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Accounting for quality and improved organizational performance has recently received attention in management control research. However, the extent to which process innovation changes have been integrated into management control research is limited. This paper contributes to that integration by drawing from institutional adaptive theory of organizational change and process innovation strategies. The paper utilizes a 2 by 2 contingency table that uses two factors: environmental conditions and organizational change/learning strategies, to build a process innovation framework. A combination of these two factors yields four process innovation strategies: mechanistic, organic, organizational development (OD) and organizational transformation (OT).

The four process innovation typologies are applied to characterize innovations in accounting such as activity based costing (ABC). ABC has been discussed as a multi-phased innovation process that provides an environment where both the initiation and the implementation of accounting change can occur. Technical innovation can be successfully initiated as organic innovation that unfolds in a decentralized organization and requires radical change and double loop learning. Implementation occurs best as a mechanistic innovation in a hierarchical organization and involving incremental change and single loop learning. The paper concludes that if ABC is integrated into an OD or OT intervention strategy, the technical and administrative innovation aspects of ABC can be utilized to manage the organization’s operating activities.

This study investigates the relationship between lean manufacturing practices, management accounting and performance measurement (MAC & PM) practices, organizational strategy, structure, and culture, and facility performance. We extended past research by examining the relationships between lean manufacturing, MAC & PM practices and performance in a broader organizational context. Our study was performed using survey data provided by managers and executives at 368 facilities that had contacted the Shingo Institute for information or that had entered a Shingo Prize competition. Consistent with past research we found a significant positive association between lean manufacturing practices and lean MAC & PM practices. We found that greater employee empowerment, use of process performance measures, and use of lean accounting practices were driven primarily by lean strategy and secondarily by the extent of lean manufacturing practices. We also found that changes in organization structure to support lean are driven primarily by lean strategy and secondarily by lean manufacturing practices. Change toward lean culture, on the other hand, is driven by the extent of lean manufacturing practices. Further, we found that emphasizing process performance measures does not reduce emphasis on results performance measures and emphasizing results performance measures leads to improved financial performance. Process and results measures are being used in tandem and value stream costing has not replaced traditional accounting. The results of our study provide important insights for managers of companies engaged in lean transformation and for academics who teach or research lean accounting.

This chapter focuses on how changes in management control systems in a manufacturing company could be affected by the interplay of institutional forces and power mobilization over an extended period of time (1946–1975).

The chapter is grounded in the ‘hybrid’ theoretical framework developed by Yazdifar, Zaman, Tsamenyi, and Askarany (2008) which ties old institutional economics, new institutional sociology and power mobilization frameworks to provide a holistic view of a process of change. Historical analysis contributes to an understanding of the institutional context. The research has been developed by a longitudinal case study by using archival data.

The chapter provides us with an insight into management accounting change during an extended period of time dominated by political instability, economic turbulence, social tensions and change in the company’s presidency. The study suggests that changes were dependent on a complex set of relationships and preconditions, that the specificity of the company’s accounting controls was tied to isomorphism forms and power relationships internal to the company, while pressures from the external environment did not impact significantly on control systems architecture and functioning of the company.

The use of qualitative approach (as longitudinal case studies) is often criticized because its results are not generalizable and replicable.

The chapter clarifies the theoretical underpinnings of the institutional frameworks and power relationships and suggests areas for institutional and interdisciplinary research into management change.

This study provides evidence on how changes in management accounting and control systems (MACS) associate with competition, organizational capacity to learn, decentralization, and firm size. In doing this, it replicates (and extends) Libby and Waterhouse’s (L&W) Canadian study in the context of Australian manufacturing firms.

Drawing on contingency theory, the study uses data from a mail-out survey of a sample of Australian manufacturing firms.

Change in MACS was found to be significantly and positively associated with greater organizational capacity to learn and a more intensely competitive environment. Firm size and decentralization were not highly significant with changes in MACS. Additional analysis of the data indicated the generalizability of the L&W model across divisions of large corporations, but not across stand-alone firms and local market-oriented firms.

The results contribute to the field of management accounting change by suggesting that when an organization experiences changes in its business environment its management control systems need changes too.

This study examines the nature of the researchers’ perspectives used in analytical and empirical cost system research published in the 1990s in an attempt to better understand current cost system research. The conceptual framework used for the evaluation is based on the research perspectives that have influenced the selection of different approaches in cost system research in the last three decades and reflects assumptions made in the research models and useful empirical implications.

