Healy, M., Cleary, P., &
Walsh, E. (2018). Innovativeness and accounting practices: an empirical
investigation. Qualitative Research in Accounting & Management, 15(2),
231–250.
For library access / research help in a similar topic: anyangoceline19@gmail.com
ABSTRACT
Purpose – Innovation, the outcome of innovativeness, is a collaborative activity, requiring an
integrated approach to the development and management of organisational capabilities (Tushman and
Nadler, 1986), and therefore inextricably implicated in the accounting practices of organisations. Extant research however is not conclusive as to the influence of accounting practices on organisational innovativeness with some considering them enabling while others view them as restricting. This study aims to investigate the process of innovation as suggestive of a greater understanding of innovativeness as a dynamic organisational capability and therefore requiring greater consideration of the enabling conditions underpinning this.
Design/methodology/approach – Using a case study approach, and from the perspectives of three
separate functionally specific organisational actors, this paper investigates the role of accounting practices in managing innovativeness within one high-technology organisation. Structuration theory is used as a lens through which the data collected are analysed.
Findings – Creative tensions (Simons, 2000) at the operational level between innovativeness and
performance measurement are managed through the development of creative boundaries (“guide rails”), within which innovative solutions must be developed.
Practical implications – The findings support the assertion that the use of performance metrics (i.e.
accounting practices) can support organisational innovativeness thereby potentially contributing to enhanced organisational performance.
Originality/value – Accounting metrics are simultaneously enabling and constraining, whereby the
tension created from this dual functionality generates ways of empowering organisational capabilities for innovativeness throughout the organisation.
REFERENCES
Bedford, D.S. (2015), “Management control systems across different modes of innovation: implications for firm performance”, Management Accounting Research, Vol. 28, pp. 12-30.
Berry, A., Coad, A., Harris, E., Otley, D. and Stringer, C. (2009), “Emerging themes in management
control: a review of recent literature”, The British Accounting Review, Vol. 41 No. 1, pp. 2-20.
Birnberg, D., Shields, M. and Young, S. (1990), “The case for multiple methods in empirical
management accounting research”, Journal of Management Accounting Research, Vol. 2 No. 1,
pp. 33-66.
Bisbe, J. and Malagueno, R. (2009), “The choice of interactive control systems under different
innovation management modes”, European Accounting Review, Vol. 18 No. 2, pp. 371-405.
Brownell, P. and Dunk, A.S. (1991), “Task uncertainty and its interaction with budgetary participation and budget emphasis: some methodological issues and an empirical investigation”, Accounting, Organizations and Society, Vol. 16 No. 8, pp. 693-703.
Busco, C. (2009), “Giddens’ structuration theory and its implications for management accounting
research”, Journal of Management& Governance, Vol. 13 No. 3, pp. 249-260.
Busco, C. and Scapens, R. (2011), “Management accounting systems and organisational culture
interpreting their linkages and processes of change”, Qualitative Research in Accounting &
Management, Vol. 8 No. 4, pp. 320-357.
Busco, C., Frigo, M., Giovannnoni, E. and Maraghini, M. (2012), “Control vs. creativity”, Strategic
Finance, August, pp. 29-36.
Clarke, P. (2016), Managerial Accounting – Costing, Decision-Making and Control, Chartered
Accountants Ireland, Ireland.
Coad, A. and Herbert, I. (2009), “Back to the future: new potential for structuration theory in
management accounting research?”, Management Accounting Research, Vol. 20 No. 3,
pp. 177-192.
Coad, A., Jack, L. and Kholeif, A. (2015), “Structuration theory: reflections on its further potential for management accounting research”, Qualitative Research in Accounting & Management, Vol. 12
No. 2, pp. 153-171.
Coad, A., Jack, L. and Kholeif, A. (2016), “Strong structuration theory in accounting research”,
Accounting, Auditing& Accountability Journal, Vol. 29 No. 7, pp. 1138-1144.
Conrad, L. (2014), “Reflections on the application of and potential for structuration theory in accounting research”, Critical Perspectives on Accounting, Vol. 25 No. 2, pp. 128-134.
Crossan, M. and Apaydin, M. (2010), “A multi-dimensional framework of organisational innovation: a systematic review of the literature”, Journal of Management Studies, Vol. 47 No. 6, pp. 1154-1191.
Curtis, E. and Sweeney, B. (2017), “Managing different types of innovation: mutually reinforcing
management control systems and the generation of dynamic tension”, Accounting and Business
Research, Vol. 47 No. 3, pp. 313-343.
Davenport, T. (2006), “Competing on analytics”, Harvard Business Review, Vol. 84 No. 1, pp. 98-107.
Davila, A., Foster, G. and Li, M. (2009a), “Reasons for management control systems adoption: Insights from product development systems choice by early-stage entrepreneurial companies”,
Accounting, Organizations and Society, Vol. 34 Nos 3/4, pp. 322-347.
Davila, A., Foster, G. and Oyon, D. (2009b), “Accounting and control, entrepreneurship and innovation: venturing into new research opportunities”, European Accounting Review, Vol. 18 No. 2,
pp. 281-311.
Dutton, J.E., Ashford, S.J., O’Neill, R.M., Hayes, E. and Wierba, E.E. (1997), “Reading the wind: how Middle managers assess the contest for selling issues to top managers”, Strategic Management
Journal, Vol. 18 No. 5, pp. 407-425.
Englund, H. and Gerdin, J. (2014), “Structuration theory in accounting research: applications and
applicability”, Critical Perspectives in Accounting, Vol. 25 No. 2, pp. 162-180.
Englund, H. and Gerdin, J. (2015), “Developing enabling performance measurement systems: on the
interplay between numbers and operational knowledge”, European Accounting Review, Vol. 24
No. 2, pp. 277-303.
