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Статті в журналах з теми "Managerial accounting"

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Автор: Grafiati

Опубліковано: 4 червня 2021

Оновлено: 3 березня 2023

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1

HARTGRAVES, AL L., WAYNE J. MORSE, JAMES R. DAVIS, and Robert W. Rutledge. "Managerial Accounting." Issues in Accounting Education 25, no. 2 (May 1, 2010): 349–50. http://dx.doi.org/10.2308/iace.2010.25.2.349.

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2

Garrison, Ray H., Eric W. Noreen, Peter C. Brewer, and Annie McGowan. "Managerial Accounting." Issues in Accounting Education 25, no. 4 (November 1, 2010): 792–93. http://dx.doi.org/10.2308/iace.2010.25.4.792.

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3

Wilson, Richard M. S. "Managerial accounting." British Accounting Review 21, no. 4 (December 1989): 395–96. http://dx.doi.org/10.1016/0890-8389(89)90042-5.

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4

Škorecová, E., and M. Farkašová. "Social information in managerial accounting and managerial information system." Agricultural Economics (Zemědělská ekonomika) 53, No. 8 (January 7, 2008): 379–84. http://dx.doi.org/10.17221/892-agricecon.

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Research and historical development showed that market economy with social orientation is more effective than without it. Emerging from these facts, the paper is focused on the need of monitoring the social information in managerial accounting and in managerial information systems in enterprises. Since the social situation and the living standard of agriculture in the Slovak Republic are lagging behind, the above mentioned issues are documented in comparison with other branches of national economy. The method of Balanced Scorecard is characterized in brief as well as a new model of economy, called the Economy of Communion that draw attention towards the social aspect of entrepreneuring. The main spheres of social information are mentioned that are necessary for operating at the level of an enterprise and at a broader level. Measures in the field of operating and its information assurance are offered in order to improve the social situation and living standard in agriculture.

5

Piper, J. A. "Advanced managerial accounting." British Accounting Review 20, no. 3 (December 1988): 307. http://dx.doi.org/10.1016/0890-8389(88)90090-x.

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6

Everett, Michael D. "Managerial Accounting Sytems." Cornell Hotel and Restaurant Administration Quarterly 30, no. 1 (May 1989): 46–51. http://dx.doi.org/10.1177/001088048903000114.

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7

Loboda, N. O., O. М. Chabaniuk, and I. S. Sebestyanovych. "Managerial Accounting in the Structure of Accounting Activity of Enterprise." Business Inform 11, no. 502 (November 2019): 265–70. http://dx.doi.org/10.32983/2222-4459-2019-11-265-270.

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8

Buser, Robin A. "MANAGERIAL ACCOUNTING IN LIBRARIES." Bottom Line 3, no. 4 (April 1990): 20–22. http://dx.doi.org/10.1108/eb025254.

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9

Ponisciakova, Oľga, Martina Gogolova, and Katarina Ivankova. "Calculations in Managerial Accounting." Procedia Economics and Finance 26 (2015): 431–37. http://dx.doi.org/10.1016/s2212-5671(15)00837-0.

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10

Dayananda, M. "Managerial Accounting for Hospitals." Medical Journal Armed Forces India 61, no. 4 (October 2005): 399. http://dx.doi.org/10.1016/s0377-1237(05)80084-x.

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11

Thomson, Lydia. "The managerial accounting quizmaster." British Accounting Review 20, no. 1 (April 1988): 91–92. http://dx.doi.org/10.1016/0890-8389(88)90121-7.

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12

Hrabal, Martin. "Process-Oriented Managerial Accounting." International Advances in Economic Research 22, no. 2 (March 12, 2016): 225–27. http://dx.doi.org/10.1007/s11294-016-9565-0.

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13

Levitan, Alan S., and Sidney J. Baxendale. "Integrating Managerial Accounting and Accounting Information Systems." Review of Business Information Systems (RBIS) 2, no. 4 (October 1, 1998): 25–30. http://dx.doi.org/10.19030/rbis.v2i4.5475.

