Weitere Kapitel dieses Buchs durch Wischen aufrufen
This chapter analyses the pitfalls and opportunities of accrual and cost accounting when playing a role in fostering universities’ financial sustainability. Some aspects of the Italian context are analysed in more depth, although accrual accounting and budgeting, as well as cost accounting systems, have spread in higher education institutions of many countries. Both practices aim to improve universities’ ability to cover their full costs, thus supporting transparency and financial sustainability.
Despite the expected advantages of accrual accounting, empirical evidence is still lacking. In fact, in some countries, the reform of accounting systems in higher education has had no effect. This chapter investigates possible causes of this discrepancy. After having displayed the role of accrual accounting in supporting universities’ financial sustainability, some obstacles are evidenced that reduce the transparency or usefulness of accounting information and weaken its ability to support financial sustainability. Some issues suggest caution in the interpretation of universities’ financial performance; in particular, doubts arise on the accounting treatment of transfers from the government that are still the main source of universities’ revenues in most countries. This chapter shows that organisational issues may also deprive accrual accounting of its ability to provide reliable, transparent and complete information. Moreover, the adoption of cost accounting practices involves the risks of remaining symbolic or ceremonial—functional only to the appearance of an organisation’s rationality and efficiency—unless corrective factors are introduced.
Bitte loggen Sie sich ein, um Zugang zu diesem Inhalt zu erhalten
Sie möchten Zugang zu diesem Inhalt erhalten? Dann informieren Sie sich jetzt über unsere Produkte:
Agasisti, T., & Catalano, G. (2006). Governance Models of University Systems—Towards Quasi-Markets? Tendencies and Perspectives: A European Comparison. Journal of Higher Education Policy and Management, 28(3), 245–262.
Aversano, N., Manes-Rossi, F., & Tartaglia-Porcini, P. (2017). Performance Measurement Systems in Universities: A Critical Review of the Italian System. In E. Borgonovi, E. Anessi-Pessina, & C. Bianchi (Eds.), Outcome-Based Performance Management in the Public Sector (pp. 269–288). Cham: Springer. https://doi.org/10.1007/978-3-319-57018-1_14
Blöndal, J. R. (2003). Accrual Accounting and Budgeting: Key Issues and Recent Developments. OECD Journal on Budgeting, 3(1), 43–59.
Bowerman, M., & Humphrey, C. (2001). Should Non-Financial Performance Information Be Audited? The Case of Public Service Agreements in UK Government. Australian Accounting Review, 11(25), 35–43.
Brignall, S., & Modell, S. (2000). An Institutional Perspective on Performance Measurement and Management in the ‘New Public Sector’. Management Accounting Research, 11(3), 281–306.
Broadbent, J., & Guthrie, J. (2008). Public Sector to Public Services: 20 Years of ‘Contextual’ Accounting Research. Accounting, Auditing & Accountability Journal, 21(2), 129–169.
Bromwich, M., & Lapsley, I. (1997). Decentralization and Management Accounting in Central Government: Recycling Old Ideas? Financial Accountability and Management, 13(2), 181–201.
Chenhall, R. H. (2003). Management Control Systems Design Within Its Organizational Context: Findings from Contingency-Based Research and Directions for the Future. Accounting, Organizations and Society, 28(2003), 127–168.
Christiaens, J., & Rommel, J. (2008). Accrual Accounting Reforms: Only For Businesslike (Parts of) Governments. Financial Accountability & Management, 24(1), 59–75.
Christiaens, J., & Wielemaker, E. D. (2003). Financial Accounting Reform in Flemish Universities: An Empirical Study of the Implementation. Financial Accountability and Management, 19(2), 185–204.
Christopher, J., & Leung, P. (2015). Tensions Arising from Imposing NPM in Australian Public Universities: A Management Perspective. Financial Accountability and Management, 31(2), 171–193.
De Boer, H., Enders, J., & Schimank, U. (2007). On the Way Towards New Public Management? The Governance of University Systems in England, the Netherlands, Austria, and Germany. In D. Jansen (Ed.), New Forms of Governance in Research Organizations (pp. 137–152). Dordrecht: Springer.
Estermann, T., & Claeys-Kulik, A. (2013). Financially Sustainable Universities. Full Costing: Progress and Practice. Brussels: EUA. Electronic Version Available Through www.eua.be
Estermann, T., Pruvot, E. B., & Claeys-Kulik, A. L. (2013). Designing Strategies for Efficient Funding of Higher Education in Europe. DEFINE interim report. Brussels.
Estermann, T., & Pruvot, E. B. (2011). Financially Sustainable Universities II. European Universities Diversifying Income Streams. Brussels: European University Association.
