Exploring the involvement of management accounting in strategic decisions and control

Michael Brandau and Andreas H. Hoffjan

Journal of Accounting & Organizational Change, 2010, vol. 6, issue 1, 72-95

Abstract: Purpose - The paper seeks to explore the extent of involvement of management accounting in strategic inter‐organizational decisions and control in the context of offshoring of services. Design/methodology/approach - For the present study, a multiple case study field research design was selected. A data‐bank media search identified companies actually offshoring their services. In total, 17 semi‐structured interviews with management accountants/managers were conducted in 14 of the identified companies. The interviews were analyzed using content analysis techniques. Findings - Management accounting is involved in offshoring activities to a much lower extent than expected. The reasons range from contractual agreements between the different parties, which substitute in part for management accounting interventions, to competence problems in accounting departments. Therefore, management accounting often fails to provide support for strategic planning and coordination. Research limitations/implications - The data obtained through the qualitative research approach have a low‐scaling level, which limits subsequent analysis to descriptive statistics only. Practical implications - The paper identifies risks and actual problems associated with offshoring, which indicate an increased need for coordinated planning and information processing. Furthermore, it raises the question of how management accounting can overcome existing competence problems with respect to the support of strategic decision making, in order to fulfil its function within the company more efficiently. Originality/value - Literature does not provide convincing evidence of the practical significance of management accounting in the context of strategic decisions and inter‐organizational relations. This paper shows that management accounting currently remains far removed from its function as a developer of strategic decisions and as a support function for corporate planning and coordination processes.

Keywords: Decision making; Channel relations; Management accounting; Control (search for similar items in EconPapers)
Date: 2010
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Persistent link: https://EconPapers.repec.org/RePEc:eme:jaocpp:18325911011025704

DOI: 10.1108/18325911011025704

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