Strategic Management Accounting, Volume I

Aligning Strategy, Operations and Finance

verfasst von: Dr. Vassili Joannidès de Lautour

Verlag: Springer International Publishing

Enthalten in: Springer Professional "Wirtschaft+Technik" , Springer Professional "Wirtschaft"

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Über dieses Buch

This book responds to key issues in strategic management control by studying the interplay between strategy, operations, finance and controls. Grounded in research but written with practitioners and students in mind, it addresses the most up-to-date management control issues in the public sector, forecasting, budgeting and controls in international organisations.

Inhaltsverzeichnis

Frontmatter

Chapter 1. Accounting for What Counts in the Value Chain in a Way That Counts

Abstract

This chapter discusses accounting for what counts in a way that counts: not everything needs to be accounted for in a uniform manner. Rather, what needs to be accounted for directly proceeds from strategic concerns (generic strategy and position on the market). To this end, this chapter exposes the main features of strategic analysis, leading to value chain management accounting. These issues rest upon a Porterian analysis of strategy and the value chain delineated into management accounting systems and figures.

Vassili Joannidès de Lautour

Chapter 2. Product Life Cycle Accounting and Target Costing

Abstract

This chapter addresses product life cycle accounting and how target costing requires that the whole value chained be conceived and engineered. Depending on the stage of a product in its life cycle, different issues appear as strategic and therefore deserve to be accounted for. But also, the well-known notion of cost takes on different forms and shapes at each stage, requiring specific accounting systems each time. Building upon marketing research, this chapter shows how a management accounting system remains pertinent by adapting to momenta in product life cycle.

Vassili Joannidès de Lautour

Chapter 3. Performance Management and Measurement

Abstract

In its discussion of performance management, this chapter abundantly borrows from Kaplan and Norton’s work beyond the mere Balanced Scorecard. This chapter highlights the main challenges confronting performance management and the way these have enabled the advent of the Balanced Scorecard and other tableaux de bord. In so doing, this chapter also discusses hidden or neglected issues associated with these performance management technologies, such as ideology and managerial rhetoric and management theatricalisation. This second-level discussion rests upon Guy Debord’s work on the spectacle society and exposes performance management as a stage with its scenario and actors.

Vassili Joannidès de Lautour

Chapter 4. Strategic Planning and Forecasting

Abstract

This chapter significantly departs from is habitual in management accounting textbooks and research by addressing not the Master Budget but issues in forecasting and strategic planning. Whilst strategy invokes the necessity of forecasting and planning management, accounting still remains committed to the Master Budget and its rigidity. Therefore, this chapter builds upon the Beyond Budgeting RoundTable’s works on forecasting and strategic planning to discuss the main steps and features of this activity central to management. This chapter also provides a systematic methodology aimed at anticipating changes in the environment likely to occur and impact on the conduct of operations. Whilst the traditional Master Budget neglects strategy, forecasting and strategic planning put strategy first, operations and finance proceeding thence.

Vassili Joannidès de Lautour

Chapter 5. Beyond Budgeting

Abstract

This chapter totally departs from conventional management accounting textbooks and research by discussing a credible alternative to the Master Budget: Beyond Budgeting. Under this purview, this chapter builds upon Hope and Fraser’s and the Beyond Budgeting RoundTable’s work to expose the main intrinsic critiques addressed to the Master Budget deemed incapable of playing its alleged roles. These are discussed and resituated in their historical context, which naturally leads to understanding the rise and spread of the Beyond Budgeting philosophy: a project-based management where everything should proceed from strategy, not from a budgetary constraint. Rather, strategy should determine operations, which, in turn, determine the necessary funding and controls.

Vassili Joannidès de Lautour

Backmatter

Titel: Strategic Management Accounting, Volume I
verfasst von: Dr. Vassili Joannidès de Lautour
Verlag: Springer International Publishing
Electronic ISBN: 978-3-319-92949-1
Print ISBN: 978-3-319-92948-4
DOI: https://doi.org/10.1007/978-3-319-92949-1