Impact of business analytics and enterprise systems on managerial accounting
01 May 2017-International Journal of Accounting Information Systems (Elsevier Inc.)-Vol. 25, Iss: 25, pp 29-44
TL;DR: A Managerial Accounting Data Analytics (MADA) framework based on the balanced scorecard theory in a business intelligence context is proposed that provides management accountants the ability to utilize comprehensive business analytics to conduct performance measurement and provide decision related information.
About: This article is published in International Journal of Accounting Information Systems.The article was published on 2017-05-01. It has received 249 citations till now. The article focuses on the topics: Prescriptive analytics & Analytics.
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TL;DR: In this paper, the authors review the accounting literature that focuses on four Internet-related technologies that have the potential to dramatically change and disrupt the work of accountants and accounting researchers in the near future.
Abstract: This paper reviews the accounting literature that focuses on four Internet-related technologies that have the potential to dramatically change and disrupt the work of accountants and accounting researchers in the near future. These include cloud, big data, blockchain, and artificial intelligence (AI). For instance, access to distributed ledgers (blockchain) and big data supported by cloud-based analytics tools and AI will automate decision making to a large extent. These technologies may significantly improve financial visibility and allow more timely intervention due to the perpetual nature of accounting. However, given the number of tasks technology has relieved of accountants, these technologies may also lead to concerns about the profession's legitimacy. The findings suggest that scholars have not given sufficient attention to these technologies and how these technologies affect the everyday work of accountants. Research is urgently needed to understand the new kinds of accounting required to manage firms in the changing digital economy and to determine the new skills and competencies accountants may need to master to remain relevant and add value. The paper outlines a set of questions to guide future research.
179 citations
TL;DR: In this article, a model that examines the effects of the adoption of business analytics on business process performance (BPER) and the mediating role that BPER plays in the relationship between adoption of BA and firm performance (FP) is proposed.
155 citations
TL;DR: In this article, a review of the literature in top accounting and information systems journals indicates that to date, little research has focused on this link and proposes a framework for studying the relationship between BI&A and management accounting.
136 citations
TL;DR: The feasibility of RPA is demonstrated by implementing a pilot project that applies RPA to the confirmation process and an RPA framework is proposed that frees auditors from doing repetitive and low-judgment audit tasks and enables them to focus on tasks that require professional judgment.
117 citations
TL;DR: In this paper, the authors collected data from 280 middle and top-level managers to investigate the impact of each big data characteristic (i.e., data volume, data velocity, data variety, and data veracity) on firm innovation competency mediated through data-driven insight generation.
104 citations
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Book•
17 Apr 2015TL;DR: A "balanced scorecard" is developed, a new performance measurement system that gives top managers a fast but comprehensive view of the business and complements those financial measures with three sets of operational measures having to do with customer satisfaction, internal processes, and the organization's ability to learn and improve.
Abstract: Frustrated by the inadequacies of traditional performance measurement systems, some managers have abandoned financial measures like return on equity and earnings per share. "Make operational improvements and the numbers will follow," the argument goes. But managers do not want to choose between financial and operational measures. Executives want a balanced presentation of measures that allow them to view the company from several perspectives simultaneously. During a year-long research project with 12 companies at the leading edge of performance measurement, the authors developed a "balanced scorecard," a new performance measurement system that gives top managers a fast but comprehensive view of the business. The balanced scorecard includes financial measures that tell the results of actions already taken. And it complements those financial measures with three sets of operational measures having to do with customer satisfaction, internal processes, and the organization's ability to learn and improve--the activities that drive future financial performance. Managers can create a balanced scorecard by translating their company's strategy and mission statements into specific goals and measures. To create the part of the scorecard that focuses on the customer perspective, for example, executives at Electronic Circuits Inc. established general goals for customer performance: get standard products to market sooner, improve customers' time-to-market, become customers' supplier of choice through partnerships, and develop innovative products tailored to customer needs. Managers translated these elements of strategy into four specific goals and identified a measure for each.
12,976 citations
TL;DR: A large number of studies have been conducted during the last decade and a half attempting to identify those factors that contribute to information systems success, but the dependent variable in these studies-I/S success-has been an elusive one to define.
Abstract: A large number of studies have been conducted during the last decade and a half attempting to identify those factors that contribute to information systems success. However, the dependent variable in these studies-I/S success-has been an elusive one to define. Different researchers have addressed different aspects of success, making comparisons difficult and the prospect of building a cumulative tradition for I/S research similarly elusive. To organize this diverse research, as well as to present a more integrated view of the concept of I/S success, a comprehensive taxonomy is introduced. This taxonomy posits six major dimensions or categories of I/S success-SYSTEM QUALITY, INFORMATION QUALITY, USE, USER SATISFACTION, INDIVIDUAL IMPACT, and ORGANIZATIONAL IMPACT. Using these dimensions, both conceptual and empirical studies are then reviewed a total of 180 articles are cited and organized according to the dimensions of the taxonomy. Finally, the many aspects of I/S success are drawn together into a descriptive model and its implications for future I/S research are discussed.
10,023 citations
Journal Article•
9,617 citations
TL;DR: This paper discusses many of the important IS success research contributions of the last decade, focusing especially on research efforts that apply, validate, challenge, and propose enhancements to the original model.
Abstract: Ten years ago, we presented the DeLone and McLean Information Systems (IS) Success Model as a framework and model for measuring the complex-dependent variable in IS research. In this paper, we discuss many of the important IS success research contributions of the last decade, focusing especially on research efforts that apply, validate, challenge, and propose enhancements to our original model. Based on our evaluation of those contributions, we propose minor refinements to the model and propose an updated DeLone and McLean IS Success Model. We discuss the utility of the updated model for measuring e-commerce system success. Finally, we make a series of recommendations regarding current and future measurement of IS success.
9,544 citations
Journal Article•
TL;DR: The concept of balanced scorecard was introduced by Robert S. Kaplan and David P. Norton as mentioned in this paper to measure performance from three additional perspectives: customers, internal business processes, and learning and growth.
Abstract: for competition that is based on information, their ability to exploit intangible assets has become far more decisive than their ability to invest in and manage physical assets. Several years ago, in recognition of this change, we introduced a concept we called the balanced scorecard. The balanced scorecard supplemented traditional fi nancial measures with criteria that measured performance from three additional perspectives – those of customers, internal business processes, and learning and growth. (See the exhibit “Translating Vision and Strategy: Four Perspectives.”) It therefore enabled companies to track fi nancial results while simultaneously monitoring progress in building the capabilities and acquiring the intangible assets they would need for future growth. The scorecard wasn’t Editor’s Note: In 1992, Robert S. Kaplan and David P. Norton’s concept of the balanced scorecard revolutionized conventional thinking about performance metrics. By going beyond traditional measures of fi nancial performance, the concept has given a generation of managers a better understanding of how their companies are really doing. These nonfi nancial metrics are so valuable mainly because they predict future fi nancial performance rather than simply report what’s already happened. This article, fi rst published in 1996, describes how the balanced scorecard can help senior managers systematically link current actions with tomorrow’s goals, focusing on that place where, in the words of the authors, “the rubber meets the sky.” Using the Balanced Scorecard as a Strategic Management System
5,251 citations