, Total Cost of Ownership is investigated through a survey of 65 companies working in Italy. The findings are interesting because they highlight how firms in Italy reacted to the increased competition and price stagnation during the economy slowdown. Firms respond to the crisis by developing new green products and services mainly in order to satisfy needs of loyal customers, acquire new customer in the same market and increase profitability of sales. Furthermore it emerges a significant stra-tegic orientation towards sustainability and a considerable implementation of cost management tools on development activities focusing on Activity-Based Cost-ing/Management and Life Cycle costing, mainly on those firms more oriented to-ward sustainability strategies
I sistemi di controllo e la digital transformation: le sfide del middle management alla luce dei nuovi “topoi”
No full textLa digitalizzazione sta trasformando radicalmente il management accounting ed il controllo di gestione (MAC), offrendo nuove opportunità ma anche ponendo sfide complesse per il controller aziendale. Attraverso un’analisi della letteratura internazionale, è stato sviluppato un framework concettuale, basato sui contributi di Knudsen (2020) e Fähndrich (2023), che esaminano gli effetti della digitalizzazione sul MAC. L’analisi evidenzia come il processo di digitalizzazione sia fondamentale per lo sviluppo di nuovi modelli di business sostenibili, fungendo sia da catalizzatore che da motore di cambiamento. Per fornire evidenze empiriche e comprendere meglio la complessità della trasformazione digitale aziendale, è stato condotto un approfondito studio di caso in un’azienda manifatturiera high-mix low- volume ad alta intensità di conoscenza. L’analisi del caso studio è stata effettuata seguendo un approccio basato sul costruttivismo pragmatico (Cinquini, Nørreklit, 2022). L’adozione di questo metodo ha permesso di evidenziare come la transizione verso sistemi digitali integrati abbia influenzato non solo l’infrastruttura tecnologica, ma anche il modo in cui i middle manager, figure chiave nel tradurre le strategie digitali in pratiche operative, comunicano e utilizzano le informazioni contabili. In particolare, è emerso come essi, tramite gli accounting language games e la sinergia tra i metodi epistemici adottati, plasmati dai nuovi “topoi” emersi nel contesto digitale, abbiano riconfigurato i task del MAC, promuovendo la trasformazione digitale e l’innovazione. Dall’analisi sono emerse anche sfide legate ai rapporti umani e al capitale delle relazioni interne ed esterne ai confini aziendali, nonché limiti quali inefficienze operative e pratiche disfunzionali che ledono gli equilibri economici. Per approfondire tali limiti, la ricerca si sviluppa ampliando l’oggetto verso l’analisi di contesti inter-organizzativi nel settore aerospaziale, esaminando le implicazioni per il MAC e valutando il modo in cui i middle manager comunicano e utilizzano le informazioni digitali a supporto delle misure di performance con eterogenei livelli di digitalizzazione
I sistemi di controllo, i nuovi “topoi” e le sfide del management aziendale tra digital transformation e sostenibilità
No full textLa digitalizzazione sta trasformando radicalmente il management accounting e il controllo di gestione, offrendo nuove opportunità ma anche ponendo sfide complesse per il controller aziendale. Attraverso un’analisi della letteratura internazionale recente, abbiamo sviluppato un quadro concettuale per valutare l’impatto di questa trasformazione, basandoci sui framework di Knudsen (2020) e Fahndrich (2023), che esaminano gli effetti della digitalizzazione rispettivamente sul management accounting e sul controllo di gestione. L’analisi evidenzia come il processo di digitalizzazione sia fondamentale per lo sviluppo di nuovi modelli di business sostenibili, fungendo sia da catalizzatore che da motore di cambiamento. In questo contesto dinamico, il ruolo del controller si evolve, presentando nuove sfide ed opportunità. Per fornire evidenze empiriche e comprendere meglio la complessità della digitalizzazione aziendale, è stato condotto un approfondito studio di caso in un’azienda manifatturiera highmix low-volume ad alta intensità di conoscenza. Questo studio permette di esplorare in dettaglio come la digitalizzazione abbia influenzato i sistemi di management accounting e controllo. Inoltre, l’analisi del caso studio, effettuata adottando un approccio basato sul costruttivismo pragmatico per esaminare la digital transformation nei processi decisionali (Cinquini, Nørreklit, 2022) evidenzia come la transizione verso sistemi digitali integrati abbia influenzato non solo l’infrastruttura tecnologica, ma anche il modo in cui i diversi “attori” dell’azienda comunicano e utilizzano le informazioni contabili. Inoltre, stanno emergendo nuovi elementi, non ancora adeguatamente studiati a livello internazionale, riguardanti l’importanza delle collaborazioni multi-attore ed i fattori contingenti che influenzano tali collaborazioni nello sviluppo di percorsi di “trasformazione digitale”. Questa evidenza sottolinea l’importanza di condurre una systematic literature review per comprendere appieno le dinamiche ed i meccanismi di controllo nelle nuove collaborazioni multi-attore digital based
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