Non-Financial Indicators and Strategic Management Accounting

Gregory Wegmann and Evelyne Poincelot

Chapter 12 in Best Practices in Management Accounting, 2012, pp 182-189 from Palgrave Macmillan

Abstract: Abstract For Anthony (1965, p. 17), management control is ‘the set of accounting and financial verification tools based on predefined objectives’; in other words, a verification planning process. The conventional approach to management accounting discloses a tension among the processes of strategic management, management control and operational control. Johnson and Kaplan (1987) explain that coordination between these processes is difficult to obtain. The Strategic Management Accounting (now SMA) stream is a concept and set of practices that tries to solve this difficulty of coordination. It emerged during the 1970s and has been developed since (Schendel and Hofer, 1979; Horovitz, 1979). There has been a growing amount of research on this subject since the mid-1980s. The impact of Johnson and Kaplan’s 1987 work Relevance Lost on management accounting tools is significant.

Keywords: Strategic Management; Management Account; Harvard Business School; Balance Scorecard; Customer Satisfaction Index (search for similar items in EconPapers)
Date: 2012
References: Add references at CitEc
Citations:

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-36155-3_12

Ordering information: This item can be ordered from
http://www.palgrave.com/9780230361553

DOI: 10.1057/9780230361553_12

Access Statistics for this chapter

More chapters in Palgrave Macmillan Books from Palgrave Macmillan
Bibliographic data for series maintained by Sonal Shukla () and Springer Nature Abstracting and Indexing ().