Search results

This study aims to explore farmers’ perceptions of environmental impacts of dairying and their practices towards implementing environmental management accounting (EMA) techniques.

Semi-structured interviews were held with five dairy farmers in the South Island of New Zealand (NZ).

Dairy farmers perceive environmental sustainability in dairying as being able to feed people while protecting the environment so that future generations can also enjoy the natural world. Recognising the need to alter their practices to reduce environmental damage they have produced, dairy farmers use some EMA techniques, but the primary motivation is compliance with government regulations. Other motivations for using EMA techniques are high economic returns, maintaining their reputation and self-satisfaction. Barriers to implementing EMA techniques are primarily due to lack of clarity and feasibility of regulations, coercion and inadequate communication by regulators and high compliance costs.

The findings contribute to the current EMA literature by providing a better understanding of EMA practices of dairy farmers in NZ, barriers to implementing EMA and how those barriers could be reduced. It may also help NZ central and local government in developing environmental strategies and policies. Furthermore, this research is expected to help people in the dairy industry to find ways to educate farmers about how the measures that are required can help them to reduce both the environmental impacts and the costs of dairying, thus contributing to sustainable development globally.

Sustainability reporting serves as a means of communication between corporations and their stakeholders on sustainability issues. This study aims to identify and account for the contents of sustainability reporting communicated through the websites of the plants in five continents of the same multinational mining corporation.

This study uses data published by Newmont Mining Corporation. The corporation has regional headquarters in five continents: Africa, Asia, Australia and North America and South America. The data were drawn from the websites of the five plants adjacent to those regional headquarters. Economic, environmental and social aspects of sustainability as reported by each plant were identified; to do so, a disclosure analysis based on the elements of the Global Reporting Initiative and the United Nations Division for Sustainability Development was used. These aspects were then compared and contrasted to highlight if, and to what extent, institutional isomorphism influences variations in sustainability disclosures among plants compared with the parent company.

It was found that most of the reporting about sustainability matters comprises narratives; there were also a few physical measures but very little financial information. Notwithstanding that the websites of all five plants used similar headings, the contents of reports differed. The reports from the plants in Australia, South America and Africa were more comprehensive than those from the plants in Asia and North America. The authors attribute these differences to institutionalisation of location-specific characteristics, including management discretion, legislation and societal pressures influencing sustainability reporting. The authors argue that managers responsible for preparing sustainability reports and who work essentially as sustainability accountants should develop templates and measures to raise the standard and comprehensiveness of reports for improved communication, information and behaviour.

Extant studies on sustainability reporting have focused mainly on comparisons between sustainability reports published by different corporations or sustainability reports published in different years by the same corporation. The authors believe that this is one of the first studies to have examined differences in sustainability information published by different subsidiaries within the same large corporation and the first to show how concurrent disclosures can differ.

As Lindsay (1994, 1995) encourages validation of existing results, this research replicates Guilding and McManus (2002) in a New Zealand (NZ) context. The usage and perceived merit of customer accounting practices were lower in NZ than in the Australian study. Few of the regressions where customer accounting usage and perceived merit were dependent variables revealed a statistically significant role for competition intensity and market orientation. There was some minor support for the perceived merit of customer accounting being higher in companies experiencing medium levels of competition intensity.

This exploratory research aims to investigate the barriers to career advancement for women accountants in China.

Semi-structured interviews were conducted with eight accountants working for business companies and occupying different-level positions.

Women accountants in China encounter barriers throughout their career paths. The main barrier is a negative perception of women’s work performance after having a child. Although the modern communist state claims that women have a role equal to that of men in their work contributions, centuries-old Confucian attitudes constrain women in their choices of balance between work and home life.

The findings of this research call for enforcement of employment laws in China to give women equal opportunities in both recruitment and promotion. This research contributes to both Western and Chinese existing literature, confirming some prior findings that are contrary to modern China’s rhetoric that “Women hold up half the sky”. It also adds the perspective of accountants working in business companies rather than public practice accounting firms.

