Change in revenue recognition : Implementation of IFRS 15 in Swedish groups

Revenue is a central part of financial reporting and business activities, but there is a great deal of criticism and problems related to revenue recognition. In connection with this, a new standard IFRS 15 has been developed, in a convergence project between international standards setters IASB and FASB. This puts listed companies under new requirements when reporting revenue from 1 January 2018. The purpose of the standard is to harmonize international accounting, but for companies IFRS 15 means changes that must be implemented in the accounting work of companies. This aroused interest in the study of change by focusing on the implementation of the new standard. The problem discussion explains the importance and potential impact of the new standard, as well as essential elements to take into consideration when implementing accounting change. The model for accounting change, which focuses on the implementation of change in accounting work, is also presented. In this way, by combining claims in previous research, an analysis model is designed. The analysis model is a tool to cover the identified knowledge gap within IFRS 15 and implementation of accounting change. The aim of the study is to explain the change in revenue recognition and to describe the implementation of accounting change, with a focus on IFRS 15. The question that is answered is, how has the new revenue standard IFRS15 been implemented in the company’s accounting works? The theoretical framework describes the background to international accounting and the new revenue standard. Furthermore, the change behind IFRS 15 is described as an option to highlight balance-oriented approach, five-step model and extended disclosure requirements. Consequently, the change is limited to the abovementioned three points and is analyzed by means of a model of accounting change based on three types of impact and three types of barriers. The model, in turn, was combined with noted factors in implementing new accounting standards. These factors are described by authors as incentives, early planning, knowledge, external expertise, education and IT system. The study is characterized by deduction and with a descriptive character. The survey was conducted with qualitative semi-structured interviews, which was considered the most appropriate method in the case of circumstances and the development of the issue and purpose. Empirics are consisting of interviews that have been summarized and divided into two categories by the respondent’s perspective, as external specialists and internal employees. Interviews were further analyzed with the help of anchoring in previous research compiled in one model. The conclusion of the study is that the degree of involvement in IFRS 15 implementation varied considerably between companies. This can be explained by industry affiliation, size, incentives and organizational structure. The conclusion also shows that majority of groups revenue, was not affected in most cases. Another important moment is that many companies had underestimated the work that IFRS 15 implementation meant. It was found that early planning was a prerequisite for increasing knowledge and understanding of the balance sheet approach, which is central to the correct application of five-step model in relation to revenue, which is now to be carefully disclosed by companies. Among the companies, a great deal of knowledge shortages has been observed, which has been covered by external expertise. The most common questions concerned mainly five-step model and the hardest part proved to be step two, to identify various performance commitments. The most common motivation in the implementation process is the set of rules that are easy to follow and integrate into the organization and IT systems. The work in the case companies were going on in intended project groups that first learned the meaning of IFRS 15, with the support of either group management or external expertise. The implementation was implemented using appropriate education and IT systems switching, which resulted in successful implementation of both case companies