Articlediamond2021

Global Management Accounting Principles: Relationship between Management Practices and the Performance of Brazilian Companies

Ingrid Laís de Sena Costa · Wenner Gláucio Lopes Lucena

13 citations0/0 files storedReview of Business Management

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Accounting and Organizational Management Auditing, Earnings Management, Governance Accounting Theory and Financial Reporting

Abstract

Purpose -Economic changes related to organizational structures and new business models require a new positioning of management accounting.The Global Management Accounting Principles (GMAP), as a guide to good practice, play the role of assisting organizations in creating better frameworks to support their decisions.The objective of this research is to analyze the relationship between the GMAP and the performance of Brazilian companies, from both an operational and an economic perspective.Design/methodology/approach -The final sample comprised 342 companies listed on the B3 (Brasil, Bolsa, Balcão) exchange, from 2010 to 2016.The methodology used to answer the research problem consisted of constructing an index of compliance with the recommendations proposed by the GMAP and observing the impacts of good management accounting practices on organizational performance, which was estimated according to operational and economic aspects.Findings -It was observed that the adopted management practices positively affect market performance and future growth expectations.This is already presumed by the CGMA proposal and the management literature, since management practices are routines incorporated into the organizational identity of companies and are reflected in better long-term results. Research Practical & Social implications -Considering the results obtained, the study contributes to the proposal presented by the CGMA, by reinforcing the role that management accounting plays in companies' decision making, and how it is a relevant element for the future performance of organizations.In addition, it contributes to the market by presenting a structure focused specifically on controlling and management decisions, to assist in choosing tools that have a positive impact on results.

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References

2004Relationships between operational practices and performance among early adopters of green supply chain management practices in Chinese manufacturing enterprises 1996HUMAN RESOURCE MANAGEMENT, MANUFACTURING STRATEGY, AND FIRM PERFORMANCE.1994Levers of Control: How Managers Use Innovative Control Systems to Drive Strategic Renewal 2007The fit between product market strategy and business model: implications for firm performance 1998Are Nonfinancial Measures Leading Indicators of Financial Performance? An Analysis of Customer Satisfaction 2000Conceptualizing management accounting change: an institutional framework 1984The evolution of management accounting 1998Book-to-market ratios as predictors of market returns

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