Activity-Based Management: Past, Present, and Future

Abstract

The flood of publications and seminars on activity costing in the last few years suggests that companies suddenly encountered a need for better management accounting information in the 1980s. In fact, management accounting's relevance to most business decision-making deteriorated steadily since the 1950s. However, most companies did not perceive these inadequacies in management accounting until the early 1980s. Current interest in activity management and activity costing reflects the convergence around 1980 of two forces: a long-undetected set of problems in management accounting that seems to originate in the 1950s; and the growth of new competitive pressures in the 1970s that made companies acutely aware of these problems. Although these two forces arose independently, their interaction in the 1970s led to the rise of activity-based management thinking. This paper describes the past, present, and future of activity-based management: past uses of financial accounting information that confounded companies' efforts to plan marketing strategies and to control operations after the 1950s; present ideas for solving these problems with activity-based management concepts such as activity costing; and the likely future direction of activity-based management thought.

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