The taxonomy used in the paper deepens our understanding of current cost accounting research and is argued as relevant on the premise that researchers would certainly care about finding a “better” cost system. A “better” system is defined in this study as the system that would lead to changes in decisions resulting in payoffs that are greater than the costs of implementing the new system.

Sisaye and Birnberg (2010a, 2010b) have described the extent and scope of the innovations dimensions as the degree to which learning has affected the organizational structures and processes of the organization. Within this framework, extent has been defined as the degree to which the innovation affects the organization's management accounting administrative structures, systems, and behaviors of members or units within the organization. Extent is synonymous with the two types of learning identified by Argyris and Schon (1978) discussed earlier. Thus, the learning in the extent dimension varies from a technical change within an existing system (single loop) to the adoption of an entirely new administrative system (double loop). While this continuum extends from technical changes that affect a single process or task to administrative changes that affect organization-wide systems and structures, we will treat them as though they are dichotomous. As indicated earlier (Chapter 2), extent is associated with two types of learning: single loop (technical change within an existing system, i.e., gradual-incremental) and double loop (the adoption of an entirely new system, i.e., radical-transformational) (Argyris & Schon, 1978, 1996).

Purpose: This study examines whether changes in environmental and funding uncertainty during the first three years after the outbreak of the global financial crisis (which we presume to have increased significantly) are associated with changes in cost system design and intensity of use.

Design/methodology/approach: A dataset of survey responses from 56 Dutch municipalities is used for the empirical analyses. In the questionnaire, a senior-level financial manager reflected on the changes that he or she had perceived during the three years prior to the study (which was conducted at the end of 2010).

Findings: The results show that during these years, on average, ­environmental and funding uncertainty have indeed significantly increased, whereas cost system design and intensity of use have shown little change. The results further indicate that change in environmental uncertainty is positively related to changes in cost system complexity and cost system inclusiveness for activities and/or programs, whereas change in funding uncertainty is positively related to change in cost system intensity of use for product costing purposes. Also, change in cost system complexity is positively related to changes in cost system intensity of use for both operational control and product costing purposes.

Originality/value: Whereas previous large-scale research tends to focus on how the level of cost system design and/or intensity of use characteristics is related to the level of contextual factors, this study focuses on how changes in cost system design and intensity of use characteristics are related to changes in contextual factors. Also distinctive is that this study focuses on local government organizations experiencing a fiscal crisis.

OD refers to cell 3 of the adoption-diffusion innovation typology defined in Table 1. It has an administrative extent and an autonomous scope. OD has been used pre-dominantly in organizational change and sociology literature to describe cultural innovation programs that are directed toward a change in individual employee behavior. In accounting, the OD approach is important because accounting innovations, such as ABC, are directed toward a change in managers' behavior and the use of accounting data to evaluate performance. The OD approach is applicable in the use of ABC data at the divisional or unit level. Before explaining the application and use of OD in accounting innovations, we will define OD and summarize its innovation approaches as described in organizational sociology and behavior literature.

Purpose – This empirical paper seeks to explore how the shift from traditional budgetary accounting toward accrual accounting declared by the Russian state has affected accounting practices of one public university.

Design/methodology/approach – The empirical data for this research are based on a case study conducted in one state-sponsored university of Russian tertiary education. Our approach is to look at the emergence and implementation of new accounting practices and technologies at the university within the context of broader public sector policy changes occurring in Russia.

Findings – The present study demonstrates that changes at state level have had their initial and most direct impact on formal rules at the university, but little or no impact on its everyday management activity. We claim that the intended changes have so far resulted in more rhetoric than reality, and the changes envisaged have yet to be implemented in university practice.

Research limitations/implications – Since the time frame devoted to this research does not allow the assessment of the final results of the declared reforms, this paper approaches new accounting techniques before they become an established practice at the university. It is also beyond the scope of this research to judge whether these results are applicable to other settings, such as other Russian higher educational establishments.

Practical implications – The paper raises concerns as to whether the old compliance mentality of the Russian state will bring about the desired reform outcome.

Originality/value – This paper provides insights into the nature of Russian public sector accounting change, both at central level and in a specific organizational setting.