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

The purpose of this study is to investigate the impacts of external and internal organizational factors of the privatization process on management accounting practices and the impact of these changes on the financial performance of listed companies on Tehran Stock Exchange that more than 51% of the companies' shares have been transferred to the private sector. This research, based on institutional and structural theories, provides an exhaustive explanation of changes in management accounting practices by considering the conflict of the internal and external factors and the role of the human factor in the privatization process. In this study, according to the general policies of Article 44 of the Constitution, to increase competitive advantage, management accounting has been used as a mediating variable in the relationship between privatization and financial performance. To this research, 60 companies which their ownership transferred to the private sector during the period from 2002 to 2018 were investigated. To collect data, questionnaire survey and companies financial statements were adopted and to test the hypothesis Structural equation An investigating of the impacts of external and internal organizational 19 modeling using Smart PLS software. The findings of the study show that external and internal organizational factors in the privatization process, have a significant impact on the management accounting practices that these changes effects on the financial performance of companies. The result is that in the privatization process, the external and internal organizational factors and contradiction of the incompatibility of these factors with the human factor provide the conditions for changes in management accounting practices that effect on the financial performance of companies. The results of the current study could be useful for the effectiveness of management accounting changes and their impact on the financial performance of companies in the merger and acquisition processes in developing countries.

PurposeMalaysia has moved towards global competitiveness. As an important contributor to the Malaysian economy, this change makes manufacturing companies in Malaysia need to ensure that their business operation and management cope with the current changes. To do this they need to reconsider their existing management accounting practices more than ever. Therefore, this study is carried out to determine how changes in management accounting practices in Malaysian manufacturing companies took place in response to a changing business environment and the effect of changes on performance.Design/methodology/approachA structured questionnaire survey is used to collect the data from various manufacturing companies in Malaysia. The Federation of Malaysian Manufacturer Directory is used as a sampling frame.FindingsThe results show that the level of changes in management accounting practices increased over the five year period from 2003 to 2007. The changes mostly occurred through the introduction of new practices, replacement of existing practices and modification of the way existing practices were used. Findings in this study also reveal that there are no significant differences in management accounting practices among local and foreign companies, or between small and medium, and large companies. This study also support previous research in terms of the positive relationship between changes in management accounting practices and performance.Originality/valueTaken together this research outcome has contributed to the existing management accounting change literature especially in a developing economy setting.

This study examines the effect of the organizational change on company performance which is mediated by changes in management accounting practices.High environmental uncertainty requires company management to make organizational changes and changes in management accounting practices to achieve performance.The study uses a survey method with a total of 1945 respondents as managers of middle to upper manufacturing companies in 389 manufacturing companies in Indonesia.Data analysis techniques use partial least square, with more accommodating considerations for analyzing complex models with various indicators that are reflective and formative.The results of the study indicate that organizational change had a positive effect on changes in management accounting practices.Changes in accounting practices have positive effects on corporate performance, and changes in management accounting practices are able to mediate environmental changes in performance.Meanwhile, organizational change does not affect the company's performance.

Rapid growth in technologies and competitive business environments have brought significant changes in management accounting practices in the manufacturing industries. To cope with these changes a good number of management accounting tools have been developed in helping managerial decisions both at operating and strategic levels. Researchers have identified that the implementation of such tools in developed countries brought success in decision making though research in this particular area in less developed countries, especially in Bangladesh, is not significant yet. Thus, this research aimed to explain the changes that have taken place and the factors behind the changes in management accounting practices (MAP) in manufacturing industries. The listed manufacturing companies in Bangladesh consist of the population and sample of the study. Factor reduction techniques were used to analyze the influencing variables behind the changes in MAP. The paper reveals that the changes that have taken place from 2001 to 2010 period in MAP are mainly in the operational areas while after 2011 the changes in MAP have mostly taken place in the area of strategic decision making. The factors behind the changes are categorized under the heads of Changes in Business and Organization Strategy and Changes in Manufacturing and Information Technology by applying factor analysis.

The aims of this research is to give empirical evidence of changes in management accounting practices (MA) by examining the effects of changes in data quality, information quality and management accounting tasks on the efficiency and effectiveness of accounting, and indirectly on change in management accounting after the adoption of an enterprise resource planning (ERP) systems. Empirical analysis of the study used primary data from a survey of 29 manufacturing companies with 102 CFO respondents, accounting managers and business controllers, with a response rate of 28.43%, providing significant support for the proposed model. Structural equation modeling (SEM) approach with testing tools using partial least square (PLS) is used in this research. The linear thing with the results of previous research is the same, it was found that the erp implementation time is the determinant of significant MA changes, while the difference from previous researchers is in the end user, where the company that has adopted the ERP system has just felt a greater MA change when compared to users early on. The results showed that the implementation of global ERP and the use of business intelligence tools (BI) were significantly related to changes in MA practices.

