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Value creation through management accounting practices in large Thai manufacturing companies

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Warianty tytułu
PL
Tworzenie wartości poprzez praktyki rachunkowości zarządczej w dużych tajskich firmach produkcyjnych
Języki publikacji
EN
Abstrakty
EN
This research explores the extent to which various management accounting practices (MAPs) have been implemented in large Thai manufacturing companies. Although IFAC 1998, which describes management accounting evolution, has been studied extensively in the two decades since its release, MAPs and their diffusion for business value creation has received relatively little attention. This study uses a survey questionnaire to collect information on this subject. Of the 1,500 companies that received the survey, 205 provided usable, complete responses, for a 13.67% response rate. Cluster analysis is used to group a set of data objects into four clusters with hierarchical agglomerative methods, and a discriminant analysis is used to assure the cluster analysis classification’s accuracy. The results show that the respondents used Budgeting for product cost controlling the most. We also discovered that the new, advanced MAPs are used increasingly among many large Thai companies. MAPs are used to create value for large Thai companies, but not yet to the highest stage, based on the IFAC evolution model. Adoption is still far behind compared to the pace of change in production processes, especially in light of increasing competition on the global level.
PL
Niniejsze badanie bada zakres, w jakim różne praktyki rachunkowości zarządczej (MAP) zostały wdrożone w dużych tajskich firmach produkcyjnych. Chociaż IFAC 1998, który opisuje ewolucję rachunkowości zarządczej, był intensywnie badany w ciągu dwóch dziesięcioleci od jego wydania, MAPs i ich rozpowszechnianie w celu tworzenia wartości biznesowej zyskały stosunkowo mało uwagi. To badanie wykorzystuje kwestionariusz do zbierania informacji na ten temat. Spośród 1500 firm, które otrzymały ankietę, 205 dostarczyło użytecznych, kompletnych odpowiedzi za wskaźnik odpowiedzi 13,67%. Analiza skupień jest używana do grupowania zbioru obiektów danych w cztery klastry z hierarchicznymi metodami aglomeracyjnymi, a analiza dyskryminacyjna jest używana do zapewnienia dokładności klasyfikacji analizy skupień. Wyniki pokazują, że respondenci najczęściej stosowali budżetowanie do kontrolowania kosztów produktu. Wskazano również, że nowe, zaawansowane MAP są coraz częściej wykorzystywane przez wiele dużych tajskich firm. MAPy są wykorzystywane do tworzenia wartości dla dużych tajskich firm, ale jeszcze nie do najwyższego etapu, w oparciu o model ewolucji IFAC. Zastosowanie wciąż pozostaje daleko w tyle w stosunku do tempa zmian w procesach produkcyjnych, zwłaszcza w świetle rosnącej konkurencji na poziomie globalnym.
Rocznik
Strony
395--406
Opis fizyczny
Bibliogr. 38 poz., tab.
Twórcy
  • Faculty of Accountancy, Rangsit University, Pathumthani, Thailand
  • Faculty of Accountancy, Rangsit University, Pathumthani, Thailand
  • Department of Accountancy, Chulalongkorn University, Thailand
Bibliografia
  • 1. Abdel-Kader M.G., Luther R., 2008, The impact of firm characteristics on management accounting practices: A UK-based empirical analysis, British Accounting Review, 40(1).
  • 2. Alleyne P., Weekes-Marshall D., 2011, An Exploratory Study of Management Accounting Practices in Manufacturing Companies in Barbados, “International Journal of Business and Social Science”, 2(10).
  • 3. Al-Omiri M., Drury C., 2007, A survey of factors influencing the choice of product costing systems in UK organizations, Management Accounting Research, 18.
  • 4. Ashton D., Hopper T., Scapens R., 1995, The changing nature of issues in management accounting, [In] Ashton D., Hopper T., Scapens R. (eds), Issues in Management Accounting. Hertfordshire: Prentice Hall.
  • 5. Boer L.D., Labro E., Morlacchi P., 2001, A review of methods supporting supplier selection, “European Journal of Purchasing & Supply Management”, 7(2).
  • 6. Buysse K., Verbeke A., 2002, Proactive environmental strategies: a stakeholder management perspective, “Strategic Management Journal”, 24(5).
  • 7. Chongruksut W., 2009, Organizational Culture and the Use of Management Accounting Innovations in Thailand, RU, “International Journal”, 3(1).
  • 8. Chongruksut W., Brooks A., 2005, The Adoption and implementation of Activity-based costing in Thailand, Asian Review of Accounting, 13.
  • 9. Ghosh B.C., Chan Y.K., 1997, Management accounting in Singapore-well in place? “Managerial Auditing Journal”, 12.
  • 10. Haldma T., Laats K., 2002, Contingencies influencing the management accounting practices of Estonian manufacturing companies, Management Accounting Research, 13.
  • 11. Haseeb M., Abidin I.S.Z., Hye Q.M.A., Hartani N.H., 2018, The impact of renewable energy on economic well-being of Malaysia: Fresh evidence from auto regressive distributed lag bound testing approach, “International Journal of Energy Economics and Policy”, 9(1).
