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While management-accounting research continues to focus on cost drivers, research has recently begun to examine revenue drivers. We review the research on revenue drivers with reference to five revenue-driver models in the accounting literature. The revenue drivers identified by quantitative empirical research are located in a revenue-driver model based on their levels of analysis (customer, product, organization, industry) and other characteristics of a revenue driver–revenue relation. Implications of this model for research are discussed.

The purpose of this paper is to analyze the changes in higher education under the new configuration of resources based on the income structure of universities located in the Central Federal District (CFD). Particular focus is given to the changes in the structure of public financing of higher education, considering the explicit priorities of increasing teaching staff salaries and promoting research. The study also assesses regional differentiation in financial resources for the maintenance of university property and the accumulation of funds from extra-budgetary sources.

Using statistical and economic analysis methods, the research reveals the main trends of structural changes in public funding of higher education in Russia as a whole, and the regional peculiarities of financial support in the universities of the CFD.

The results of this investigation of universities in the CFD point to inertia in the development of universities in the regions, and problems transitioning to new business models. Groups of universities in the region often lobby for the “previous rules of the game.” The results evidence a change in financial support from different income sources and in cost structures at the university level. These are the result of higher education reform and university support programs aimed at enhancing the academic and research capacity of the leading Russian universities and developing a competitive national education system.

A costs optimization policy has led to polarization of universities and reduced development opportunities for a significant proportion of regional universities. In order to maintain their properties in good condition, they have to make active efforts to seek non-budgetary funding sources against a fall in effective demand from the population.

This research discusses the financial perspective of Non-governmental Organizations (NGOs), in general, and identifies the level of dependency and diversification of revenues, in particular. The Herfindahl–Hirschman Index (HHI) was used as an indicator for calculating the concentration of the income for each NGO. The main sources of income reported were donations, government grants, financial income, service provision, sales and other incomes. The sample of case studies analyzed are Centre for Advanced Studies of Social and Environmental Promotion (CASSEP), Federation of Bodies for Social and Educational Assistance (FBSEA), Ecological Research Institute (ERI) and Amazon Environmental Research Institute (AERI). These organizations have been used as case studies (Yin, 2019) because they received resources from the Amazon Fund in Brazil for at least one year during the research period of 2014–2018. The composition of the revenue for this period was analyzed according to the Procedures Manual for the Third Sector published by the Federal Accounting Council of the Brazilian Accounting Foundation (FAC-BAF) and by the Association of Attorneys and Promoters of Justice of Foundations and Organizations of Social Interest from Brazil. These NGOs had low revenue diversification in the research period, so there was a high dependence on resources from international organizations, predominantly from countries in Europe. The joint analysis of the two main revenue sources – government grants and grants – substantially raises the level of dependency. As results of the empirical analysis, it can be seen that CASSEP had the highest revenue collection in the research period. This NGO maintained a high dependence and concentration of resources in all years analyzed, which points to the need of revenue diversification. This research concludes with comments on instances of competition to receive resources between NGO, which lead to an inefficient allocation of resources to all NGO. Also, it discusses the effects of COVID-19 on revenues of the NGO analyzed, as well as the recent corruption scandals in Brazil, but it is only one research that demands more study to be generalized.

Considering there is a lack of research in determining the optimal levels of government guarantee and revenue cap, the objective of this research is to determine their optimal levels to achieve a reasonable financial risk allocation between governments and private investors while avoiding overly lucrative conditions for private investors.

Expanded net present value (NPV) analysis and bargaining game theory are employed to construct the core of the determination process. The risk gap between governments and private investors is assessed via an expanded NPV analysis to see if the financial risk has been shared reasonably, based on which the range of the government guarantee is decided. A bargaining model is then created to help locate the optimal level of the government guarantee. Finally, a revenue cap, often combined with the government guarantee in public–private partnership (PPP) agreements, will be determined if overly lucrative conditions for private investors are observed or governments suffer a risk spillover.

