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Five easy pieces: a case study of cost management as organizational change

Shahid Ansari (Accounting and Law Division, Babson College, Babson Park, Massachusetts, USA)
Jan Bell (Accounting and Law Division, Babson College, Babson Park, Massachusetts, USA)

Journal of Accounting & Organizational Change

ISSN: 1832-5912

Article publication date: 5 June 2009

3558

Abstract

Purpose

The primary purpose of this paper is to merge two traditions in management accounting change – design theory and action research – to explain findings from a case study of introducing a cost leadership initiative.

Design/methodology/approach

This paper is an example of action research in which design theory explains events related to the implementation of a strategic cost leadership initiative at Shell Gabon, a Royal Dutch Shell unit in West Africa.

Findings

The evidence shows that technical accounting changes are, in the final analysis, change management exercises. Implementing change requires thinking as a designer and employing the logic of conjecture rather than scientific deductive or inductive reasoning. Successful implementation requires conjuring an image of a future reality that does not currently exist and making that image persuasive by connecting it with the values of the organizational participants.

Research limitations/implications

This case study provides five key lessons for future designers of accounting change. Implementers should: understand the mental models of organizational participants; show respect for the cultural values of the organization they are working in; meaningfully engage organizational participants; use structured processes to unfold change; and be ready to seize new opportunities and discard old game plans when necessary. The case study also reveals gaps in existing change management models and behavioural accounting theories.

Originality/value

This paper offers design theory as an alternative way of viewing organizational change and offers criteria for evaluating the use of design as a process and for assessing the value of the implemented change.

Keywords

Citation

Ansari, S. and Bell, J. (2009), "Five easy pieces: a case study of cost management as organizational change", Journal of Accounting & Organizational Change, Vol. 5 No. 2, pp. 139-167. https://doi.org/10.1108/18325910910963418

Publisher

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Emerald Group Publishing Limited

Copyright © 2009, Emerald Group Publishing Limited

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