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How CFOs Determine Management Accounting Innovation: An Examination of Direct and Indirect Effects

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  • David Naranjo-Gil
  • Victor Maas
  • Frank Hartmann

Abstract

Although management accounting innovations such as Activity-Based Costing, the Balanced Scorecard and benchmarking have received much academic interest in recent years, our understanding of why some organizations adopt and implement such new management accounting systems (MAS) and others do not, is still underdeveloped. This paper contributes to the literature by examining the role of the CFO in MAS innovation. We hypothesize that individual differences between CFOs are predictive of organizations' use of innovative MAS. In addition, we propose that CFO characteristics moderate the extent to which organizations rationally adapt to (environmental) contingencies. To examine this second prediction we compare the effects of strategy and historical performance on the adoption of innovative MAS for organizations with different types of CFOs. We test our hypotheses using a combination of archival and survey data from the public health care sector in Spain. Our results are generally supportive of our hypotheses.

Suggested Citation

  • David Naranjo-Gil & Victor Maas & Frank Hartmann, 2009. "How CFOs Determine Management Accounting Innovation: An Examination of Direct and Indirect Effects," European Accounting Review, Taylor & Francis Journals, vol. 18(4), pages 667-695.
  • Handle: RePEc:taf:euract:v:18:y:2009:i:4:p:667-695
    DOI: 10.1080/09638180802627795
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    Citations

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    Cited by:

    1. Utz Schäffer & Matthias D. Mahlendorf & Jochen Rehring, 2014. "Does the Interactive Use of Headquarter Performance Measurement Systems in Foreign Subsidiaries Endanger the Potential to Profit from Local Relationships?," Australian Accounting Review, CPA Australia, vol. 24(1), pages 21-38, March.
    2. Martin Hiebl, 2014. "Upper echelons theory in management accounting and control research," Metrika: International Journal for Theoretical and Applied Statistics, Springer, vol. 24(3), pages 223-240, January.
    3. Lucrezia Songini & Paola Vola, 2015. "The Role of Professionalization and Managerialization in Family Business Succession," MANAGEMENT CONTROL, FrancoAngeli Editore, vol. 2015(1), pages 9-43.
    4. Songini, Lucrezia & Gnan, Luca & Malmi, Teemu, 2013. "The role and impact of accounting in family business," Journal of Family Business Strategy, Elsevier, vol. 4(2), pages 71-83.
    5. Barbara Voußem & Utz Schäffer & Denis Schweizer, 2015. "Top management turnover under the influence of activist investors," Journal of Management & Governance, Springer;Accademia Italiana di Economia Aziendale (AIDEA), vol. 19(3), pages 709-739, August.
    6. repec:eee:spacre:v:20:y:2017:i:1:p:55-62 is not listed on IDEAS
    7. Jennifer Kunz & Stefan Linder, 2015. "With a view to make things better: individual characteristics and intentions to engage in management innovation," Journal of Management & Governance, Springer;Accademia Italiana di Economia Aziendale (AIDEA), vol. 19(3), pages 525-556, August.
    8. Dauth, Tobias & Pronobis, Paul & Schmid, Stefan, 2017. "Exploring the link between internationalization of top management and accounting quality: The CFO’s international experience matters," International Business Review, Elsevier, vol. 26(1), pages 71-88.
    9. Marco Morelli & Francesca Lecci, 2014. "Management control systems (MCS) change and the impact of top management characteristics: the case of healthcare organisations," Metrika: International Journal for Theoretical and Applied Statistics, Springer, vol. 24(3), pages 267-298, January.

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