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14

Osadcha, Olha, and Iryna Levytska. "MANAGERIAL ANALYSIS AS ANALYTICAL FUNCTION OF MANAGERIAL ACCOUNTING." Scientific Notes of Ostroh Academy National University, "Economics" Series 1, no. 12(40) (March 28, 2019): 188–92. http://dx.doi.org/10.25264/2311-5149-2019-12(40)-188-192.

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15

Williams, Norman C., and G. A. Swanson. "Topical Interface Between Managerial Finance and Managerial Accounting." Journal of Education for Business 64, no. 1 (October 1988): 23–27. http://dx.doi.org/10.1080/08832323.1988.10772861.

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16

Usatenko, O. "Classification of Managerial Accounting to Develop the Managerial Accounting System of Venture Companies." Advanced Science Journal 2015, no. 6 (December 1, 2015): 35–38. http://dx.doi.org/10.15550/asj.2015.06.035.

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17

Bugaian, Larisa. "RESPONSIBILITY CENTRE – MANAGERIAL ACCOUNTING INSTRUMENT." Journal of Social Sciences 5, no. 2 (June 2022): 173–86. http://dx.doi.org/10.52326/jss.utm.2022.5(2).16.

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Анотація:

The survey of industrial companies indicates that the majority of managers use information about total costs or, at best, production costs, to make managerial decisions about the effectiveness of products or services. These indicators, being characteristic of financial accounting, are calculated with great approximation on the types of products or services. Marginal costs, as an object of managerial accounting, are very rarely used in the decision-making process, because the existing expense accounting systems of most companies are not able to produce such information. Traditional accounting systems accumulate and process financial information in accordance with financial accounting principles, without tracking and separating variable and fixed costs, which would allow a clearer determination of the direct costs incurred by specific products and services. Thus, the article presents some theoretical and practical aspects regarding the implementation of responsibility centre as tools for decentralizing responsibilities through the principles of managerial accounting, which allow the accumulation and management of costs and expenses on decision-making areas of company subdivisions.

18

Zadoroznuy, Z. М. V., and Ya F. Averkyn. "MANAGERIAL ACCOUNTING: PECULIARITIES AND PRINCIPLES." Financial and credit activity: problems of theory and practice 1, no. 28 (March 29, 2019): 114–20. http://dx.doi.org/10.18371/fcaptp.v1i28.163931.

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19

Horngren, Charles T., George Foster, Srikant M. Datar, Madhav Rajan, Chris Ittner, and Amelia Annette Baldwin. "Cost Accounting: A Managerial Emphasis,." Issues in Accounting Education 25, no. 4 (November 1, 2010): 789–90. http://dx.doi.org/10.2308/iace.2010.25.4.789.

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20

Boyd, Joseph, and Richard Pitre. "Creating relevance in managerial accounting." Journal of Education for Business 95, no. 5 (September 10, 2019): 331–34. http://dx.doi.org/10.1080/08832323.2019.1646699.

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21

Tata, Jasmine. "Accounting for Untoward Managerial Actions." Management Communication Quarterly 10, no. 2 (November 1996): 168–88. http://dx.doi.org/10.1177/0893318996010002002.

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22

LAFOND, RYAN, and SUGATA ROYCHOWDHURY. "Managerial Ownership and Accounting Conservatism." Journal of Accounting Research 46, no. 1 (January 2, 2008): 101–35. http://dx.doi.org/10.1111/j.1475-679x.2008.00268.x.

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23

AHMED, ANWER S., and SCOTT DUELLMAN. "Managerial Overconfidence and Accounting Conservatism." Journal of Accounting Research 51, no. 1 (September 4, 2012): 1–30. http://dx.doi.org/10.1111/j.1475-679x.2012.00467.x.

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24

Kwon, Young K. "Accounting Conservatism and Managerial Incentives." Management Science 51, no. 11 (November 2005): 1626–32. http://dx.doi.org/10.1287/mnsc.1050.0417.

