This paper explores the delicate interface between management accounting and marketing management. Based on the scope of their mutual relationship, a distinction is made between two types of interfaces: informing and integrating. Whereas the traditional management accounting domains, such as budgetary control, are characterized by an informing interface, some recently developed management accounting techniques, such as the Balanced Scorecard, target costing and customer profitability analysis, require an integrating interface. Therefore, although during the last three decades clear progress has been made in strengthening the interface between management accounting and marketing management, there is still much room for further improvement. By its inclusion nowadays of marketing and operational management issues, management accounting has broadened its focus beyond the traditional financial domain. However, the adoption of ideas and concepts from other disciplines may not be enough to internalize a truly multi-disciplinary approach to business problems. A challenging interface between management accounting and marketing management is, for example, measuring the value of brands in monetary terms.
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Finance and accounting behandelt in een boek de essentiele aspecten van drie disciplines: financieel management, management accounting en financial accounting. Dit maakt Finance and accounting tot een breed en waardevol engelstalig naslagwerk.
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We zitten momenteel in een transitie-periode waarin we van een lineaire economie op basis van bestaande business modellen gericht op economische waarde maximalisatie toegaan naar een circulaire economie, waar business modellen streven naar waarde behoud. De volgende stap is de overgang naar een regeneratieve of restauratieve economie, waarin niet alleen economische waarde, maar ook ecologische en sociale waarde wordt gecreëerd (meervoudige waardecreatie). Vanuit accounting perspectief is een parallelle ontwikkeling zichtbaar. Ons huidige accounting systeem is met name gericht op economische waarde. Als gevolg van de transitie van een lineaire economie naar een circulaire economie, zijn er accounting modellen en frameworks in ontwikkeling gericht op meervoudige waardecreatie. De auteurs zijn echter van mening dat in de literatuur een cruciale gap bestaat tussen de ontwikkeling van accounting en meervoudige waardecreatie, en dat huidige modellen en frameworks gericht op meervoudige waarde vooral leiden tot ‘greenwashing’. In deze bijdrage gaan wij na in hoeverre de vigerende concepten van accounting bruikbaar zijn om te sturen op meervoudige waarde. Onder sturen wordt in dit kader bedoeld het bepalen, meten en waarderen. Dit doen wij aan de hand van een conceptuele analyse waarbij we de toepassing van de vigerende accounting concepten ten aanzien van profit vergelijken met mogelijke toepassing van deze concepten in relatie tot people en planet. Wij concluderen dat deze concepten over het algemeen niet toepasbaar zijn voor people en planet. Wij stellen daarom een alternatieve benadering voor, waarbij wij menen dat vigerende accounting concepten grotendeels toepasbaar zijn op people en planet. Dit is gebaseerd op een aanpak waarin het huidige ontologische uitgangspunt van accounting wordt verlaten en waarin we een aangepast ontologisch uitgangspunt verder uitwerken aan de hand van de Triple Depreciation Line (TDL) van Rambaud & Richard (2015). Tenslotte hebben we kritiekpunten geformuleerd op de TDL systematiek en stellen we een alternatieve TDL systematiek voor. Hiermee beoogt dit paper een bijdrage te leveren aan het inzichtelijk maken van de praktische en conceptuele problemen bij de toepassing van vigerende accounting concepten in een circulaire economie, om vervolgens mogelijke oplossingsrichtingen aan te reiken, gericht op bescherming, herstel en regeneratie van natuurlijk en sociaal kapitaal.
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The purpose of this study is to explore why and how Management Accounting and Control Systems (MACS) enact and are enacted upon in the Dutch branch of nursing homes, homes for the elderly and home care. In search for answers, this study chooses an actor-network theory (ANT) perspective combined with case study research as research frames. Central theme in ANT is the theory of translation. This theory offers opportunities for a close empirical inspection of how and why MACS enact and are enacted upon by other actants in a complex set of sociotechnical relations. The theory of translation is applied in a case study research at The Relief Group (TRG), a healthcare organization which comprises a total of 10 nursing homes and homes for elderly. This case study shows how the application of MACS expands both in numbers of employees involved and in amount of information. Due to an increase in perceived environmental uncertainty and reorganization to a more decentralized model of management all TRG management levels asked, to varying degree, for broad application of MACS information in general and for non-financial information in particular. This initiated a process in which MACS did not diffuse unchanged but was manipulated and aligned with different interests of various stakeholders. At first sight, the TRG case study reveals MACS as a boundary object. In second instance however, this study questions whether this epistemological point of view, denoting the differences between the various TRG stakeholders as differences in interpretation and perception, obscuring an optimal application of MACS, offers sufficient in-depth understanding. Therefore this study draws on post ANT studies and chooses an ontological point of view, delineating MACS as different objects, enacted in different sets of relations and contexts.
