Engaging with and extending organisational practices: the potential of management accounting

Debating the relevance and impact of research on practice is an ongoing theme in the management accounting discipline, and has been prevalent since at least the 1980s. During this time, as proclamied by Johnson and Kaplan (1987; see also Kaplan, 1983; 1984; 1986), the practice of management accounting itself was reportedly in decline. Management accounting research (MAR) was partially to blame through its focus on abstract models rather than managerial practices. Concurrently, others such as Anthony Hopwood encouraged management accounting researchers to get closer to practice and study management accounting within its organisational context (Hopwood, 1983; see also Hopwood 1978a; 1978b). Since this time, management accounting researchers have sought to conduct more empirical research, especially from 'within' the organisational form, engaged in more interpretive and critical examinations of management accounting, and have attempted to innovate and extend management accounting practice such that it becomes more relevant for organisations. This chapter represents the continuation of these efforts. It presents our (partial) perspectives on how MAR can contribute to improvements in organisational performance. It does not call for a 'revolution' in MAR but a continued commitment to developments in MAR that leads to better planning and control systems practices, however one may seek to define this term. In this regard, the focus is unapologetically pragmatic and practical, in keeping with the nature of the forum and this subsequent thought leadership book