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25

Hall, Matthew. "Accounting information and managerial work." Accounting, Organizations and Society 35, no. 3 (April 2010): 301–15. http://dx.doi.org/10.1016/j.aos.2009.09.003.

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26

Lexa, Frank James, Tushar Mehta, and Abraham Seidmann. "Managerial accounting applications in radiology." Journal of the American College of Radiology 2, no. 3 (March 2005): 262–70. http://dx.doi.org/10.1016/j.jacr.2004.08.020.

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27

Caggiano, Joe. "Managerial Accounting for Gas Processing." Natural Gas 5, no. 2 (September 11, 2007): 6–7. http://dx.doi.org/10.1002/gas.3410050201.

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28

Richardson, Alan J. "PROFESSIONAL DOMINANCE: THE RELATIONSHIP BETWEEN FINANCIAL ACCOUNTING AND MANAGERIAL ACCOUNTING, 1926–1986." Accounting Historians Journal 29, no. 2 (December 1, 2002): 91–121. http://dx.doi.org/10.2308/0148-4184.29.2.91.

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This paper examines the relationship between financial and managerial accounting as reflected in articles, editorials and letters to the editor published in Cost and Management, the Canadian trade magazine for management accountants, between 1926 and 1986. It has been claimed that during this period management accounting techniques lost their relevance to manufacturers, in part, due to the dominance of financial accounting over managerial accounting. This is also the period in which management accounting struggled to become recognized as a profession distinct from financial accounting. The analysis thus focuses on the jurisdictional dispute between financial and managerial accounting and the mechanisms by which managerial accounting was subordinated to financial accounting. The paper identifies the technical, organizational and professional mechanisms used to subordinate managerial accounting. The paper also demonstrates that management accountants were aware of the consequences of their relationship to financial accounting for the relevance of their techniques. Contemporary events suggest that the intersection of financial and managerial accounting remains disputed territory.

29

Kučera, M., E. Škorecová, and P. Szovics. "Managerial accounting as a source of information for product cost management in managerial information systems." Agricultural Economics (Zemědělská ekonomika) 49, No. 8 (March 2, 2012): 357–60. http://dx.doi.org/10.17221/5413-agricecon.

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This paper is focused on: (1) Managerial accounting analysis as a source of information provided for product costs management (mainly from the point of view of exploitation of budgeting and costing in selected companies in agriculture), (2) Possibilities of integration and information processing for product cost management, provided by managerial accounting in the framework of managerial information system of the company.

30

Prodhan, Bimal. "Managerial Finance." British Accounting Review 20, no. 2 (August 1988): 201. http://dx.doi.org/10.1016/0890-8389(88)90053-4.

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31

Dobbs, Ian M. "Managerial Economics." British Accounting Review 20, no. 2 (August 1988): 207–8. http://dx.doi.org/10.1016/0890-8389(88)90060-1.

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32

Unwin, Will. "Managerial finance." British Accounting Review 21, no. 1 (March 1989): 106–7. http://dx.doi.org/10.1016/0890-8389(89)90087-5.

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33

Filios, Vassilios P. "Human Resource Accounting is Social Accounting: A Managerial Reappraisal." Human Systems Management 10, no. 4 (1991): 267–80. http://dx.doi.org/10.3233/hsm-1991-10405.

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34

Saadi Halbouni, Sawsan, and Mostafa Kamal Hassan. "The domination of financial accounting on managerial accounting information." International Journal of Commerce and Management 22, no. 4 (November 23, 2012): 306–27. http://dx.doi.org/10.1108/10569211211284502.

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35

Hossain, Mahmud, Cynthia D. Heagy, and Santanu Mitra. "Perceptions of Non-Accounting Business Majors about the Managerial Accounting Course." Review of Pacific Basin Financial Markets and Policies 11, no. 04 (December 2008): 569–90. http://dx.doi.org/10.1142/s0219091508001489.

