By Gerald Vinten
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Extra info for Achieving Managerial Control
2000) found that managers have reduced their propensity to create budgetary slack and have higher managerial performance when they possess higher influencing power. Required explanation of budget variances Another characteristic to be studied is the extent to which unit managers are required to explain variances in budgets, and to report actions taken to correct the causes of those variances. Although budget targets are often achieved by managerial competence, they are also sometimes affected by uncontrollable factors.
Finally, future studies should attempt to examine specific factors as to why firms in Asia (with the exception of Japan) are not adopting newly developed management accounting tools such as ABC and target costing. What are the obstacles to implement such techniques? Is culture a predominant factor? As far as this review is concerned, firms across the four countries are consistently taking on board traditional management accounting practices despite the fact that their national cultural values differ (to some extent).
6, p. 51. ”, Business Times, 28 October (Malaysia). Cebeci, U. and Beskese, A. (2002), “An approach to the evaluation of quality performance of the companies in Turkey”, Managerial Auditing Journal, Vol. 17 No. 1, pp. 92-100. De With, E. (1996), “Performance measurement and evaluation in Dutch companies”, paper presented at the 19th Annual Congress of the European Accounting Association, Bergen. Evan, D. and Jonathan, S. (1993), “The world’s best performing companies”, Business Strategy Review, Vol.