SOWA OPAC :

Globalisation of the economy causes an exposure of business entities to severe competition, changes in market rules and a continuous development of new technologies. In this situation it is important to increase effectiveness of business activities, keeping material, financial and human resources at their existing levels. In order to achieve their business goals, companies should implement the adopted action strategies and control their activities thoroughly. An improvement in business performance in various domains requires the use of adequate management instruments. Undoubtedly, management accounting and control provide such instruments which help to achieve objectives set by a company. Management accounting identifies information needs of managers, whereas management control contributes to the business control system. Both methodologies are related to a variety of managerial activities, including: planning support, budgeting, cost management, processes control and information flow management. This volume deals with problems of management accounting, control and reporting. The authors of particular papers discuss theoretical issues related to the foregoing concepts and their methods, as well as present examples how the aforementioned instruments are applied in various organisations. The volume is divided into four thematic sections. The first one elaborates on critical issues emerging in the area of control. The authors present problems and challenges of internal audit from multinational perspective, analyse relations between organizational attributes and the effectiveness of internal audit, and discuss soft aspects of auditors’ profession, including scepticism and moral attitudes. The second part addresses challenges of management accounting. In the debate the emphasis is put on a new concept, the business model, which gains importance in the context of how company design, deliver and capture value from its business activity. The authors also present strategic aspects of management accounting, including bancassurance models, building trademark value and reflecting the concept of Balanced Scorecard in Morgan’s organizational metaphors. The third section is dedicated to new perspectives of reporting practices. The authors focus on external reporting with its influential factors and strategies adopted, and in doing so they try to develop a framework for financial and non-financial disclosures. Moreover, a concept of impression management and its role in creating a desired image of an organization is introduced. It is also discussed how bibliometric analysis of scientific studies on Corporate Social Responsibility (CSR) may contribute to understanding that issue better. The last part deals with broadly understood financial and economic dimensions of a business. The authors emphasize a role of forecasting in a decision-making process, explore a nature and identify sources of cost-related risks, or link students’ enrolment choices in postgraduate programmes with their household budgets. The global problem of trading with illegal products, including medicaments, and its economic and social impacts is introduced, as well. We believe that this volume will contribute to the development and refinement of concepts and instruments of management accounting, control and reporting. It is important to increase their use in management of businesses and institutions. Edward Nowak, Joanna Dyczkowska

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Prace Naukowe Uniwersytetu Ekonomicznego we Wrocławiu nr 441. Global Challenges of Management Control and Reporting / red. Marta Nowak, Joanna Dyczkowska. - Wydawnictwo Uniwersytetu Ekonomicznego we Wrocławiu ; IBUK Libra, 2016. - 231 s.

Autor

Nowak Marta. Dyczkowska Joanna.

Forma i typ

E-booki

Contemporary management control and reporting both face challenges. Consequently, a new and more sophisticated scientific approach is needed. From one point of view, interdisciplinary studies and theories are necessary. From another point of view, empirical research and practical issues call for a more specific and specialized approach. This complexity is reflected by the content of this book, which covers topics that emerge from present world’s complexity. Therefore, the authors focus on ever-important issues (such as the strategic approach and its support by management control and reporting, survival of companies), and more modern issues (e.g. cultural aspects, measurement and reporting adjusted to branches, spheres and organizations and specific issues of management control and reporting). The strategic approach to managerial control and financial statements and their role for company’s survival is presented in papers by J. Dyczkowska (who addresses the question whether annual reports communicate strategic issues and focuses her study on reporting practices of high-tech companies), A. Bieńkowska, Z. Kral, A. Zabłocka-Kluczka (who explain the role of responsibility centers in strategic controlling), P. Kroflin (who explores the value-based management and management reporting examining impacts of value reporting on investment decisions and company value perception) and A. Reizinger-Ducsai (who discusses bankruptcy prediction and financial statements). The problems of management control and reporting and their adjustment to specific conditions and organizations are undertaken by T. Dyczkowski (who introduces his NGO performance model), Z. Kes and K. Nowosielski (who present the case study of the process of cost assignment in a local railway company providing passenger transportation services), S. Łęgowik--Świącik, M. Stępień, S. Kowalska and M. Łęgowik-Małolepsza (who analyse the efficiency of the heat market enterprise management process in terms of the concept of the cost of capital), and M. Pietrzak and P. Pietrzak (who discuss the problem of performance measurement in the public higher education). The cultural aspect of managerial control and reporting is explored in papers written by M. Nowak (who presents cultural determinants of accounting, performance management and costs problems showing the issue from Polish perspective using G. Hofstede and GLOBE cultural dimensions) and P. Bednarek, R. Brühl and M. Hanzlick (who provide a literature overview of planning and cross-cultural research). The specific problems and concepts of managerial control and reporting are investigated by M. Ciołek (who discusses the lean thinking and overhead costs), E. Nowak (who analyses the role of costs control role in controlling company operation), Ü. Pärl, R. Koyte, S. Näsi (who examine middle managers’ mediating role in MCS implementation), R.L. Sichel (who discusses the relevance of intellectual property for management control), J. Paranko and P. Huhtala (who analyse the productivity measurement at the factory level). Marta Nowak

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