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This study examines the perception of non-accounting business major students about the managerial accounting course. The knowledge of these perceptions will help determine whether educators need to be concerned about inspiring certain groups of students to be more aggressive in learning the material. We found that all non-accounting majors, regardless of their major field of study think the managerial accounting course is interesting and has real-world application. The finance and management major students think that the course is related to their field of study and it should be made a required course, but not the MIS and marketing major students. The higher the academic skills and the more the work experience, the greater is the student's perception that managerial accounting should be a required course and has real-world application. Based on the results, we suggest that development of teaching materials aimed at reinforcing the importance of managerial accounting topics to all business majors, particularly MIS and marketing majors may overcome some barriers to learning the subject. This research also has implications for Pacific Basin business schools as our findings indicate that Pacific Basin business schools that do not require non-accounting majors to take managerial accounting course should make it a required course for all undergraduate non-accounting majors.

36

Rasikbhai, Rakholiya Nisha, and Dr Prashant Makwana. "A Survey of Managerial Uses of Human Resource Accounting." Indian Journal of Applied Research 2, no. 3 (October 1, 2011): 114–15. http://dx.doi.org/10.15373/2249555x/dec2012/35.

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37

Pantelidis, Panagiotis, Michail Pazarskis, George Drogalas, and Stavroula Zezou. "Managerial decisions and accounting performance following mergers in Greece." Investment Management and Financial Innovations 15, no. 1 (March 15, 2018): 263–76. http://dx.doi.org/10.21511/imfi.15(1).2018.22.

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An investigation was conducted to study a sample of 23 Greek firms listed on the Athens Stock Exchange that underwent mergers from 2011 to 2015, which is a period that embodies the Greek economic crisis. For the investigation, the authors use statistical tests to explore relative changes at twenty accounting ratios of the sample firms. These ratios are computed for one year before and after the merger. These ratios are found to be statistically insignificant indicating firms do not experience a post-merger improvement in accounting performance. The authors also examine six qualitative variables representing merger characteristics as past managerial decisions. Important findings for these characteristics include the following. First, for companies that do not fall under the same production line, the researchers observe an improvement for three ratios: collection period ratio, return on total assets, and profit or loss before tax. Thus, liquidity and profitability are improved. Second, when companies merged with their subsidiaries, the authors discover significant improvement for two ratios: gross margin and collection period ratio. In brief, positive results are found for mergers with subsidiaries and negative results with others. Third, the payment method influences two ratios, the current ratio and the stock turnover ratio. The current ratio is affected positively for the transactions in cash and negatively for the transactions in shares, while the stock turnover ratio is affected negatively for cash transactions and positively for share transactions.

38

Li, Han. "Accounting Conservatism and Managerial Excess Perks." Accounting and Finance Research 8, no. 2 (March 10, 2019): 32. http://dx.doi.org/10.5430/afr.v8n2p32.

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This paper sheds light on the relationship between accounting conservatism and managerial excess perks. In general, there are two views about managerial perks, agency cost view and management incentive view. Under the assumption that considers managerial perks as agency costs, the abnormal managerial perks erode the value of firms. Accounting conservatism can significantly restrict the managerial excess perks. Due to the strict compensation regulation in China’s SOEs, the negative relationship between accounting conservatism and excess perks in China’s SOEs is stronger than in non-SOEs. Further, in the robustness tests, this paper finds that negative relationship is stronger in the firms of lower level accounting conservatism or higher level financial leverage.

39

Huynh, Quang Linh. "Factors influential to the acceptance of managerial accounting tools in Tra Vinh’s small and medium enterprises." Accounting 8, no. 1 (2022): 75–80. http://dx.doi.org/10.5267/j.ac.2021.6.004.

