The Use of Management Accounting Strategies as a Tool for Decision- Making in Higher Educational Institutions

Erica F. Bartolome, Rochelle Anne F. Batugal, Princess Diana A. Borja, Valerie Joy A Esnada, Arabelle Mae C. Lagasca and John Lindy R. Soriano
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Erica F. Bartolome: Saint Mary’s University, Nueva Vizcaya, Philippines
Rochelle Anne F. Batugal: Saint Mary’s University, Nueva Vizcaya, Philippines
Princess Diana A. Borja: Saint Mary’s University, Nueva Vizcaya, Philippines
Valerie Joy A Esnada: Saint Mary’s University, Nueva Vizcaya, Philippines
Arabelle Mae C. Lagasca: Saint Mary’s University, Nueva Vizcaya, Philippines
John Lindy R. Soriano: Saint Mary’s University, Nueva Vizcaya, Philippines

International Journal of Research and Innovation in Social Science, 2024, vol. 8, issue 5, 1564-1590

Abstract: Higher Educational Institutions (HEIs) face various challenges in decision-making that can impact their organizational performance. Overcoming these challenges requires institutions to adapt and make use of tools and strategies to not only preserve their current relevance but also foster future growth. Management accounting strategies, which involve the deliberate, planned use of accounting techniques, tools, and approaches for decision-making and organizational performance, play a crucial role in assisting higher educational institutions’ decision-making by providing relevant financial and non-financial information. This study aimed to examine the extent of the use of management accounting strategies as a tool for decision-making in higher educational institutions, the extent to which management accounting strategies have helped management in decision-making, and the contingent factors that affect its use. The study employed a descriptive-comparative-correlational approach to answer the extent use of management accounting strategies (MAS) and determine if there is a significant difference among the profile variables and if there is a significant relationship among the contingent factors. Research findings indicate that HEIs in Nueva Vizcaya employ strategies; however, the extent of their utilization appears to be moderate, as some selectively use costing systems. The results of the profile variables were not significant when it comes to the use of management accounting strategies (MAS) and there was a very high extent to which management accounting strategies have helped management in decision-making. There arenalso of management accounting strategies (MAS) and contingent factors such as market competition, qualified internal accountants, management participation, and organizational technology. The study,just like past studies, encountered a limitation in terms of the number of respondents, which may have implications for the generalizability of the findings. Overall, there is a positive result in the use of management accounting strategies (MAS) by HEIs. Nevertheless, there is still a need to enhance its use by maximizing its complete implementation.

Date: 2024
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