Management Accounting System Design in Manufacturing Departments Essay Example for Free

Management Accounting System Design in Manufacturing Departments seekThe model was tested by means of empirical data collected from a questionnaire addressed to clx production managers. The response rate was 82. 5%. The ? ndings provide some support for the notion that organizations adapt their MAS bod to the control requirements of the situation. Furthermore, the study o? ers some empirical support for the existence of suboptimal equi? nality. That is, in situations which lack of a single dominant imperative, several alternative, and functionally equivalent management control system (MCS) designs, may arise. O 2004 Elsevier Ltd. All rights reserved.Introduction Since the mid-eighties, there has been a trend in manufacturing towards customization and novel approaches to organizing production, including JIT/TQM models of control (Schonberger, 1986 Womack, Jones, Roos, 1990). The pursuit of much(prenominal) strategies poses signi? cant challenges for the management since they typically imply intensi? ed interdependencies among functionally di? erentiated departments and new means of managing the work? ow (Bouwens Abernethy, 2000 Kalagnanam Lindsay, 1998).The sixfold contingencies model stems from recognition that the demands placed on MAS design by multiple contingencies may con? ict (Fisher, 1995), i. e. , attempts to accomplish one demand may mean that other demands cannot be satis? ed. It is also explicitly assumed that the motif for coordination and control can be met by several alternative, and equi? nal, management control system design strategies. The presumption is justi? ed by the long-held view that management control subsystems may not only complement apiece other but also substitute for each other (Fisher, 1995 Galbraith, 1973 Mintzberg, 1983).The remainder of the paper is structured as follows. The following two sections de? ne the constructs, develop the theoretical model, and conclude with a number of exploratory propositions. The c are for of data collection and data analysis is then detailed in the fourth section. The results of the study are presented and discussed in the ? fth and sixth sections, respectively. The last section contains concluding comments and some suggestions regarding future research. De? nition of constructs For a long time there has been an interest among scholars in documenting ? relationships between features of context in which the organization operates and its management control arrangements.