Eurydice. (2008). Higher Education Governance in Europe. Policies, Structures Funding and Academic Staff. Brussels: Eurydice.
Evans, M. (1995, February). A Change for the Better? Accountancy, 115, 92–94.
Francesconi, A., & Guarini, E. (2017). Performance-Based Funding and Internal Resource Allocation: The Case of Italian Universities. In E. Borgonovi, E. Anessi-Pessina, & C. Bianchi (Eds.), Outcome-Based Performance Management in the Public Sector (pp. 289–306). Cham: Springer. https://doi.org/10.1007/978-3-319-57018-1_15
Geiger, D. R., & Ittner, C. D. (1996). The Influence of Funding Source and Legislative Requirements on Government Cost Accounting Practices. Accounting, Organizations and Society, 21(6), 549–567.
Guthrie, J. (1998). Application of Accrual Accounting in the Australian Public Sector—Rhetoric or Reality. Financial Accountability and Management, 14(1), 1–19.
Hirst, M. K. (1983). Reliance on Accounting Performance Measures, Task Uncertainty and Dysfunctional Behaviour. Journal of Accounting Research, 21(2), 596–605.
Hyndman, N., & Connolly, C. (2011). Accruals Accounting in the Public Sector: A Road Not Always Taken. Management Accounting Research, 22(2011), 36–45.
International Federation of Accountants. (2005). Annual Report. New York: IFAC.
IPSASB (2013). Recommended Practice Guideline 1. Reporting on the Long-Term Sustainability of an Entity’s Finances.
IPSASB. (2014). The Conceptual Framework for General Purpose Financial Reporting by Public Sector Entities.
Küpper, H. U. (2013). A Specific Accounting Approach for Public Universities. Journal of Business Economics, 83(7), 805–829.
Lapsley, I., Mussari, R., & Paulsson, G. (2009). On the Adoption of Accrual Accounting in the Public Sector: A Self-Evident and Problematic Reform. The European Accounting Review, 18(4), 719–723.
Merchant, K. A., & Van der Stede, W. A. (2007). Management Control Systems: Performance Measurement, Evaluation and Incentives. Harlow. Pearson Education.
McCrae, M., & Aiken, M. (2000). Accounting for Infrastructure Service Delivery by Government: Generational Issues. Financial Accountability & Management, 16(3), 265–287.
Narayan, A. K., Nothcott, D., & Parker, L. D. (2017). Managing the Accountability–Autonomy Tensions in University Research Commercialization. Financial Accountability and Management, 33(4), 1–21.
Neale, A., & Pallot, J. (2001). Frontiers of Non-Financial Performance Reporting in New Zealand. Australian Accounting Review, 11(25), 27–34.
OECD. (2004). Education at a Glance. Paris: OECD.
Paulsson, G. (2006). Accrual Accounting in the Public Sector: Experiences from the Central Government in Sweden. Financial Accountability and Management, 22(1), 47–62.
Poole, G. S., & Chen, Y. (Eds.). (2009). Higher Education in East Asia: Neoliberalism and the Professoriate Gregory. Boston: Sense Publishers.
Pruvot, E.B., Estermann, T., & Kupriyanova, V. (2017). Public Funding Observatory Report, European University Association (EUA). Available at www.eua.be
Reichard, C., & Van Helden, J. (2016). Why Cash-Based Budgeting Still Prevails in an Era of Accrual-Based Reporting in the Public Sector. Accounting Finance and Governance Review, 23(1–2), 43–65.
Ter Bogt, H. J. (2008). Management Accounting Change and New Public Management in Local Government: A Reassessment of Ambitions and Results—An Institutionalist Approach to Accounting Change in the Dutch Public Sector. Financial Accountability and Management, 24(3), 209–241.
Ter Bogt, H. J., & Scapens, R. W. (2012). Performance Management in Universities: Effects of the Transition to More Quantitative Measurement Systems. The European Accounting Review, 21(3), 451–497.
Timoshenko, K. (2008). Russian Public Sector Reform: The Impact on University Accounting. Journal of Business Economics and Management, 9(2), 133–144.
Venieris, G., & Cohen, S. (2004). Accounting Reform in Greek Universities: A Slow Moving Process. Financial Accountability and Management, 20(2), 183–204.
Walker, R. G. (2011). Issues in the Preparation of Public Sector Consolidated Statements. Abacus, 47(4), 477–500.
Yamamoto, S. (2004). Universities and Government in Post-War Japan. The Canadian Journal of Higher Education, 34(3), 105–126.
- Financial Sustainability of Higher Education Institutions: A Challenge for the Accounting System
Ferdinando Di Carlo
- Chapter 9