Referring to a real PPP project in Australia, Project BA is created to validate the applicability of the proposed determination process. The outcome shows that the proposed determination process in this paper is capable of determining the optimal levels of government guarantee and revenue cap. The government preferences towards risk allocation will influence the values of the optimal levels. Governments may also consider to alleviate the control over investors' net profits to mobilise private investors into PPP projects.

There is a potential possibility that the revenue cap fails to control the financial risk for governments or the overly lucrative condition for private investors. In other words, even though the revenue cap is set at the minimal level, the financial risk for governments still beyond their tolerance range or the overly lucrative condition for private investors still occurs. Future research may focus on other financial protective schemes which help to better control the financial risks for governments and profits for private investors.

Government guarantees are frequently used as an investment incentive to reduce the probabilities of suffering loss for private investors. Nevertheless, the financial risks for governments may increase after providing guarantees and, as a result, revenue cap is required by governments to avoid placing themselves in an unprotected situation. By recognising the importance of the two contractual parameters, many scholars dig into their option values. However, there are very rare research works focussing on the method of determining the specific levels of government guarantee and revenue cap. To overcome the limitations of existing models and enrich the methodology for government guarantee and revenue cap determination, this paper contributes to the body of knowledge by developing a government guarantee and revenue cap determination process which contributes to a reasonable allocation of financial risks between governments and private investors.

Over a decade ago, Bretschneider and Gorr proposed two directions for future research in government forecasting: one was to extend the research on developing and evaluating alternative forecasting methods and the other, to look at forecasting as a human activity and examine how organizational factors affect forecasting. What has happened since then? To see partially what has been done and what remains to be done, this paper provides a review of the literature on government revenue forecasting with a primary focus on the state level and identifies areas for future research in government revenue forecasting.

This paper aims to explore the links between revenue management and business‐to‐business (B2B) relationships and explains how revenue management can both support and damage B2B relationships.

A single case study method was employed to conduct qualitative research into a company and its key accounts. In‐depth data were collected from three divergent sources (company revenue managers, company account managers and nine of the company's key accounts) through semi‐structured interviews, observations and document studies.

The research findings reveal that from the company's perspective, managers acknowledge that revenue management has positively influenced the process of identifying and analysing key account activities and conducting contractual decision making with key accounts. However, from the key accounts' perspective, revenue management practices were found to have significant negative consequences which damage trust and undermine long‐term relationships and commitment.

Although the research findings cannot be generalised to other service sectors because of the single‐case study research method, the implications of this study suggest that the impact of revenue management practice on B2B relationships should be further investigated in a wide range of organisational and industry settings.

The research findings confirm the long‐held assumption that revenue management can negatively affect B2B relationships. The benefits of revenue management primarily reward the company, whilst long‐term B2B relationship development suffers from the short‐term consequences of the company's opportunistic behaviour.

This paper bridges the gap in the literature between revenue management and key account management. It also explores the conceptual incompatibility between revenue management and a long‐term relational approach to B2B relationships and provides evidence to support this proposition.

The purpose of this research study is to present an overview of hotel revenue management (RM) research articles published in scholarly journals during the 2001-2013 period while offering a direction for future research that focuses on RM in the hotel industry context.

Using Boolean search keywords across the period of 2001 to 2013, a total of 83 hotel RM-related research journal articles were queried. To ensure that all the identified articles were hotel-RM related, each article was independently reviewed; 70 research journal articles were identified as relevant for inclusion in this study.

RM has been and will continue to be a critical tool for the hotel industry, especially since the rise of its perceived strategic role among hoteliers. The RM process is shifting from a tactical to a strategic approach. Also, RM has become more technology driven and it is becoming more customer-centric. Hoteliers should spend more effort and resources on training and educating revenue managers.

The content analysis is limited to the databases available to the research team.

This study serves as a resource for scholars interested in RM research in the hotel industry and documents the focus of RM research and the key issues offered by scholars.

No study has previously offered an overview of RM research articles focusing on the hotel industry (covering the years since 2000). The manuscript serves as framework for scholars who may wish to identify existing research patterns and pursue new directions.

