Management Accounting Frontiers 

MAF Overview

TABLE OF CONTENTS

Editorial: Use of Generative AI in Research – A Cautionary Tale

Michael S. C. Tse^a

^a Ozford Institute of Higher Education, Australia

Download:https://doi.org/10.52153/prj0708008

Improvement of Budgeting and the Success of Management Accounting: An Empirical Study

Deborah Nasca^a, Andreas Wald^b, Jan Christoph Munck^a, Ronald Gleich^c

^aEBS University of Business and Law, Germany

^bUniversity of Agder, Norway

^cFrankfurt School of Finance and Management, Germany

Abstract

Traditional budgeting approaches may be inadequate for dynamic and complex business environments, which require high budgeting flexibility and adaptability. Empirical research on the different elements of improved approaches to budgeting and their effects on management accounting success is scarce. This study identifies shared elements of improved budgeting in the literature and tests whether and to what extent they contribute to management accounting success. A research model is tested by applying partial least squares-structural equation modelling to data collected from a cross-industry survey of 189 companies. The results show that simplicity, flexibility, and integration are elements of improved budgeting that promote management accounting success. Additionally, the extent of digital transformation mediates the positive effect of flexibility on budgeting.

Keywords: Better Budgeting; Beyond Budgeting; Digital Transformation; Management Accounting; Modern Budgeting; Traditional Budgeting

Download:https://doi.org/10.52153/prj0419006

An Interactive Sustainability Management Approach to Implement CSR Initiatives

Norman T. Sheehan^a, Glen Kobussen^b, Ganesh Vaidyanathan^a, Mark Klassen^a

^aUniversity of Saskatchewan, Canada

^bUniversity of Cape Breton, Canada

Abstract

Facing pressure from institutional investors and other stakeholders an increasing number of executives are investing in Corporate Social Responsibility (CSR) initiatives to improve the environmental and social performance of their companies. The paper argues that unique CSR implementation challenges impede the successful implementation of CSR initiatives when employing existing strategy implementation tools, specifically, the balanced scorecard and levers of control. To enable executives to overcome the CSR initiative implementation challenges and maximise the benefit from their firm’s CSR initiatives, the paper proposes a set of interactive CSR initiative implementation steps to complement the balanced scorecard and levers of control–the Interactive Sustainability Management (ISM) approach. By encouraging manager and employee input, discussion, reflection, and learning about how to improve the corporation’s environmental and social performance the new implementation approach helps to overcome the challenges faced by the balanced scorecard and levers of control when implementing CSR initiatives.

Keywords: Balanced Scorecard; Corporate Social Responsibility; Environment; Levers of Control; Society

Download:https://doi.org/10.52153/prj0915006

The Case for a Planetary Management Accounting Framework

Janek Ratnatunga^a

^aInstitute of Certified Management Accountants, Australia

Abstract

Because of the enormous effects that humans have on the ecosystem, there is a chance that the planet will no longer be friendly to humans but rather be hostile. Scientists have proposed nine Planetary Boundaries (PB) — the global environmental limits within which the risk of disrupting the current climatic and ecological equilibriums of the planet is low. PBs are meant to serve as an indicator of the scope and urgency of the issue, rather than serving as a roadmap for fixing the problem. They are, however, difficult to apply as quantitative, scalable objectives for personal or policy decision making. This article provides an overview of how the Planetary Boundaries can be converted into actionable measures through the Planetary Management Accounting Framework (PMAF) — a framework for managing the global environment. PMAF is an environmental management accounting model where planetary quotas (PQ), or global limits, are used to evaluate environmental consequences of human activities. Each PQ sets a limit for an “environmental currency,” such as carbon dioxide emissions or reforestation, that may be scaled and compared to the outcomes of human activities. The PMAF can also be used to demonstrate how the PB can be used to reflect corporate strategy, individual acts, infrastructure at the local government level, and also national policy. It facilitates the communication and applications of the PB in various spheres of human activity.

Keywords: Environmental Management Accounting, Planetary Boundaries; Planetary Management Accounting Framework

Download:https://doi.org/10.52153/prj0915006