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Managerial accounting tools are vital controlling techniques to businesses. Nevertheless, the acceptance of managerial accounting tools in business might challenge directors in Tra Vinh’s business environment. The current research employed multiple regression analyses to investigate the influence of the acceptance of managerial accounting tools in Tra Vinh’s enterprises. The empirical findings demonstrate the usefulness of managerial accounting tools, environmental uncertainty, the structure of corporate governance, organizational interdependence and organizational size have positive impacts on the acceptance of managerial accounting tools in business. The structure of corporate governance and the usefulness of managerial accounting tools are the two strongest factors determining the acceptance of managerial accounting tools in business. The current research will help directors in Tra Vinh’s enterprises establish efficient managerial accounting tools in business that are suitable to the usefulness of managerial accounting tools, environmental uncertainty, the structure of corporate governance, organizational interdependence, and organizational size, so that they can gain the best possible effectiveness.

40

Savchenko, Vera, Iryna Smirnova, and Nadiya Smirnova. "Development of Local Accounting Theories on the Example of the Theory of Management Accounting of Agricultural Enterprises." Central Ukrainian Scientific Bulletin. Economic Sciences, no. 6(39) (2021): 197–210. http://dx.doi.org/10.32515/2663-1636.2021.6(39).197-210.

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Modern business conditions require updating approaches to the management system, and, accordingly, managerial accounting. Therefore, the issues of deepening research of sectoral specifics of managerial accounting acquire special importance and its influence on the organization and conduct of this type of accounting. The purpose of writing an article is to study the features of the interpretation of the content of the term "managerial accounting" and their impact on the organization of this type of accounting in agrarian enterprises. Scientists, who investigated history of development of managerial accounting, diverge in thoughts on the period of managerial accounting and to further periodize its development. For the first time, the introduction of managerial accounting in practical activities of national enterprises was violated in October 1998 with the adoption of a Program for reforming the accounting system with the application of international standards. Most western researchers support the statement that managerial accounting is a process of preparing information necessary to manual for management. Investigation of the content of existing definitions of managerial accounting allowed a number of conclusions. First, it concerns the definition of managerial accounting at the legislative level. Since managerial accounting is a comprehensive area of activity, it indicates the need to amend the text of the Law of Accounting and financial statements where these circumstances are not taken into account. Secondly, when developing a methodology for managerial accounting in domestic agrarian enterprises, it is necessary to take into account, except for the world experience of accounting practice, achievements of domestic scientists, as well as the specifics and real state of functioning of business entities. Thirdly, the spectrum of opinions on determining the managerial accounting system is very wide. In this case, the interpretation of its content over time changes has been presented. Fourth, in existing studies and definitions of managerial accounting in agriculture there is no sector color. One of the most important tasks of managerial accounting for managers of agrarian enterprises should be the formation of complete and reliable accounting information on the results of the activities of production and functional divisions of enterprises. Maintaining management accounting at the enterprise should be theoretically substantiated, methodically justified and suitable for practical use. Awareness of the need and desire to introduce managerial accounting is not enough to implement this intention. The size of the enterprise needs to provide information to all levels of management, as well as the ratio of expenses and benefits from the introduction of managerial accounting should be played crucial value.

41

Lourenço, Sofia M. "Field Experiments in Managerial Accounting Research." Foundations and Trends® in Accounting 14, no. 1 (2019): 1–72. http://dx.doi.org/10.1561/1400000059.

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42

Ciuhureanu, Alina. "Management Accounting–Managerial Obligation or Need." Land Forces Academy Review 23, no. 4 (December 1, 2018): 282–87. http://dx.doi.org/10.2478/raft-2018-0035.

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Abstract As a managerial tool, accounting is put in the service of management, ensuring the link between the operational system and the entity’s administrating management system. In an economic context with radical and often unexpected changes, we feel that there is a constant need to improve the use of management accounting information for management based on coherent development programs combined with the regulations in force to harness the potential of the organization, the benefits it can use and minimize risks through more coordination, dynamism, and reasoning. The paper highlights that the management accounting system is involved in the internal management of the entity and provides vital information to managers in several interconnected areas: forecasting, cost calculation and analysis, coordination, decision-making, control, evaluation. Starting from the aspects that highlight the necessity and usefulness of management accounting information for management, through the selective research carried out on a sample of 301 entities, we aimed to analyze the opportunity of providing information through the management accounting system, with a series of conclusions based on the associations established.

