Behavioral Implications of Management Accounting Practices: A Contemporary Issue in Management Accounting

Management Accounting and Operations Management: Understanding the Challenges from Integrated Manufacturing

Purpose This study aims to examine how gender is conceptualised and addressed within management accounting research, moving beyond its use as a mere “control variable” or “dummy variable”. It identifies dominant themes, highlights ongoing research gaps and proposes directions for developing more inclusive and critically engaged research. Design/methodology/approach A systematic literature review of gender-related studies in management accounting was conducted, covering articles published in ranked “accounting journals” between 1990 and 2024. Thematic analysis was applied to synthesise key findings and highlight research gaps. Findings The study identifies four dominant themes in the literature, revealing the persistent underrepresentation of gender-focused research in management accounting. While existing studies acknowledge gender, they largely focus on workplace dynamics and overlook how management accounting practices reflect, reinforce or challenge gendered structures. The study underscores the need for deeper theoretical engagement – particularly with feminist and intersectional perspectives – to critically assess gendered power dynamics in management accounting. Research limitations/implications This study provides an impetus for advancing gender research in management accounting by promoting theoretical diversification, methodological pluralism and greater attention to intersectional and contextual dimensions. Originality/value By synthesising existing research and identifying critical gaps, this study calls for a shift from viewing gender as a control or dummy variable towards a more integrated, theoretically informed and critically engaged approach to gender in management accounting.

Practitioners are from Mars; Academics are from Venus? An Empirical Investigation of the Research – Practice Gap in Management Accounting

The resurgence of cost and management accounting: a review of some recent developments in practice, theories and case research methods

My task is to provide a perspective regarding the general topic of choosing optimal cost drivers, as that topic is reflected in the selected articles of this Forum. This perspective can be developed more easily if I first digress back to the 1960s when managerial accounting research was beginning to evolve to its present stages. In the 1960s, teaching and research in managerial accounting were heavily influenced by the growing popularity of operations research and management science approaches to business problems. These approaches were largely normative in nature, consisting basically of optimization techniques that, if implemented, promised to improve managerial decision making. Their normative character was carried over into managerial accounting as well, with the basic theme of many managerial accounting articles in that era being, "Here is how optimization techniques may be used to guide the design of improved managerial accounting systems." Rarely, if ever, did the researcher provide empirical evidence or other forms of proof that the new systems would in fact lead to improvements in managerial decisions. Rather, the main result provided was that the new systems could generate new accounting numbers under certain assumed conditions. If these new numbers appeared to be materially different from the old, implementation of the new systems could lead to changes in managers' decisions. The changes in managers' decisions were assumed to be desirable ones to induce. However, desirability was based primarily on subjective criteria adopted by the researcher. Generally, a necessary condition for potential improvements in managerial decisions from new accounting systems is that the new system generate accounting numbers that are materially different from those obtained from the existing system. For this reason, I label such studies as materiality studies, since they basically follow the traditional materiality rule in accounting. But different accounting numbers might not lead to changes in decisions that result in payoffs sufficient to justify the costs of implementing the new systems. Indeed, recognition of this basic limitation of materiality studies was a strong motivation for managerial accounting researchers to investigate the advantages of using the information economics paradigm to estimate the net payoffs from implementing new accounting systems. Recall that information economics is a conceptual framework that can be used to assess how new information will affect managerial decisions and, assuming decisions will change, the expected payoffs from implementing a new accounting information system. Included in the framework Is an assumed decision-maker with a particular utility function who processes information through a specific decision model. The model, in turn, yields an ex ante optimal decision. The value of new information is then measured as the change in the net payoffs induced by moving from a previous optimal decision to a revised optimal decision under the assumption that the new information does in fact induce a revision in the optimal decision. Note that the original optimal decision might still remain optimal even though the new information received by the decision maker differs from the old. Obviously, the conclusion in the latter case is that the new information system would have either a zero or negative expected net value.

