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Manufacturing and service companies are likely to make a variety of costs possible. Environmental costs are one of those costs. Environmental performance is one of the most important factors in assessing a company’s success. For environmental accounting, companies need to work together as teams of system designers, chemists, engineers, production managers, operators, employees, purchasing circle and accountants (those who may have never worked together before).

Nowadays, most of the companies are facing environmental issues and are seeking an appropriate way to report and disclose the information to the public. The environmental pollution issue is among the most important problems of today’s human society. Therefore, this is very important to use environmental accounting as an attempt towards protecting the environment.

Green accounting is a type of accounting that attempts to factor environmental costs into the financial results of operations. Apart from answering the question whether the economy has performed sustainably during one or more accounting periods, green accounting indicators [green gross domestic product (GDP)] can be used in policy formulation and evaluation. Green GDP calculations can contribute to raise awareness for sustainability concerns among national governments/policy-makers, who tend to concentrate on their countries’ fast economic development.

Environmental accounting can be applied to large and small companies in various industries, as well as in manufacturing or service sectors. Environmental accounting can be applied on a large or a smaller scale in a systematic manner for the required bases.

Environmental accounting requires the collection of information from all the groups. People of various groups need to talk to each other to achieve a common vision and understanding of environmental accounting and to realize this vision.

Undoubtedly, to establish an ideal system of environmental accounting in the country, accountants can become a powerful forearm of the government regarding economical and financial controls. To achieve this goal, environmental accounting objectives and tasks should be identified and defined in detail, and the standards, rules and criteria should be grounded and codified based on reasonable and practical principles.

This chapter describes a service learning (SL) project implemented in an upper-level undergraduate Cost Accounting course to enhance the coverage of costing concepts. Employing a variation of Lafond, Leauby, and Wentzel (2017) SL task, students actively gather cost data for a business venture by preparing peanut butter and jelly sandwiches which are then donated to a local soup kitchen. Comparison of scores on pre- and post-tests suggests that the SL assignment enhances students’ understanding of key cost accounting concepts. More specifically, improvements in mean post-test scores proved significantly greater in the experimental group after completion of the SL activity than in the control group. Feedback further suggests that students appreciated the opportunity to engage in SL by helping others less fortunate. Active SL tied to course objectives meets The Association to Advance Collegiate Schools of Business (AACSB, 2013) suggestions for honing students’ critical thinking skills, while also helping to instill SL values in future business leaders.

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.

To provide an overview of research published in the management accounting literature on methods for cost management in new product development, such as a target costing, life cycle costing, component commonality, and modular design.

The structured literature search covered papers about 15 different cost management methods published in 40 journals in the period 1990–2013.

The search yielded a sample of 113 different papers. Many contained information about more than one method, and this yielded 149 references to specific methods. The number of references varied strongly per cost management method and per journal. Target costing has received by far the most attention in the publications in our sample; modular design, component commonality, and life cycle costing were ranked second and joint third. Most references were published in Management Science; Management Accounting Research; and Accounting, Organizations and Society. The results were strongly influenced by Management Science and Decision Science, because cost management methods with an engineering background were published above average in these two journals (design for manufacturing, component commonality, modular design, and product platforms) while other topics were published below average in these two journals.

The scope of this review is accounting research. Future work could review the research on cost management methods in new product development published outside accounting.

The paper centers on methods for cost management, which complements reviews that focused on theoretical constructs of management accounting information and its use.

The SCP school prefers to use accounting data for the industry “average” profit rate to measure market power. This article emphasizes that over-reliance on average profit across all firms to infer excess profit might lead to incorrect inferences regarding market power. Based on the conventional insights of Mill, Fawcett, Hobson, and Friedman, this article recommends using the profit rate of the marginal firm (the least efficient firm) as an indicator to measure market power, rather than the industry average profit rate.

The purpose of this paper is to identify the shortcomings of traditional cost accounting techniques in lean companies and then it seeks to analyse the validity and convenience of value stream costing (VSC) as a tool in a company that has adopted some concepts of lean manufacturing.

The paper reviews the relevant literature in order to discuss the deficiencies of costing methods in lean manufacturing. It evaluates the requirements of VSC and provides a concrete illustration of VSC in the continuous improvement process of a point of sales terminal assembly line.

The paper evidences the possible mistakes of cost accounting. The necessity and validity of VSC in lean manufacturing are presented, followed by a case example. In order to make continuous improvement decisions, VSM, VSC and box score offer complete information on the performance of the value stream.

Although accompanied by an application on a real case study, this is not an empirical investigation on the adoption of VSC.

VSC requirements agree with the fundamentals of lean management. Therefore, VSC is a valid tool for lean companies, although the applicability depends on the maturity of the lean implementation.

This paper contributes to the lean accounting literature because the management accounting literature still lags behind the lean transformation. This is one of the first papers on VSC in relevant journals and the first one to combine VSC and box scores with value stream mapping. The paper will be useful to academics involved in new accounting systems but also to practitioners who are implementing lean manufacturing.

Will implementation of GASB Statement 34 induce the adoption of cost-accounting models in local governments? The authors address that question based on the findings of a national survey of local and county finance officers. Findings suggest that while finance officials recognize that GASB 34 will prompt greater accuracy and transparency in financial reporting, it may not serve to propagate greater utilization of activity-based costing (ABC) or its derivatives. Possible explanations may include feared impacts of increased cost accounting transparency as well as limited perceived payoff for investments in ABC-related tools. The authors acknowledge that this is a baseline “read” of attitudes; continued experience under GASB 34 may crystallize attitudes and lend greater support for future implementation of private-sector based- accounting methods.

Preface The functions of business divide into several areas and the general focus of this book is on one of the most important although least understood of these—DISTRIBUTION. The particular focus is on reviewing current practice in distribution costing and on attempting to push the frontiers back a little by suggesting some new approaches to overcome previously defined shortcomings.

The purpose of this paper is to suggest a quality cost measurement model which is managed in coordination and conjunction with the accounting reports, thereby creating a comprehensive management control tool for organizations.

The contents of this paper arise from studying the theory, analyzing the evolution and observing the practice restrictions of both quality cost and accounting systems.

By using this proposed model, it is possible to unify different management control tools (such as quality cost and financial accounting) into a single system, without neglecting their individual theoretical principles.

This is a general model that is intended to be applicable to organizations of any size and type, thus requiring specific adaptations when implemented in particular cases.

Theoretical aspects of quality cost have been widely developed, especially in academic environments. The current model proposes an explicit and practical measurement procedure in order to calculate these costs relying on the accounting system.

The use of accounting to help apply the principles of scientific management to business affairs is associated with the adoption of standard costing and budgetary control. This first British industry‐based study of the implementation of these calculative techniques makes use of the case study research tool to interrogate archival data relating to leading iron and steel companies. We demonstrate the adoption of standard costing and budgetary control early on (during the inter‐war period) by a single economic unit, United Steel Companies Ltd, where innovation is attributed to the engineering and scientific background and US experiences of key personnel. Elsewhere, significant management accounting change occurred only with the collapse in iron and steel corporate profitability that began to become apparent in the late 1950s. The process of accounting change is addressed and the significance for our study of the notions of evolution and historical discontinuity is examined. The paper is contextualised through an assessment of initiatives from industry‐based regulatory bodies and consideration of the economic circumstances and business conditions within which management accounting practices were the subject of radical revision.