43

Calin, Oprea, and Nedelcu Monica Viorica. "Some Viewpoints On Improving Managerial Accounting." Annales Universitatis Apulensis Series Oeconomica 1, no. 8 (June 1, 2006): 23–26. http://dx.doi.org/10.29302/oeconomica.2006.8.1.4.

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44

Marinich, Eric. "Accounting Information Aggregation and Managerial Cooperation." Journal of Management Accounting Research 32, no. 3 (November 15, 2019): 193–210. http://dx.doi.org/10.2308/jmar-17-033.

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ABSTRACT Managers in decentralized organizations often face incentives against cooperation. In these situations, accounting information can increase cooperation when it reveals the cooperativeness of other managers' prior actions. The extent to which accounting information reveals other managers' prior actions, however, can depend on its aggregation. This study provides theory-consistent experimental evidence of the effects of accounting information aggregation on managerial cooperation when managers face incentives against cooperation. Based on the psychology theory of non-consequential reasoning, I predict and find that managerial cooperation is higher when accounting information is aggregated than when it is disaggregated. When accounting information is aggregated and does not reveal the cooperativeness of managers' prior actions, individuals frame the decision to cooperate as a group decision and prefer cooperation because it is the only action that leads to the best group outcome. JEL Classifications: D81; M4.

45

Heflin, Frank, Sung S. Kwon, and John J. Wild. "Accounting Choices: Variation in Managerial Opportunism." Journal of Business Finance Accounting 29, no. 7&8 (September 2002): 1047–78. http://dx.doi.org/10.1111/1468-5957.00461.

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46

Damitio, James W., and Raymond S. Schmidgall. "MANAGERIAL ACCOUNTING SKILLS FOR LODGING MANAGERS." Hospitality Research Journal 14, no. 1 (February 1990): 69–75. http://dx.doi.org/10.1177/109634809001400107.

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47

Park, Kwangmin, and SooCheong (Shawn) Jang. "Hospitality finance and managerial accounting research." International Journal of Contemporary Hospitality Management 26, no. 5 (July 8, 2014): 751–77. http://dx.doi.org/10.1108/ijchm-12-2013-0554.

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Анотація:

Purpose – The purpose of this study is to present a brief overview of hospitality finance/accounting (HFA) research and to propose the utility of interdisciplinary research in the HFA field. Design/methodology/approach – This study outlines HFA research and adds a brief summary of mainstream finance and accounting research topics. To further improve HFA research, this study suggests the need for interdisciplinary research that could effectively integrate finance/accounting with other management subjects in the hospitality field. Findings – Despite its importance, interdisciplinary research has not been given enough attention in the field of HFA. This study sheds light on the need for interdisciplinary research and proposes paths for conducting interdisciplinary HFA research, such as behavioral finance, marketing-finance interface, human resource management finance/accounting, etc. Practical implications – This study suggests that the results of interdisciplinary HFA research can provide useful practical implications from shareholder and organizational perspectives in the hospitality industry. Originality/value – Although the interdisciplinary research concept is not really new, it has not been extensively addressed in hospitality academia. In this respect, this study suggests expanding the horizon for HFA researchers.

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Svobodova, Libuse. "Managerial Accounting and Utilization of Software." Advanced Science Letters 22, no. 5 (May 1, 2016): 1568–72. http://dx.doi.org/10.1166/asl.2016.6685.

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Simon, David S. "Cost accounting: Concepts and managerial applications." British Accounting Review 23, no. 3 (September 1991): 263. http://dx.doi.org/10.1016/0890-8389(91)90089-k.

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Hu, Chengru, and Wei Jiang. "Managerial risk incentives and accounting conservatism." Review of Quantitative Finance and Accounting 52, no. 3 (May 2, 2018): 781–813. http://dx.doi.org/10.1007/s11156-018-0726-5.

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