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This paper investigates how management accounting and control systems (operationalized by using Simons’ (1995a) levers of control framework) can be used as devices to support public value creation and as such it contributes to the literature on public value accounting. Using a mixed methods case study approach, including documentary analysis and semi-structured interviews, we found diverging uses of control systems in the Dutch university of applied sciences we investigated. While belief and interactive control systems are used intensively for strategy change and implementation, diagnostic controls were used mainly at the decentral level and seen as devices to make sure that operational and financial boundaries were not crossed. Therefore, belief and interactive control systems lay the foundation for the implementation of a new strategy, in which concepts of public value play a large role, using diagnostic controls to constrain actions at the operational level. We also found that whereas the institution wanted to have interaction with the external stakeholders, in daily practice this takes place only at the phase of strategy formulation, but not in the phase of intermediate strategy evaluation.
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In the Netherlands, like in many other developed countries, the care sector is facing challenges in a dynamic environment. Regulation is increasing, patients are becoming more critical, budget responsibility will be transferred from country- to municipality level in association with cuts in funding, and more and more emphasis is put on transparent execution of medical treatment procedures and protocols (cf. ActiZ, 2012; Zorgvisie, 2014). In this challenging environment also small healthcare organizations are urged to professionalize their management accounting and control practices (ActiZ, 2012). This paper describes, using the problem solving research approach derived from Mitroff et al. (1974), the introduction of a Management Accounting and Control System (MACS) and its effect in a young, fast growing, small care organization in the Netherlands. The MACS for this company consists of four components: cost and margin calculation per product; time registration facilities; budgeting and variance analysis; and ICT support. The introduction of the MACS has led to accurate, structurally available, and visible financial information for accounting and controlling, thus providing insight in the organization's current situation and into how to move the organization forward in its challenging environment. It is finally argued that similar care organizations may benefit as well from a comparable MACS.
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The book is about finance and accounting, subjects widely discussed in many other books. What sets this book apart from most others is that it discusses all the basic aspects of finance and accounting in one single textbook. Three areas of interest are discussed: Financial Management; Management Accounting; Financial Accounting. Typically, these three subjects are treated separately as individual topics. They are closely related, however, since they all deal with the many financial issues facing business organizations. All topics are discussed at an introductory level, which makes this book very useful for introductory courses on finance & accounting. This book will be of interest to students preparing for a more in depth study of the topics later in their curriculum as well as for those who need a basic yet comprehensive introduction to the subject. The book's intended audience is students following bachelor programs of business science. However it may also be suitable for master program students, especially for those students whose focus is more on practical relevance than on academic theory. The author has many years of experience in teaching students from many different countries and backgrounds. This experience is reflected in the no nonsense approach and the many examples throughout the text.
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Een intern visiedocument over bildung en beroepsvorming in het bacheloronderwijs. In het rapport worden de huidige maatschappelijke ontwikkelingen besproken in Finance & Accounting.
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This paper contributes to the knowledge of the performativity of accounting by exploring the unexpected consequences of a management accounting and control system (MAC) as designed in a large public organization. In an organization in the Dutch sector of Nursing Homes, Homes for the Elderly and Homecare MAC turns from a system into an actor-network. Rather than being a stable answer machine in the context of decision making or a ready-made tool for performance management by which distant (top) managers and controllers aim to measure and manage performance from time-space distances, MAC is grounded in relations and performatively develops. As such, it becomes multiple. The study shows how the performativity of MAC goes beyond its functionality. Though originating from MAC’s functional design, MAC’s performativity is not simply about the degree to which it realizes the intentions of its designers, but is about its dynamic relational consequences. Controllers should mediate in the dynamics of MAC so that processes of learning are enhanced and the quality and efficiency of the care practices develop
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We are currently in a transition moving from a linear economy grounded on economic value maximization based on material transformation to a circular economy. Core of this transition is organising value preservation from various yet interlinked perspectives. The underlying fundamental shift is to move away from mere financial value maximization towards multiple value creation (WCED, 1987; Jonker, 2014; Raworth, 2017). This implies moving from mere economic value creation, to simultaneously and in a balanced way creating ecological and social value. A parallel development supporting this transition can be observed in accounting & control. Elkington (1994) introduced the triple bottom line (TBL) concept, referring to the economic, ecological and social impact of companies. The TBL should be seen more as a conceptual way of thinking, rather than a practical innovative accounting tool to monitor and control sustainable value (Rambaud & Richard, 2015). However, it has inspired accounting & control practitioners to develop accounting tools that not only aim at economic value (‘single capital’ accounting) but also at multiple forms of capital (‘multi capital’ accounting or integrated reporting). This has led to a variety of integrated reporting platforms such as Global Reporting Initiative (GRI), International Integrated Reporting Framework (IIRC), Dow Jones Sustainable Indexes (DJSI), True Costing, Reporting 3.0, etc. These integrated reporting platforms and corresponding accounting concepts, can be seen as a fundament for management control systems focussing on multiple value creation. This leads to the following research question: How are management control systems designed in practice to drive multiple value creation?
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