TY - JOUR
T1 - The Effect of Discontinuous and Unpredictable Environmental Change on Management Accounting During Organizational Crisis
T2 - A Field Study
AU - Hayne, Christie
N1 - Funding Information:
This is an open access article under the terms of the Creative Commons Attribution-NonCommercial-NoDerivs License, which permits use and distribution in any medium, provided the original work is properly cited, the use is non-commercial and no modifications or adaptations are made. *Accepted by Thomas Ahrens. The author is grateful to Thomas Ahrens (editor, discussant) and two anonymous reviewers for their constructive feedback. The author sincerely thanks Steven Salterio (supervisor), Bertrand Malsch, Teri Shearer, and Ranjani Krishnan (external examiner) for their valuable feedback as dissertation committee members. The author also thanks Tim Bauer, Clara Chen, Mark Covaleski, Mary Crossan, Pujawati Mariestha (Estha) Gondowijoyo, Matthew Hall, Kerry Humphreys, Theresa Libby (discussant), Anne Lillis, Todd Thornock, Michael Williamson, and Marc Wouters for their helpful guidance, comments, and suggestions. This manuscript has benefited from feedback received from workshop participants at the University of Southern California, London School of Economics, Virginia Tech, University of Ottawa, Ivey Business School, University of Saskatchewan, University of Calgary, and Bocconi University, as well as conference participants at the 2016 Emerging Management Accounting Scholars Symposium at the University of Illinois at Urbana– Champaign and the 2016 AAA Management Accounting Midyear Meeting. The author gratefully acknowledges financial support received from the CPA-Queen’s School of Business Centre for Governance and the Social Sciences and Humanities Research Council. Finally, the author sincerely thanks the organizations that agreed to participate in this research. † Corresponding author.
Publisher Copyright:
© 2022 The Author. Contemporary Accounting Research published by Wiley Periodicals LLC on behalf of the Canadian Academic Accounting Association.
PY - 2022/9/1
Y1 - 2022/9/1
N2 - This study investigates whether and how organizations change their use of management accounting during crisis. The study is important because organizations regularly face significant challenges such as crisis during which the role of management accounting is not well understood. Based on interviews and observation in five private sector organizations and one in the public sector, I find that executives in organizations facing crisis due to a discontinuous and unpredictable environmental change leverage management accounting during the crisis. In contrast, executives in organizations facing crisis due to a continuous and predictable environmental change question the truth and value of their management accounting practices and, as a result, do not change their use of management accounting to manage the crisis. For those organizations that do leverage management accounting, I rely on conceptual and empirical insights from the literature examining the decision-facilitating role of informal management accounting to examine how they adapt or develop new management accounting tools and practices to manage crisis. I find that executives first engage in a comprehensive review of their management accounting systems and reports to convince themselves that they can be relied on. Following this process, they leverage accounting to understand the past, develop metrics intended to reach all employees, and institute various forms of accountability to support the management of crisis. The use of these informal management accounting tools and practices enables organizations to develop a new language for understanding and managing crisis. The primary contribution of my study is that it conceptualizes and theorizes informal management accounting tools and practices as a mechanism that facilitates response to crisis. These tools and practices are low-cost and easy to implement, which are favorable given the challenges associated with crisis.
AB - This study investigates whether and how organizations change their use of management accounting during crisis. The study is important because organizations regularly face significant challenges such as crisis during which the role of management accounting is not well understood. Based on interviews and observation in five private sector organizations and one in the public sector, I find that executives in organizations facing crisis due to a discontinuous and unpredictable environmental change leverage management accounting during the crisis. In contrast, executives in organizations facing crisis due to a continuous and predictable environmental change question the truth and value of their management accounting practices and, as a result, do not change their use of management accounting to manage the crisis. For those organizations that do leverage management accounting, I rely on conceptual and empirical insights from the literature examining the decision-facilitating role of informal management accounting to examine how they adapt or develop new management accounting tools and practices to manage crisis. I find that executives first engage in a comprehensive review of their management accounting systems and reports to convince themselves that they can be relied on. Following this process, they leverage accounting to understand the past, develop metrics intended to reach all employees, and institute various forms of accountability to support the management of crisis. The use of these informal management accounting tools and practices enables organizations to develop a new language for understanding and managing crisis. The primary contribution of my study is that it conceptualizes and theorizes informal management accounting tools and practices as a mechanism that facilitates response to crisis. These tools and practices are low-cost and easy to implement, which are favorable given the challenges associated with crisis.
KW - discontinuous change
KW - environmental change
KW - informal accounting
KW - management accounting
KW - organizational crisis
KW - unpredictable change
UR - http://www.scopus.com/inward/record.url?scp=85130989281&partnerID=8YFLogxK
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U2 - 10.1111/1911-3846.12767
DO - 10.1111/1911-3846.12767
M3 - Article
AN - SCOPUS:85130989281
SN - 0823-9150
VL - 39
SP - 1758
EP - 1796
JO - Contemporary Accounting Research
JF - Contemporary Accounting Research
IS - 3
ER -