A Correlation Study of Cost Management Practices and Strategic Management Accounting Practices and Strategic Alignment.

摘要

The purpose of this quantitative, correlational study was to examine whether relationships existed between and the predictive value of the cost management practices (CMP) of (a) strategic cost management (SCM), (b) costing systems (CS), (c) customer profitability management (CPRM), (d) specific strategic management accounting practices (SMAP), and (e) specific strategic management concepts (SMC), and strategic alignment (SA), the criterion variable. The target population was from the certified membership of management-accounting bodies (M-AB), and the sampling frame represented CMAs drawn from the membership or roster of the M-ABs. The sampling method was random sampling, and data were collected via an online research survey from 107 CMAs and other professional accountants, and resulted in a response rate of 64.5%. The study was conducted under the theoretical framework of the contingency theory of management accounting with the use of correlation and regression analyses to assess associations between variables, and the Spearman nonparametric test where the assumption of normality was not confirmed. There were four strong positive relationships between: SMAPs and CS (rs = .84; p < .05); SubSMAPs and CS (rs = .70; p < .05); CS and SA (rs = .71; p < .05), and; between SMAPs and SA (rs = .71; p < .05), and one significant regression model explained 54% of the variance of SA (R2 = .54, F (4, 97) = 28.54, p < .05). One moderate positive significant relationship existed between SMCs and SA ( rs = .63; p < .01), and a second significant regression model whereby SMCs explained 43% of the variance of SA ( R2 = .43, F (1, 98) = 72.71, p < .05). Seven recommendations for practice included the implementation of: SCM, particularly the aspect of structural cost management; independent management accounting (M-A) modules for CSs; evidence-based management (EbM), JIT, life-cycle costing, and life-cycle costing analysis; a SMAP-monitoring system; financial risk management (FRM) and enterprise risk management (ERM); CPRM, and; business intelligence and business analytics. Seven recommendations for future research included the further study of SCM with linkages to FRM and ERM; the study of contextual economic, organizational, political, social, and cultural factors, and national culture affecting SMAPs through a quantitative methodology with quantitative methodology with a correlation and regression design with a qualitative component; a comprehensive study of SMAPs through a quantitative methodology with a quasi-experimental design and causal test of difference; the study of EbM with foundational constructs through a quantitative methodology with a regression design; the study of SMCs by replicating the current study with regional SMCs through a quantitative methodology with a regression design; a study of value-based management through a quantitative methodology with a regression design, and; the study of new SMCs through a quantitative methodology with a SEM design.