Revisiting the relevance of strategic management accounting research

Abstract

Purpose The purpose of this study is to present a review of the literature on strategic management accounting (SMA). Specifically, it focuses on the trend of SMA research since the publication of Langfield-Smith’s (2008) influential paper “Strategic management accounting: how far have we come in 25 years?” which raised the question of relevance of further SMA research. Design/methodology/approach The study reviewed articles published on SMA as a whole (comprising a set of advanced management accounting techniques) and its specific techniques for the period of 2008 to 2019 in 23 leading accounting journals. Findings The review finds that research on SMA has focused on the contingencies influencing the adoption and implementation of SMA techniques and the effects of such adoption on various aspects of firm and employee performance. The renovation and modification of existing practices in attempt to match with the organizational context has also attracted the attention of several SMA scholars. In addition, a noticeable shift to the strategic management theory and case study method was observed during the study period. Originality/value The study focuses on the trend of SMA research in an attempt to revisit the relevance of further research in this arena, particularly as a response to the criticism raised by Langfield-Smith (2008).

Strategic management accounting practices: a literature review and opportunity for future research

“…The underlying reason for such differences can be attributed to the nature of the context used and techniques applied. The dominance of contingency theory (as depicted in Table 4) is also noticeable which is consistent with the findings of Rashid et al (2020).…”

Factors impacting strategic management accounting adoption: Empirical evidence from an emerging market

“…The variation in findings can be attributed to the dissimilarities in the context and methodologies employed. The prevalence of contingency theory is noteworthy which aligns with the conclusion drawn by Rashid, et al [15] and Rashid, et al [16].…”

Influence of organizational life cycle on performance management design in the software industry

“…The relevance of studying the influence of OLC on PMS design is defined by the need to adapt MCS practices and strategies with internal and external changes in the organizational environment and the ability to use information (Pavlatos and Kostakis, 2018;Rashid et al, 2020). Also, organizations need to address the uncertainties of the organizational environment associated with the OLC stage (Mosca et al, 2021;Parnell et al, 2012), improve decision-making (Chenhall and Moers, 2015) and pursue organizational efficiency .…”