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.

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

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

Following Vietnam’s re-unification in 1975, accounting practices and systems throughout the country were similar to those adopted by the Soviet Union and China. Since the late 1980s, however, Vietnam has been in the process of transforming itself from a centrally planned economy to a market-oriented one, as a result of which the business environment has become much more competitive. The orientation of the accounting system has changed from one that served only the needs of state tax authorities to one that could also serve the needs of management. In turn, these changes have created a need for management accounting in Vietnamese enterprises. Despite such far-reaching changes, there is a lack of systematic knowledge about the current state of management accounting practices (MAPs) in Vietnam. This situation is consistent with a general lack of detailed information and understanding of MAPs in developing and/or transitional economies. This study seeks to help fill an important gap in the literature by investigating past and current MAPs in Vietnamese enterprises, factors that may have facilitated the adoption of western MAPs in such enterprises, and the costs and benefits of such adoption. In so doing, the study will add to management accounting literature by contributing supplementary information relating to an Asian perspective of MAPs. Data was collected using a multi-method approach including a questionnaire survey and interviews. Data for the study were collected from 220 accouting heads and vice heads of medium-to-large enterprises. Follow-up interviews were conducted with 20 accounting heads/vice heads to obtain further information and clarifications. The quantitative data collected was analyzed using both descriptive and inferential statistics (including t-tests, ANOVA, and structural equation modeling), while the qualitative data was used to shed further light on the various relationships described by the quantitative analysis.

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.

Measuring management accounting practices using textual analysis

This study investigates the impact of cost and management accounting (CMA) practices on operational efficiency and service quality in the hotel industry of Uttar Pradesh, India. Drawing on the Resource-Based View (RBV) and the Service-Profit Chain framework, the research conceptualises CMA practices as strategic organisational resources that enhance service outcomes through improved operational performance. A quantitative, cross-sectional survey design was adopted, collecting data from 476 hotels across various categories, ownership types, and locations. Using structural equation modelling (SEM), the study examines the relationships between five dimensions of CMA practices—budgeting, costing, performance measurement, decision support, and technology and analytics—operational efficiency, and service quality. The findings reveal that costing, decision support, and technology and analytics significantly enhance operational efficiency, while budgeting and performance measurement show no significant effects. Operational efficiency has a strong positive influence on service quality and mediates the effects of costing, decision support, and technology and analytics on service outcomes. The results highlight the strategic importance of adopting modern, technology-driven CMA practices to achieve operational excellence and deliver superior guest experiences. This study extends accounting and hospitality literature by providing empirical evidence from an emerging economy context and offers practical insights for hotel managers, policymakers, and professional bodies. It underscores the need for data-driven, analytics-enabled accounting systems to strengthen competitiveness and enhance service quality in dynamic hospitality environments.

The development of digital technology has driven fundamental changes in management accounting practices, which no longer serve merely as internal recording tools but have transformed into strategic support systems for business decision-making. This article aims to systematically examine the role of technology-based management accounting in supporting decisions at the strategic, operational, and tactical levels. This study employs a Systematic Literature Review (SLR) method on 20 relevant scientific articles published between 2021 and 2025. The findings indicate that the integration of technologies such as ERP, cloud accounting, artificial intelligence (AI), and big data can enhance the accuracy, speed, and efficiency of managerial decision-making. Additionally, it was found that the implementation of technology significantly impacts operational efficiency and a company's competitiveness. However, the success of implementing technology-based management accounting systems heavily depends on organizational readiness, human resource competencies, as well as supportive work structures and cultures. This article also identifies gaps in the literature, particularly in the context of SMEs, which present important opportunities for future research.

Management accounting (MA) helps to formulate strategies in manufacturing enterprises (ME). This paper is the outcome/product of a study on the Management Accounting Practices (MAP) of Nine (9) manufacturing enterprises from 4 sectors listed in the Chittagong Stock Exchange (CSE) on the year of 2019. The study aims to evaluate the present scenario of MA practices. The primary data were collected through a structured questionnaire from 139 respondents selected from nine enterprises and found that the highest mean score was 4.71, on Management accounting information is very essential for manager to take decision making and lowest mean score is 4.28, for the practice of management accounting to enhance profitability and the average mean score was 4.4871 in the scale of 5. The study also revealed that about 59% to 98% of enterprises have disclosed the management accounting information both in descriptive & monetary nature. New and innovative techniques of management accounting should be implemented to gain competitive advantages. The study has recommended improving the management accounting practices in this regard.

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