Search results

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.

This paper proposes a competence that enables the pivot organization to dynamically combine (assemble/disassemble, activate/deactivate) resources as needed, and introduces the concept of “dynamic assembly” that integrates this new competence into the historic pivot’s capacities.

Two in-depth case studies performed in two different contexts support our theoretical construct and exhibit the strategic role of the pivot-assembler in the conception, combination, coordination, and control of temporary chains and networks.

The results of our research confirm that dynamic assembly is an important characteristic of both, the travel industry and humanitarian relief, in which the four dimensions (conception, combination, coordination, and control) were found.

From this research it is possible to consider that the theoretical construct of dynamic assembly is meaningful in these types of contexts where chains are temporarily assembled from a dynamic network. Complementary research should look at the characteristics of the organizational structure and the management of competences in loosely-coupled organizations (Weick, 1982) and hastily formed networks (Denning, 2006).

This chapter reviews the literature on servitization to understand whether and how mergers and acquisitions (M&As) have been dealt with and what the portrayed consequences are of servitization through M&As. Servitization refers to how manufacturing firms extend and remodel their offerings to focus on value in use rather than product transfer. The rationale of the chapter follows from how business model innovation or business modeling has been predicted as the next M&A wave, while the focus on servitization has been pronounced in research and practice as a means for manufacturing firms to refocus operations during the past decade. The chapter concludes that while the servitization literature is vibrant, the mode of reaching service competence and renewing business is not well explored in the literature. In line with the predicted next M&A wave, servitization through M&As would thereby create an interesting path for future research.

A tourist destination represents a dynamically regulated system that evolves in space and time. Therefore, it is necessary to anticipate various system reactions to internal and external influences, so that actions can be directed towards the specific goals of supply and demand for products of tourist destinations. A successful process in the life cycle of tourist destination product planning is based on the anticipation and awareness of all participants of supply and demand, as the sustainability values must be perceived within the framework of an integrated destination product. It is necessary to examine assumptions and features of the market valuation of destination business processes from an economic, social and environmental standpoint in line with the principles of sustainable development. This implies the creation of a methodological basis for the recognition, measurement and tracking of complex processes and synergic effects, important for the development of relevant management information-based structures and functions. Measuring the eco-efficiency of a tourist destination represents the basis for building a system of reporting on changes and impacts individual business subjects deployed in the environment. An integrative information system of tourist destinations should provide information on the eco-efficiency of individual business processes, activities, products or a Strategic Business Unit's (SBU's) entire life cycle. Obtained information allows for the preparation of an information basis for reporting on environmental aspects within the system of tourist destinations sustainable development reporting.

This chapter focuses on the junction of space and technology, place and context, on the one hand; and modern industrial systems, on the other hand; as well as the relevance of clusters and Industry 4.0. The authors will first briefly present the basics of cluster, as well as the fourth industrial revolution concepts. Then, the authors will speculate about the possible contribution of clusters to the development of Industry 4.0. This chapter demonstrates that the mechanisms and functionalities provided by clusters seem to be well aligned with the features of modern manufacturing, the industrial Internet and the integrated industry. Hence, it is reasonable to claim that clusters and Industry 4.0 are compatible, not contradictory, terms.

This study aims to evaluate the potential of using the components of the quadruple helix and quintuple helix models, which are extensions of the triple helix university-private sector-public sector cooperation model. Thus, the triple helix model shaped by university-private-public sector cooperation has transformed into a quadruple helix innovation model with the inclusion of the media and culture-oriented public helix. In this context, while the triple helix emphasizes tripartite networks and hybrid organizations, the quadruple helix system focuses on intertwined collaborations, coevolution, and specialization within the framework of firms, institutions, and stakeholders. In the quadruple helix innovation system, the coevolution of art and innovation has assumed a central role in knowledge generation and innovation. In the quintuple helix innovation model, the natural environment of society is added to the quadruple helix. This study consists of three parts. In the first part, the literature on triple helix, quadruple helix, and quintuple helix models is reviewed. In the second part, digital transformation and technological innovations from Industrial Revolution 1.0 to Industry 5.0 are analyzed. In the third section, the contribution of the quintuple helix model to Industry 5.0 and Society 5.0 is explained.

The concept of modularity has gained considerable traction in technology studies as a way to conceive, describe, and innovate complex systems, such as product design or organizational structures. In the recent literature, technological modularity has often been intertwined with business model innovation, and scholarship has started investigating how modularity in technology affects changes in business models, both at the cognitive and activity system levels. Yet we still lack a theoretical definition of what modularity is in the business model domain. Business model innovation also encompasses different possibilities of modelling businesses, which are not clearly understood nor classified. We ask when, how, and if modularity theory can be extended to business models in order to enable effective and efficient modelling. We distinguish theoretically between modularity for technology and for business models, and investigate the key processes of modularization and manipulation. We introduce the basic operations of business modelling via modular operators adapted from the technological modularity domain, using iconic examples to develop an analogical reasoning between modularity in technology and in business models. Finally, we discuss opportunities for using modularity theory to foster the understanding of business models and modelling, and develop a challenging research agenda for future investigations.

The paper provides an overview of research published in the innovation and operations management (IOM) literature on 15 methods for cost management in new product development, and it provides a comparison to an earlier review of the management accounting (MA) literature (Wouters & Morales, 2014).

This structured literature search covers papers published in 23 journals in IOM in the period 1990–2014.

The search yielded a sample of 208 unique papers with 275 results (one paper could refer to multiple cost management methods). The top 3 methods are modular design, component commonality, and product platforms, with 115 results (42%) together. In the MA literature, these three methods accounted for 29%, but target costing was the most researched cost management method by far (26%). Simulation is the most frequently used research method in the IOM literature, whereas this was averagely used in the MA literature; qualitative studies were the most frequently used research method in the MA literature, whereas this was averagely used in the IOM literature. We found a lot of papers presenting practical approaches or decision models as a further development of a particular cost management method, which is a clear difference from the MA literature.

This review focused on the same cost management methods, and future research could also consider other cost management methods which are likely to be more important in the IOM literature compared to the MA literature. Future research could also investigate innovative cost management practices in more detail through longitudinal case studies.

This review of research on methods for cost management published outside the MA literature provides an overview for MA researchers. It highlights key differences between both literatures in their research of the same cost management methods.