The Balanced Scorecard (BSC), first introduced by Kaplan and Norton in 1992, is described as a comprehensive performance measurement system as well as a strategic management tool. Over the past decade, the BSC has attracted increasing attention in mainstream management accounting research. A review of the literature identifies five main areas of criticism relating to the BSC. Using particularly Nørreklit’s (2000, 2003) criticisms of the BSC’s assumptions, this research gained views (using both a pilot and follow up survey of New Zealand companies) on the number and titles of perspectives in the BSC; the existence and understanding of cause‐and‐effect relationships; whether or not the BSC was perceived as a strategic control model; the number of performance measures and perceptions of the ability to judge performance based on those measures; and the credibility and effectiveness of the BSC as a management solution. The findings show that the BSC is not used extensively by the firms studied but those that do use it take full advantage of the BSC’s flexibility, using broader perspective names, as needed, to incorporate the desired aspects of organisational performance. There appears to be no concern over whether the cause‐and‐effect relationships meet a set of academic criteria relating to empirical verification and logical independence. However, Nørreklit’s (2000) criticism that the BSC fails to increase strategy awareness finds some support. The findings also contradict the suggestion that the BSC necessitates an excessive number of performance measures which could be detrimental to managerial performance evaluation. Finally, the criticism that the BSC is merely a trend, popularised by management consulting firms, is also not supported.

As there is scant research outside Japan on the implementation of target costing, the purpose of this research is to examine target costing practices in New Zealand.

A mail questionnaire survey was sent to 80 New Zealand manufacturers, with a response rate of 31 (39 per cent).

A total of 12 of the 31 respondents use target costing. Findings on the use of target costing that contrast with or add to prior studies include the following: target costing is being applied to existing products; the manufacturing department is highly involved in target costing; the involvement of suppliers in target costing is relatively low; considerable adjustments are made to the calculated allowable costs, especially in order to assist sales of future products and to ensure the achievement of target costs; and higher achievement of target costs is associated with higher firm performance. The goals of target costing and the departments involved in the practice were similar to those in prior studies.

The sample size and minimal number of firms actually using target costing has made it difficult to obtain statistically significant results. The survey method prevents follow‐up questions and clarification of ambiguities. Single measures of performance and strategy were used.

This survey provides academic researchers and teachers and firms implementing or using target costing systems with a greater understanding of how target costing is being used by New Zealand manufacturers, as well as adding to the scant research on target costing outside Japan.

The purpose of this paper is to explore the experience of a New Zealand (NZ) local council in changing from output‐based to outcome‐oriented performance measures, thereby, seeking to enhance understanding of how institutional pressures affect managers in a local government body.

By means of semi‐structured interviews with four managers and a councillor at a major city council in NZ, the authors elicit a better understanding of the process of changing to outcome‐oriented performance measures. The six‐stage model of institutional change proposed by Greenwood et al. provides a useful analytical lens. The authors report the thoughts and attitudes of interviewees regarding the effects of the change on the council's performance management, and particularly on its process of Long‐Term Council Community Planning.

Institutionalisation of the new outcome‐oriented performance measurement system was neither complete nor automatic. Conformity with it was harder where outputs and/or outcomes of activities were less easily definable. Decoupling was evident. Community consultation was regarded to be beneficial because it encouraged managers to be people‐oriented and reduced information asymmetry between managers and councillors.

The paper provides fresh case‐based insights to the process of institutionalising change in the performance measurement system of a local council.

The admirable “ Letters of an Englishman,” which appear from time to time in the Daily Mail, should, in our view, be read and studied by every Briton who has the true interests of the Empire at heart. We conceive it to be a duty to aid in the dissemination of the facts and conclusions set forth so clearly and so ably in these contributions. With the courteous permission of the Author and the Editor of the Daily Mail we therefore reprint two of these articles in our columns and strongly press them upon the attention of our readers:—

The Howard Shuttering Contractors case throws considerable light on the importance which the tribunals attach to warnings before dismissing an employee. In this case the tribunal took great pains to interpret the intention of the parties to the different site agreements, and it came to the conclusion that the agreed procedure was not followed. One other matter, which must be particularly noted by employers, is that where a final warning is required, this final warning must be “a warning”, and not the actual dismissal. So that where, for example, three warnings are to be given, the third must be a “warning”. It is after the employee has misconducted himself thereafter that the employer may dismiss.

Mr W. Masterton has been appointed Deputy Chairman of British Aircraft Corporation (Operating), Mr J. E. Armitage becomes Commercial Director, Mr T. B. Pritchard, Financial Director, and Mr W. A. ummers Assistant Managing Director (aircraft), Mr A. W. E. Houghton relinquishes the office of Managing Director of British Aircraft Corporation (Weybridge) but continues as Chairman; Mr G. E. Knight is appointed Managing Director; and Mr V. A. Summers relinquishes his seat on the Board nd his responsibility for the Hum factory. Mr E. E. Marshall, Mr E. S. Allwright, Mr D. J. Lambert, Mr H. Smith, and Mr E. L. Beverley have been ppointed Directors. Lord Caldecote relinquishes the osition of Managing Director of British Aircraft Corporation (Guided Weapons) but continues as Chairman; Mr G. R. Jefferson is appointed Managing Director.