Assessing the quality of evidence in empirical management accounting research: The case of survey studies

We provide a discussion of three of Zimmerman's (2001) conjectures about, and prescriptions for improving, the current unsatisfactory state of empirical management accounting research: its focus on describing practice instead of testing theories; its focus on decision-making instead of control; and reliance on social sciences other than economics. We suggest that these conjectures are based on inaccurate descriptions of current empirical management accounting research and the prescriptions offer potentially misleading guidance for future research. In contrast to Zimmerman (2001), we believe that the current research is guided by theory from a variety of social sciences (primarily economics, psychology and sociology) and that this diversity is appropriate for the applied field of management accounting. We argue that while economics provides a good basis for much empirical research in management accounting, other social sciences offer more potential to explain important features of management accounting such as understanding people's preferences, how they think, how they interact with other people and the process of change. Our conclusion is that empirical management accounting research will be better off if it appeals less to disciplinary identity and instead uses a variety of theoretical frameworks from the social sciences to provide more complete explanations of management accounting practice.

In this article we discuss the motivation for and role of theory in management accounting. We argue that theories in an applied field such as management accounting research should provide explanations that are useful for those we study – managers, organizations and society. We evaluate the nature of theories currently used and developed. Those theories that are considered theories by the research community are largely imported from other disciplines, but have hardly anything that makes them unique to management accounting. Those theories that are not currently regarded as theories by many of our colleagues attempt to explain how to apply management accounting to achieve superior performance. We argue that both forms of theories, at present, largely fail to provide valid support for practitioners. We contend that management accounting theory should help us to answer questions of what kind of management accounting systems we should apply, how, in what circumstances, and how to change them. We provide suggestions on how management accounting research could proceed to produce better theories in this regard.

The main aim of this research is to review the frameworks currently developed and practiced in the public sector, in particular, the Malaysian local governments, and to identify the requirements for a better framework that can secure management control and facilitate accountability to users, the public and interested stakeholders. Specifically, this study investigates the management accounting and control practices, and the micro-accounting systems used by the local governments. It also examines the extent of the reforms or changes in these systems and the extent of micro-accounting implementation in these organisations. Among the management accounting practices, the results reveal that local government organizations are heavily involved with budgeting and performance measurement tools and show reasonable interest in accountability issues.

Measuring management accounting practices using textual analysis

Doing Management Accounting Survey Research

Management Accounting Education in Nigeria - An Analysis of its Relevance to the Work Place Situation

Agent-Based Computational Economics in Management Accounting Research: Opportunities and Difficulties

Agent-based computational economics (ACE)—while adopted comparably widely in other domains of managerial science—is a rather novel paradigm for management accounting research (MAR). This paper provides an overview of opportunities and difficulties that ACE may have for research in management accounting and, in particular, introduces a framework that researchers in management accounting may employ when considering ACE as a paradigm for their particular research endeavor. The framework builds on the two interrelated paradigmatic elements of ACE: a set of theoretical assumptions on economic agents and the approach of agent-based modeling. Particular focus is put on contrasting opportunities and difficulties of ACE in comparison to other research methods employed in MAR. JEL Classifications: C63; D8; D91; M40.

Management accounting techniques that improve customers satisfaction in banks include decision making, costing, performance evaluation, time driven activity-based costing and budgeting. The study focuses on present practices of management accounting for customer satisfaction in Nepalese commercial bank. Management accounting practices (MAPs) play important role in customer satisfaction through enhancing Nepalese commercial banks’ decision-making, financial efficiency, and service quality. This study examines how MAPs and customer satisfaction are related, with a particular emphasis on decision-support systems, cost control, performance evaluation, benchmarking, TDABC and budgeting in commercial banks. The study used a survey method to conduct a quantitative investigation and a descriptive research design to examine the management accounting practices and customer satisfaction of Nepalese commercial banks. Based on judgmental sampling 300 branch managers out of 591 branch managers and 350 customers provided questionnaire for this study. Using cluster sampling, the five banks are chosen based on their largest paid-up capital. In order to fulfill the research objectives, primary data are collected using online questionnaires as well as printed questionnaires. On the basis of responses given by 285 branch managers out of which 300 usable data and 285 responses received from customers out of which 350 are usable data, data are analyzed using various statistical tools. The analysis showed that commercial banks are practicing management accounting for customer satisfaction. The result of the study indicated that there is positive association between management accounting practices and customer satisfaction in Nepalese Commercial Banks. The study concludes that Nepalese commercial banks should adopt robust management accounting practices to enhance their customer satisfaction.