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The purpose of this paper is to investigate the relationship between strategy, strategic management accounting (SMA) and performance. Specifically, it aims to explore how SMA alignment is achieved to support both the internal and external fit of organizational configurations and achieve superior performance.

This study has adopted a longitudinal case study approach, focusing on a leading company in the credit mediation industry, and uses the configurational theory and a network approach to understand how an alignment between organizational configurations and SMA leads to superior performance.

This study shows that the configurational fit involves interactions between environmental, strategic and structural elements and SMA. Moreover, it helps understanding the causal complexity of these interactions by showing how various organizational configurations, along with SMA, may lead to superior performance. Finally, from a longitudinal perspective, the study shows how SMA alignment continuously supports both the external and internal configuration fit.

Case studies often lack generalizability due to their detailed, context-specific nature. In addition, the study assumes that aligning SMA practices with organizational configurations leads to higher performance, although outcomes may be affected by other unobserved factors.

This study also has practical implications for managers, as it provides a profound understanding of the role of SMA in supporting both the external and internal alignment of the organizational configuration. Managers should particularly leverage SMA to gather and analyze external environmental data, thereby enabling the organization to ensure the continuous consistency of its strategic priorities, as well as to support and reinforce both existing and emerging strategic imperatives. However, it is essential for managers to perceive SMA not as an isolated instrument, but as an integral component of the broader organizational system. Effective implementation necessitates the integration of SMA techniques with the strategic and structural elements of the organization, which complement their implementation, determining the actual contribution to external and internal fit.

To the best of the author’s knowledge, this study has been one of the first to adopt a qualitative approach to investigate the relationships between strategy, SMA and performance through the lens of the configurational theory. It elucidates the causal mechanisms underlying the relationships between configurations and SMA from a dynamic, change-oriented perspective, showing how SMA continuously contributes to configurational fit and performance.

The purpose of this paper is to investigate the role of performance measurement systems (PMS) within the context of digital servitization (DS), especially in collaborations involving multiple actors. The paper adopts a bottom-up ecosystem perspective to gain insights into how companies can effectively manage the complexities of digital transformation in the servitization domain.

This research draws upon a longitudinal case study within the wine and spirit supply chain. It focuses on a logistics company, “GR”, which has promoted a DS strategy to offer advanced services and enhance the competitiveness of the entire ecosystem.

The study offers valuable insights into the evolution of PMS roles throughout the DS journey, promoting cooperation, coordination, collaboration and control among ecosystem actors, thereby facilitating the development of a DS strategy.

The study is focused on a logistics company with unique capabilities and networks. Future research should include a broader range of contexts. Furthermore, our analysis focuses on the initial stages of ecosystem emergence, particularly the initiation and momentum phases. Further research should explore how DS impacts organizations in the following ecosystem phases.

This research offers valuable insights for managers, particularly in the development of DS strategy. It underscores the significance of PMS as key facilitators in crafting DS strategy and in the broader ecosystem evolution. The findings demonstrate that PMS is instrumental across different phases of the servitization process, improving aspects such as performance monitoring, resource allocation, collaboration and communication. Moreover, this study emphasizes the importance for small and medium-sized enterprises manufacturers and logistics firms to build and nurture collaborative relationships with various supply chain stakeholders to successfully implement a servitization strategy. In the wine industry, embracing a multiactor perspective is crucial. The delivery of advanced services necessitates a wide spectrum of knowledge and skills on one hand, and adaptability and flexibility in developing relationships on the other.

The study contributes to the literature on management accounting by exploring the role of PMS in DS. It reveals that PMS acts as a fundamental enabler, promoting seamless coordination and collaboration among various actors involved in DS. This sheds light on the transformative potential of PMS in creating a collaborative environment, where multiple organizations work together to offer value-added services.