“…Gietzman, 1990;Baird et al, 2004;Wiersma, 2009) but others expressed reservations. These included: unsubstantiated claims of a crisis (Holzer and Norreklit, 1991); alleged benefits of ABC, BSC and EVA being excessive (Bromwich and Walker, 1998;Stark and Thomas, 1998); ABC being dysfunctional (Malmi, 1997;Major and Hopper, 2005); ABC, BSC and EVA not being novel (Horngren, 1995;Staubus, 1990;Bourguignon et al, 2004) and sometimes technically inaccurate (Brignall et al, 1991;Mitchell, 1994;Abernathy et al, 2001); implementation problems (Innes and Mitchell, 1990), especially if they lack collective worker participation and appropriate leadership styles (Horzée and Bruggeman, 2010); waning practitioner interest and adoption (Christensen and Wagenhofer, 1997;Innes, 2000); applications deviating from recommended prescriptions (Kellett and Sweeting, 1991;Spechbacker et al, 2003); their interpretive flexibility to accommodate conflicts over their scope and purpose when practiced deviating from claims that they are objective and well-defined (Ax and Bjornenak, 2005). Ironically given assertions that such reforms could address Japanese competition, Japanese firms proved indifferent and preferred Just-in-time and Total Quality Management philosophies emphasising simple controls, forward strategic planning, target costing, and communicating goals and strategies to employees (Yoshikawa, 1994;Scarborough et al, 1991).…”