  • 12. Hussain H.I., Shamsudin M.F., Anwar N.A.M., Salem M.A., Jabarullah N.H., 2018, The Impact of Shari’ah Compliance on the Adjustment to Target Debt Maturity of Malaysian Firms, “European Research Studies Journal”, 21(2).
  • 13. IFAC, 1998, International Federation of Accountants, International Management Accounting Practice Statement: Management Accounting Concepts, New York.
  • 14. IFAC, 2002, International Federation of Accountants, Competency Profiles for Management Accounting Practice and Probationers, International Federation of Accountants, New York.
  • 15. IFAC, 2005, International Federation of Accountants, Home Page, International Federation of Accountants. Available at: http://www.ifac.org/on 10 January 2018.
  • 16. IMA, 2008, Institute of Management Accountants, Statements on Management Accounting: Practice of Management Accounting, Montvale. Available at: www.imanet.org/.
  • 17. Intakhan P., 2014, Direct & Indirect Effects of Top Management Support on ABC Implementation Success: Evidence from ISO 9000 Certified Companies in Thailand, Procedia - Social and Behavioral Sciences, 164(0).
  • 18. Ittner C.D., Larcker D.F., 1998, Innovations in performance measurement: Trends and research implications, “Journal of Management Accounting Research”, 10.
  • 19. Nimtrakoon S., 2009, Organization Strategy, Management Techniques and Management Accounting Practices: Contingency Research in Thailand, Ph.D Thesis, University of Hull, United Kingdom.
  • 20. Nimtrakoon S., Tayles M., 2015, Explaining management accounting practices and strategy in Thailand: A selection approach using cluster analysis, “Journal of Accounting in Emerging Economies”, 5(3).
  • 21. O’Connor N.G., Chow C.W., Wu A., 2004, The adoption of “Western” management accounting/controls in China’s state-owned enterprises during economic transition, Accounting, Organizations and Society, 29(3).
  • 22. Phadoongsitthi M., 2003, The role of management accounting in emerging economies: An empirical study of Thailand. (Ph.D Thesis), The United States: University of Maryland, College Park.
  • 23. Rekik M., 2018, The Moderating Effect of Governance Mechanisms on the Relationship Between Innovation Strategy and the Performance, “International Journal of Business, Economics and Management”, 5(3).
  • 24. Rismayadi B., Maemunah M., 2018, Creative Economy to Increase Community Revenue Based on Tourism Object, Medalsari Village, Pangkalan District Karawang Regency, “Journal of Accounting, Business and Finance Research”, 3(1).
  • 25. Rodpetch V., 2003, The Use of Management Accounting Techniques by Thai Small and Medium Enterprises, Routledge Handbook of Accounting in Asia, 20.
  • 26. Rosli A., Siong T.I., 2018, Determinants of Customers Satisfaction Towards Services Provided by Agencies in Urban Transformation Centre (UTC), “International Journal of Economics, Business and Management Studies”, 5(1).
  • 27. Salim M.N., Hariandja N.M., 2018, Factors affecting joint stock price index (CSPI) and the impact of foreign capital investment (PMA) Period 2009 to 2016, Humanities and Social Sciences Letters, 6(3).
  • 28. Samaila M., Uzochukwu O.C., Ishaq M., 2018, Organizational Politics and Workplace Conflict in Selected Tertiary Institutions in Edo State, Nigeria, “International Journal of Emerging Trends in Social Sciences”, 4(1).
  • 29. Scapens R.W., 1991, Agency Theory and Management Accounting, Management Accounting, Palgrave, London.
  • 30. Scapens R.W., Jazayeri M., 2003, ERP systems and management accounting change: opportunities or impacts? A research note, “Journal European Accounting Review”, 12(1).
  • 31. Shields M.D., 2015, Established Management Accounting Knowledge, “Journal of Management Accounting Research”, 27(1).
  • 32. Shutibhinyo W., 2014, Determinants of Balanced Scorecard Usage: Indirect correlation through attitudinal factors, “Global Journal of Business Research”, 8(4).
  • 33. Sulaiman S., Ramli A., Mitchell F., 2008, What Factors Drive Change in Management Accounting in Malaysian Organisations? Malaysian Accounting Review, 7(1).
  • 34. Terdpaopong K., Visedsun N., 2014, Target Costing in Manufacturing Firms in Thailand, “Rangsit Journal of Social Sciences and Humanities”, 1(2).
  • 35. Terdpaopong K., Visedsun N., Nitirojtanad K., 2017, The Advancement of Management Accounting Practices in Thailand and Malaysia, “Suthiparithat Journal”, 31(100).
  • 36. The Office of Small and Medium Enterprises Promotion, 2018, Available at: http://203.154.140.77/sme/Report.
  • 37. Wajeetongratana P., 2016, World Academy of Science, Engineering and Technology, “International Journal of Economics and Management Engineering”, 3(3).
  • 38. Yongvanich K., Guthrie J., 2009, Balanced Scorecard practices amongst Thai companies: performance effects, Pacific Accounting Review, 21(2).
Uwagi
Opracowanie rekordu w ramach umowy 509/P-DUN/2018 ze środków MNiSW przeznaczonych na działalność upowszechniającą naukę (2019).
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-80b68fb5-d4eb-4569-96b1-adc316e1392a
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