Search results

The study provides an insight into the application and usefulness of activity management (AM) principles in an environmental context. Specifically, the purpose of this paper is to examine the extent of use of environmental activity management (EAM) utilising Gosselin’s (1997) three levels of AM (namely, environmental activity analysis (EAA), environmental activity cost analysis (EACA), and environmental activity-based costing (EABC)). The study also examines the association between EAM and environmental performance, and the role of decision quality as a mediator in this relationship.

Data were collected from 208 Australian organisations across different industries using a mail survey questionnaire.

The results indicate a relatively high extent of EAA use but a low extent of use of EACA and EABC. In addition, organisations using each level of EAM to a greater extent were found to experience higher levels of environmental performance. Furthermore, the relationship between EAA and EABC with environmental performance was found to be mediated by decision quality.

The findings suggest that organisations should endeavour to increase their use of EAM, and modify their existing costing systems to consider the drivers and costs of environmental activities.

This is the first study to empirically examine the extent of use of EAM and its association with environmental performance.

This chapter proposes a contingency model that examines the most relevant contingent variables for understanding the factors that explain innovative costing techniques in a sample of firms investing in advanced manufacturing technologies (AMT firms). Furthermore, the aim of this study was also to ascertain whether AMT firms use significantly innovative managerial practices (IMPs).

The chapter uses material from a survey investigation and interviews with financial directors and the survey was conducted using a sample of AMT firms selected from an Italian industry. The method differs from previous studies in that it considers the relationship between a relevant contingency variable of AMT firms (i.e. the levels of integration, but also environmental uncertainty and size) and various innovative costing, a relationship that has not been previously explored. The research was developed from the relevant literature.

The results indicate that there is no association between innovative costing and AMT firms in general, however the findings show that activity-based costing (ABC) is positively associated with fully integrated AMT firms. Large AMT firms have the highest percentage of innovative costing usage, such as ABC and strategic costing (SC). The relationship between AMT firms that perceive a high degree of environmental uncertainty and innovative costing was supported by the data in case of strategic dimension (target costing (TC) and life cycle costing (LCC)). Expectations of a relationship between AMT firms and IMPs, such as just-in-time (JIT), total quality management (TQM) and activity-based management (ABM), were not supported by the data.

We recognise that specific research limitations might reduce their generalisation, especially the number of statistical observations.

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.

The purpose of this paper is to identify an effective management accounting system using sustainability accounting concepts for environmental and social cost measurement to add shareholder value. Suggestions from literature show that there is a need for a conceptual framework for environmental management accounting (EMA) and social management accounting (SMA) practices to be developed. This study therefore designs a conceptual model for a sustainability management accounting system (SMAS) combining EMA and SMA practices to create more accurate cost information of environment and social impacts. A SMAS also expands on activity based costing (ABC) application to help in the cost analysis and allocation of environment and social impacts. By applying a SMAS, companies generate more accurate cost information thus fully costing products for internal management decision and reporting purposes.

This study used mixed methods combining quantitative and qualitative research approaches to collect and analyse data to triangulate findings.

The results of the study indicate that companies are intending to change to new management accounting practices while looking for ways to improve cost identification and measurement of environment and social impacts.

This study is limited to Australian non‐service manufacturing companies. As a SMAS is a new holistic management accounting approach, it provides companies with a way to create economic, environmental, and social value both immediately and in the future.

This study designs a SMAS conceptual model to contribute to the literature. By having a SMAS, companies could create more accurate cost information while fully costing products to effectively enhance management decisions on cost savings and greenhouse gas emission reductions.

The purpose of this paper is to provide an analysis of the key issues to be addressed in developing a framework for the eco‐costing of construction waste.

Based on an analysis of the literature, original thinking and the use of a case study, the key issues to be included in an eco‐costing framework in the construction industry are discussed.

The relationship between process, policy, technology, impact and cost is discussed. The relationship between environmental cost and construction site activities is introduced. A mathematical model for eco‐costing wastes from construction site activities is also presented.

This paper provides a first attempt to conceptualise eco‐costing issues in relation to waste from building site activities, and also provides practical modelling for implementing an integrated strategy for the eco‐costing of construction waste.

The paper aims to explore the role of management accounting practices as facilitators of the environmental management.

A qualitative study involving semi‐structured interviews with environmental and accounting managers from six Spanish factories has been carried out to analyse how four management accounting practices commonly used at operational level – investment appraisals, costing systems, budgets and performance measures – may reinforce the environmental management and guarantee the maintenance of an environmental management system according to the European Community's Eco‐Management and Audit Scheme (EMAS).