Englund, H., Gerdin, H. and Burns, J. (2011), “25 Years of giddens in accounting research: achievements, limitations and the future”, Accounting, Organizations and Society, Vol. 36 No. 8, pp. 494-513.
Feeney, O. and Pierce, B. (2016), “Strong structuration theory and accounting information: an empirical study”, Accounting, Auditing& Accountability Journal, Vol. 29 No. 7, pp. 1152-1176.
Ferreira, A. and Otley, D. (2009), “The design and use of performance measurement systems: an
extended framework for analysis”, Management Accounting Research, Vol. 20 No. 4, pp. 263-282.
Franco-Santos, M., Lucianetti, L. and Bourne, M. (2012), “Contemporary performance measurement
systems: a review of their consequences and a framework for research”, Management
Accounting Research, Vol. 23 No. 2, pp. 79-119.
Giddens, A. (1984), The Constitution of Society, Polity Press, Cambridge.
Harris, E., Northcott, D., Elmassri, M. and Huikku, J. (2016), “Theorising strategic investment decisionmaking using strong structuration theory”, Accounting, Auditing & Accountability Journal,
Vol. 29 No. 7, pp. 1177-1203.
Hart, S. (1996), New Product Development: A Reader, The Dryden Press, London.
Henri, J.-F. (2006), “Management control systems and strategy: a resource-based perspective”,
Accounting, Organizations and Society, Vol. 31 No. 6, pp. 529-558.
Hopwood, A.G. (1972), “An empirical study of the role of accounting data in performance evaluation”, Empirical Research in Accounting, Supplement to the Journal of Accounting Research, Vol. 10, pp. 156-182.
MacKenzie, D. (2006), An Engine, Not a Camera: How FinancialModels Shape Markets, The MIT Press, Boston.
Macintosh, N. (1994), Management Accounting and Control Systems, Wiley, Chichester.
Marginson, D. (2002), “Management control systems and their effects on strategy formation at Middlemanagement levels: evidence from a UK organisation”, Strategic Management Journal, Vol. 23 No. 11, pp. 1019-1031.
Milgrom, P. and Roberts, J. (1995), “Complementarities and fit - strategy, structure and organisational
change in manufacturing”, Journal of Accounting and Economics, Vol. 19 Nos 2/3, pp. 179-208.
Mouritsen, J., Hansen, A. and Hansen, C. (2009), “Short and long translations: management accounting calculations and innovation management”, Accounting, Organizations and Society, Vol. 34 Nos 6/7, pp. 738-754.
Mundy, J. (2010), “Creating dynamic tensions through a balanced use of management control systems”, Accounting, Organizations and Society, Vol. 35 No. 5, pp. 499-523.
Neville, I. (2014), “Looking Inside the ‘black box’: the influence of heuristics and routines on the work of financial analysts a strong structuration perspective”, Unpublished doctoral thesis, Dublin
Institute of Technology.
Nicolini, D. (2012), Practice Theory, Work, and Organisation: An Introduction, Oxford University Press, Oxford.
Nonaka, I. and Takeuchi, H. (1991), “The knowledge-creating company”, Harvard Business Review,
Vol. 69 No. 6, pp. 96-104.
Nonaka, I. and Takeuchi, H. (1995), The Knowledge-Creating Company – How Japanese Companies
Create the Dynamics of Innovation, Oxford University Press, New York, NY.
Otley, D. (1978), “Budget use and managerial performance”, Journal of Accounting Research, Vol. 16 No. 1, pp. 122-149.
Pavitt, K. (1992), “Some foundations for a theory of the large innovating firm”, in Dosi, G., Gianetti, R. and Toninelli, P. (Eds), Technology and Enterprise in a Historical Perspective, Clarendon Press,
Oxford, pp. 212-228.
Revellino, S. and Mouritsen, J. (2009), “The multiplicity of controls and the making of innovation”,
European Accounting Review, Vol. 18 No. 2, pp. 341-369.
Revellino, S. and Mouritsen, J. (2015), “Accounting as an engine: the performativity of calculative
practices and the dynamics of innovation”, Management Accounting Research, Vol. 28, pp. 31-49.
Saunila, M. and Ukko, J. (2012), “Facilitating innovation capability through performance measurement: a study of Finnish SME’s”, Management Research Review, Vol. 36 No. 10, pp. 991-1011.
Simons, R. (1995), Levers of Control How Managers Use Innovative Control Systems to Drive Strategic Renewal, Harvard Business School Press, Boston.
Simons, R. (2000), Performance Measurement & Control Systems for Implementing Strategy, Prentice Hall, NJ.
Stones, R. (2005), Structuration Theory, Palgrave Macmillan, Basingstoke.
Stringer, E.T. (2007), Action Research, Sage Publications, Thousand Oaks, CA.
Teece, D. (1996), “Firm organisation, industrial structure and technological innovation”, Journal of
Economic Behaviour and Organization, Vol. 31 No. 2, pp. 193-224.
Teece, D., Pisano, G. and Shuen, A. (1997), “Dynamic capabilities and strategic management”, Strategic Management Journal, Vol. 18 No. 7, pp. 509-533.
Tushman, M. and Anderson, P. (1997), Managing Strategic Innovation and Change: A Collection of
Readings, Oxford University Press, Oxford.
Tushman, M. and Nadler, D. (1986), “Organizing for innovation”, California Management Review,
Vol. 28 No. 3, pp. 74-92, reprinted in Hart, S. (1996), New Product Development: A Reader,
Dryden Press, pp. 449-466.
Widener, S. (2007), “An empirical analysis of the levers of control framework”, Accounting,
Organizations and Society, Vol. 32 Nos 7/8, pp. 757-788.
No comments:
Post a Comment