Transformation of Management Accounting: From Management Control to Performance Management

Abstract

The aim of the paper was to explore the changing role of management accounting in the context of corporate performance and strategy execution as well as to provide the discussion of the rationales for transition from traditional management control to performance management.The methodology includes a comprehensive review of the literature, a critical analysis of work in the field of performance management globally, in particular an analysis of the evolving approaches to performance management, and interpretive research on discovering the meanings and beliefs underlying the changing role of management accounting.The research results argue that the increased global competition and uncertain business conditions have put a pressure on managers to successfully implement corporate strategies. As a result, management accounting has been evolving very rapidly over the last two decades and a range of management accounting tools and techniques has now emerged. In order for a company to execute its strategy effectively it must be able to make transition from management control to performance management. Thus the article identifies performance measurement as an element of performance management and clearly indicates for the strategic role of contemporary management accounting.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 12 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.