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The purpose of this chapter is to identify the most appropriate ways of defining the adoption and non-adoption of activity-based costing (ABC). This chapter uses the responses to a questionnaire survey of management accountants working in British manufacturing industry to test if there are differences across various definitions of adoption and non-adoption in the level of competition, product customization, manufacturing overhead cost percentage and operating unit size. When there are no significant differences between the groups making up each definition this indicates that the definition is appropriate and can be used to define adoption or non-adoption. The results of the research show that the only appropriate definition for ABC adoption is operating units that are currently using ABC. It is possible to define non-adoption in three ways as operating units that are not using ABC, but have considered it; those that are not using ABC, but have considered it except those intending to use it; and those that have rejected ABC, but have never adopted activity-based principles or have never previously used ABC. Comparisons between these two groups show that operating units that have adopted ABC are significantly larger than non-adopters, regardless of how non-adoption is defined. Prior research into the adoption of ABC has used a variety of definitions for the adoption and non-adoption of ABC without examining the appropriateness of these definitions. This chapter overcomes this deficiency by empirically testing the most appropriate definitions.

This paper aims to report on a survey of medium and large Irish firms to ascertain reasons for not changing to more advanced costing techniques, namely, activity-based costing (ABC). Developments in technology and recent poor economic conditions would suggest that the technique could be adopted more by firms, as they make increased efforts to keep costs under control.

A survey instrument was used to gather data drawing from the top 1,000 Irish firms. From a useable population of 821 organisations, a response rate of 20.75 per cent was achieved.

Findings show a rate of adoption of ABC of 18.7 per cent, which is lower than previous studies in an Irish context. The level of information technology in firms is not a key factor for non-adoption. Instead, the main reasoning for non-adoption revolve around stable existing costing methods, which firms expressed satisfaction with.

This research suggests the adoption of ABC is not necessarily driven by external factors such as technology and economic shocks, at least in the context of Ireland. It also suggests that costing techniques may be deeply embedded within organisations and are less likely to be subject to change.

Activity Based Costing (ABC) has been researched extensively in developed countries. Research on these issues in South Africa is limited. This article creates a better understanding of the design of ABC systems in South Africa, comparing ABC implementation in South Africa to that in several developed/developing countries. A quantitative methodology was adopted to evaluate the extent of ABC implementation. A survey‐case study methodology was used to identify reasons for implementation/ non‐implementation, problems and critical success factors relating to implementation. The results show that the extent of ABC implementation in South Africa is lower than that found in developed countries, but the evidence is inconclusive. Nevertheless, the results suggest that the issues facing ABC implementers in South Africa are similar to those faced in many other countries. This study provides South African companies with a comparative framework of important variables to be considered in implementing ABC.

This volume of Advances in Management Accounting (AIMA) begins with a chapter by Walker, Fleischman, and Johnson that presents an interesting commentary that encourages investigation of management accounting (MA) service quality via comparisons of perceptions by service users and providers. The authors argue that such comparisons are important in order to satisfy the needs of service users, assure good communications, justify the costs of MA, promote improved decision making, and help improve the organizational standing of MA. They review literature from accounting, service marketing, and information systems, a common information service with similarities to accounting, to argue the case for conducting research on MA service quality.

In the 1990s, a growing number of companies adopted value‐based management (VBM) techniques in the UK. The purpose of this paper is to explore the motivations for the adoption or non‐adoption of VBM for managing a business.

An interview‐based study of 37 large UK companies. Insights from diffusion theory and institutional theory are utilised to theorise these motivations.

It was found that the rate of adoption of VBM in the sample companies does follow the classical S‐shape. It also suggests that the supply‐side of the diffusion process, most notably the role played by consultants, was an influence on many companies. This was not, however, a sufficient condition for companies to adopt the technique. The research also finds evidence of relocation diffusion, as several adopters are influenced by new officers, for example chief executive officers and finance directors, importing VBM techniques that they have used in organizations within which they have previously worked.

It is quite a small scale study and further work would be needed to develop the findings.

Understanding and theorising the adoption of new management techniques will help understand the management of a business.

This research adds further evidence to the value of studying management accounting, and more specifically management accounting change, in practice. It shows the developments in the adoption of a new technique and hence how a technique becomes accepted in practice.

Activity‐Based Costing (ABC) is a relatively new accounting system that has received a substantial amount of publicity and is heavily marketed by consulting firms. In light of this, we surveyed companies in 1999 to evaluate the adoption of ABC in Hong Kong. We set out to investigate factors that might lead to its adoption and also surveyed whether companies are satisfied with the new system. Our findings reveal a low adoption rate of ABC. There is directional support for companies with diverse product lines and those facing intense competition using activity‐based costing. Companies that have adopted ABC report high satisfaction with the new system. Overall, activity‐based costing has made limited inroads in Hong Kong. The reasons for this are not readily apparent.

The study aims to examine the scope and extent of technological and management accounting innovation in Malaysia by identifying the stage of development of practice in industrial companies. Further, it seeks to investigate the factors determining their adoption of technological and management accounting innovations.

A questionnaire‐based study is conducted within a tightly defined industrial area in the Klang Valley, so permitting personal follow‐up of individual companies.

The study confirms the dominance of financial accounting for the purposes of management control, with minimal adoption of innovative management accounting tools, even for large companies.

The Akira model for management accounting development is applied in recognition that it will fit developing South East Asian countries better than western equivalents, because of relatively low levels of automation.

Purpose – The purpose of this paper is to examine the extent to which potential factors affect the use of activity-based costing (ABC) in a service context.

Design/methodology/approach – An empirical survey was conducted on a sample of 112 leading hotels enterprises in Greece.

Findings – Results show that the use of ABC is positively associated with business strategy and with chief financial officer's (CFO) educational background. In addition, ABC is negatively associated with CFO age. No association was found between the use of ABC and the quality of information technology, membership of multinational chain, and CFO tenure.

Research limitations/implications – This research was limited to the Greek hotel sector. Cross-sectional studies as the work presented here can establish associations, but not causality.

Originality/value – This paper adds to the limited body of knowledge of the design of cost systems in a service context (service cost system design). Specifically, this paper adopted a contingency approach and used empirical analysis to identify the influence of specific organizational variables and CFOs characteristics on the use of ABC in service firms. The operational homogeneity of hotels enables powerful tests of the research hypotheses.

This study aims to examine the experiences of Vietnamese enterprises with respect to the adoption and benefits of Western management accounting practices (MAPs) during a period when the economy was in transition toward a more market‐oriented system.

Questionnaire responses were obtained from the head or vice‐head of the accounting department in 181 enterprises, and follow‐up interviews conducted with 20 of the respondents. The responses were analysed with simple statistical tests and ANOVA.

Two of the key findings are in line with results reported previously for other countries: adoption rates for “traditional” Western MAPs are higher than for “contemporary” ones; and state‐owned enterprises tend to exhibit lower adoption rates than other enterprises. A third key finding represents new insight, but it may be applicable to only Vietnam (and possibly a limited number of other transition economies). This third finding arises from our identification of a group of Western MAPs which closely resemble the type of accounting and planning activities routinely undertaken under the former central planning (CP) system. These CP‐compatible MAPs are adopted far more widely (even at present) than are other MAPs. Overall, the findings are broadly consistent with the diffusion of innovation theory.

This study examines the Western MAP adoption experiences of a developing economy in transition, one which has received relatively little attention in the MA literature to date.