mdh.sePublications
Change search
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • harvard1
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf
Management accounting in a learning environment
Department of Management and Engineering, Linköping University. (Industriell ekonomi och organisation)ORCID iD: 0000-0001-8916-6450
2010 (English)In: Journal of Accouting & Organizational Change, ISSN 1832-5912, Vol. 6, no 1, 123-148 p.Article in journal (Refereed) Published
Abstract [en]

Purpose - The purpose of this paper is to report on the findings of a study designed to understand how management accounting changes when an organization evolves in a more network-oriented direction, informed by an experiential or integrated approach to learning.

 

Design/methodology/approach – This paper draws on a longitudinal case study initiated by the findings from a previous action research study at a manufacturing plant, the Volvo Floby factory.

 

Findings - By introducing and elaborating on the concept of Local Management Accounting System (LMAS), this paper contributes to the debate about how management accounting reacts to new organizational forms and technologies. Two types of management accounting information are identified: one corresponds to the accountability aspect of accounting – Type 1 information, while Type 2 information refers to problem solving and control. A LMAS is supportive of both local accountability, which draws on valuing skills, and of local problem solving, which relies on decision skills.

 

Research limitations/implications – One of the research implications of this study is that a LMAS may function as an important mechanism for innovation by explicitly integrating the holistic and the analytic dimensions of experiential learning.

 

Practical implications – The reported case illustrates how management accounting may facilitate process innovation in a practical setting.

 

Originality/value - By adopting an experiential learning methodology to develop new knowledge, the production plant studied has succeeded in creating an environment characterized by continuous innovation.

Place, publisher, year, edition, pages
Emerald Group Publishing Limited, 2010. Vol. 6, no 1, 123-148 p.
Keyword [en]
Management accounting, Experiential learning, Continuous improvement, Innovation
National Category
Business Administration
Research subject
Industrial Economics and Organisations
Identifiers
URN: urn:nbn:se:mdh:diva-21208DOI: 10.1108/18325911011025722OAI: oai:DiVA.org:mdh-21208DiVA: diva2:644113
Available from: 2013-08-29 Created: 2013-08-29 Last updated: 2014-03-19Bibliographically approved

Open Access in DiVA

fulltext(273 kB)174 downloads
File information
File name FULLTEXT02.pdfFile size 273 kBChecksum SHA-512
2b29dfb6d602911efa8a3eea9e24f26ca6215a11268a30aa065aeb7b2b8a0af55ddc5eef29db47f140661a694a9bdfbb8fa59c67f3e49cc8497ac48334d555e9
Type fulltextMimetype application/pdf

Other links

Publisher's full text

Search in DiVA

By author/editor
Schiller, Stefan
In the same journal
Journal of Accouting & Organizational Change
Business Administration

Search outside of DiVA

GoogleGoogle Scholar
Total: 174 downloads
The number of downloads is the sum of all downloads of full texts. It may include eg previous versions that are now no longer available

Altmetric score

Total: 56 hits
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • harvard1
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf