Skip to main content
Article
Organizational contexts and management accounting systems: an evaluation of contingency frameworks
School of Business Discussion Papers
  • Ken Moores, Bond University
  • Robert H. Chenhall
Date of this Version
12-1-1991
Document Type
Discussion Paper
Publication Details
Ken Moores and Robert H. Chenhall (1991) Organizational Contexts and Management Accounting Systems: An Evaluation of Contingency Frameworks

School of Business Discussion Paper ; No. 22, Dec. 1991

© Copyright Ken Moores, Robert H. Chenhall and the School of Business, Bond University

Abstract

Application of contingency frameworks to management accounting research comenced in the mid 1970s and dominated organizational level research throughout the 1980s. Despite this popularity there have been persistent criticisms directed at issues of theory and method. This paper reviews developments in contingency style research over the past decade and attempts to provide support for an emergent contingency framework for the design of management accounting systems (MAS). This framework includes characteristics of MAS and organizational effectiveness, and the contextual variables of external environment, technology, organizational structure, size, strategy, and organizational culture. Evidence on the effect of these variables acting singly and in combination is examined. The paper discusses concerns with theory development and evaluates the methods that have been applied within empirical studies. Directions for future developments in theory construction and empirical investigation are suggested.

Citation Information
Ken Moores and Robert H. Chenhall. "Organizational contexts and management accounting systems: an evaluation of contingency frameworks" (1991)
Available at: http://works.bepress.com/ken_moores/12/