The analysis suggests that management accounting practices operate as a facilitator mechanism for the environmental management by reinforcing the four EMAS significant elements: commitment to the continual improvement of the environmental performance; compliance with environmental legislation; communication with interested parties; and employee involvement. However, evidence seems to support business case arguments since accounting serves a double function: as a facilitator for the environmental management, and as a barrier for a further accountability‐based environmental management.

The study has been developed at plan level, but the influence of the top management might be analysed as well in order to explore how these management accounting practices are translated into upper organisational level.

The analysis helps to understand the complex nature of the business case as different nuances are identified when considering the different practices.

The paper shows how linked to business case arguments, small arena for internal and for external accountability are emerging.

Any measure of eco‐efficiency requires financial information, for calculating the numerator, and physical information about the environment, for calculating the denominator. Accounting and finance staff provide key financial information about the numerator in eco‐efficiency calculations. Hence, for eco‐efficiency measures to be calculated and for the measures to add value it is essential for them to be integrated with accounting and financial management processes such as budgetary control. Calculating measures of eco‐efficiency is not enough on its own to ensure corporate value is added. Accounting and finance staff have to be involved in the planning of future long‐term eco‐efficiency improvement. If value added from continuous improvement in eco‐efficiency activities is to be anticipated it is necessary for eco‐efficiency and budgeting to be integrated. The paper provides some conceptual and practical guidance to help managers achieve this integration. Recently a number of companies have suggested that corporate budgeting no longer serves a purpose in their organizations (e.g. in network organizations). By demonstrating that, if information related to the neglect of potential environmental protection activities is ignored, the costs to business can be very high, this suggested change in practice is considered. It is concluded that a set of contingent guidelines need to be developed for budgeted eco‐efficiency situations to help management and regulators assess value‐added opportunities from using this new environmental management tool.

The objective of this life cycle environmental cost analysis (LCECA) model is to include eco‐costs into the total cost of the products. Eco‐costs are both the direct and indirect costs of the environmental impacts caused by the product in its entire life cycle. Subsequently, this LCECA model identifies the feasible alternatives for cost‐effective, eco‐friendly parts/products. This attempts to incorporate costing into the life cycle assessment (LCA) practice. Ultimately, it aims to reduce the total cost with the help of green or eco‐friendly alternatives in all the stages of the life cycle of any product. The new category of eco‐costs of the cost breakdown structure includes eight eco‐costs, namely cost of effluent/waste treatment, cost of effluent/waste control, cost of waste disposal, cost of implementation of environmental management systems, costs of eco‐taxes, costs of rehabilitation (in case of environmental accidents), cost savings of renewable energy utilization, and cost savings of recycling and reuse strategies. Development of a suitable cost model and the identification of the feasible alternatives are performed simultaneously. Various checklists based on multiple environmental criteria will be used to ensure the eco‐friendly nature of the alternatives. On the basis of the calculated environmental impact indices (EII), priorities will be made for the selection of suitable alternatives. The mathematical model of LCECA aims to define the relationships between the total cost of products and the various eco‐costs concerned with the life cycle of the products, and determine quantitative expressions between the above‐said costs. A computational LCECA model has been developed to compare the eco‐costs of the alternatives. This model will include a break‐even analysis to evaluate the alternatives, and sensitivity analysis and risk analysis modules. This model aims at a cost‐effective, eco‐friendly product as an end result. This LCECA model will be compatible with the existing LCA software tools.

A growing concern for environmental issues has resulted in calls for improvement in corporate environmental performance. In Australia, as elsewhere, this has involved the discussion as to the role of accounting and accountants in environmental management (Burritt and Gibson, 1993; Hrisak, 1995). This paper reports on the adoption of environmental accounting practices by Australian companies. Using a survey instrument, information was collected on the existence and development of environmental accounting processes within Top 500 Australian companies. The results indicate that many companies are utilising internal systems for the generation of environmental accounting data; however there appears to be a limited translation of the internal accounting information into external environmental reporting, despite a belief by many respondents that such information is useful to users of the annual report.

Investigates the green cost attributable to water consumption in the hotel industry and accommodation operations in Hong Kong. An abatement cost approach plus a prorated model were used in the green costing. The study surveyed 20 hotels on the energy consumption in 1994‐1996 and performed green costing on the major water uses in hotels. Results indicate that green costs per room, attributable to water consumption in hotels range from HK$3.657 to HK$7.641. Implications for green reporting at property level and industry level are discussed, and recommendations are made for future research.