The purpose of this study is to examine the evolution of revenue management (RM) research’s intellectual structure in hospitality and tourism in an effort to initiate a creative discourse for RM scholars.

Co-citation analysis was used to examine the reference list of 343 articles over a 35-year period (1983-2018). Co-citation analysis focused on subject clustering and source knowledge evolution. Five periods were created to investigate the evolution of the RM field in the hospitality and tourism industry. The paradigm shift approach was adopted to acquire a better understanding of scientific evolution.

Findings indicated that from a Kuhnian perspective, RM research in hospitality and tourism did not go beyond the normal science phase. There is no current indication of anomalies in the form of conflict or questioning of the existing paradigms in RM research in hospitality and tourism. This might change, as the research in this realm develops further and evolves.

This study identified issues related to research themes that have the potential of moving RM research in hospitality and tourism to the next level, enabling the paradigm shift in this discipline.

This study is instrumental in its outlook on the evolution of RM research’s intellectual structure in hospitality and tourism. In addition, it is the first study that considers the concept of paradigm shift in RM research context in hospitality and tourism.

This study examines how firms’ use of competitor-focused accounting information, specifically competitor monitoring information, impacts their pricing, demand, and overall revenue performance. The monitoring activities examined are the scope of monitoring, monitoring above and below one’s own hotel class (i.e., market segment), and the extent of reciprocity of monitoring. Competitor analysis is a central element in strategic management accounting (SMA), yet little empirical research has been done since companies do not disclose competitor monitoring activities. Proving the value of competitive monitoring provides strong support for SMA. Archival, proprietary monitoring information regarding pricing, demand, and revenue were obtained from one of the largest hotel markets in the United States. Using regression, we modeled the relationships between performance measures (pricing, demand, and revenue) and monitoring behaviors, while controlling for quality (hotel characteristics and management skill), competitive intensity, hotel class, geographic location, and ownership type. Our results indicate that two aspects of competitor monitoring impact hotel pricing that, in turn, impacts hotel demand and revenue performance. Specifically, a hotel monitoring more competitors (what we refer to as Scope) achieves higher prices with unchanged demand, resulting in higher revenue performance. Most hotels monitor within their class. However, deviating from one’s class has profound outcomes: looking at lower (higher) quality hotels results in a hotel setting lower (higher) prices, resulting in higher (unchanged) demand and lower (higher) revenue performance. Surprisingly, we did not find support for the reciprocity of monitoring. That is, whether the competitors monitored by a hotel, in turn follow the target, has no impact on hotel revenue performance outcomes. While the SMA literature notes the importance of competitor monitoring, this study fills a gap in an important, under-researched area by documenting the link between competitor monitoring behaviors and organizational revenue performance. This may help promote greater diffusion of SMA practices.

This study aims to adopt a holistic approach to understand cruise revenue management (RM) practices that cover ticket and onboard revenues, through a cross-disciplinary literature review and practitioner interviews. An integrated cruise RM framework was developed and served as a blueprint for future cruise studies and practices.

A multi-stage approach was adopted, including a systematic literature review, two-waves of interviews with 26 cruise industry practitioners and the development of a holistic RM framework.

This study clarifies cruise RM functions across product planning, delivery stages and identifies ticket and onboard RM components. These are incorporated into the integrated framework, with weather and itinerary/ route attractiveness as additional considerations. Interviews revealed that there is no difference in the RM cycle before and during the COVID-19 pandemic, although strategies and tactics may vary in response to the market situation.

Suggestions are made regarding product and service bundling and ways for ticket and onboard revenue teams to work together to optimize total revenue. Future research directions are also provided under the categories of RM applications and concepts, ticket core activities, onboard core activities and overall issues.

To the best of the authors’ knowledge, this is the first paper to conduct a cross-disciplinary systematic literature review of cruise RM without imposing publication dates or specific databases and the first to develop an integrated cruise “total” RM framework that includes ticket and onboard revenues.