Towards a More Comprehensive Understanding of the Roles of Management Accountants
The study was designed to address specific gaps in the literature by identifying a comprehensive set of antecedents and characteristics with respect to the roles of management accountants (MAs) and exploring the consequences of how these roles are discharged. Interviews were conducted with 18 financial managers (FMs) and 18 operating managers (OMs) in medium and large manufacturing firms. Theoretical lenses of management control, contingency and role theory were used in the interpretation of the findings. A comprehensive picture of the antecedents, characteristics and consequences associated with the roles of MAs emerges from the data and the findings suggest that management and the MAs themselves play a critical part in the determination of the roles of MAs. In particular, the findings reveal contingencies and conflicts with regard to the interaction between MAs and OMs including the management control consequences associated with how MAs interact with OMs. For some MAs, the paper argues that role conflict, despite its negative connotations, may facilitate more effective management control. The adoption of a 'business partner' model for MAs is found here to be ambiguous, conditional and uncertain.
Volume (Year): 16 (2007)
Issue (Month): 3 ()
|Contact details of provider:|| Web page: http://www.tandfonline.com/REAR20 |
|Order Information:||Web: http://www.tandfonline.com/pricing/journal/REAR20|
When requesting a correction, please mention this item's handle: RePEc:taf:euract:v:16:y:2007:i:3:p:469-498. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Michael McNulty)
If references are entirely missing, you can add them using this form.