The New Zealand (NZ) Government began its public sector reforms in 1984. The purposes of the reforms were to build a more open public sector, a plainer and clearer way of reporting, emphasising accountability and transparency (Wallace, 1993). A central focus of the reforms was to change the...

Uncertainty is the core variable in any contingency theoretical framework (Chapman, 1997; Donaldson, 2001). Many reviews however have claimed that the accounting literature lacks a comprehensive framework for analysis of the relationship between uncertainty and MCS (Otley, 1980; Dent, 1990; Chapman, 1997;...

Uncertainty is the core variable in any contingency theoretical framework (Chapman, 1997; Donaldson, 2001). Many reviews however have claimed that the accounting literature lacks a comprehensive framework for analysis of the relationship between uncertainty and MCS (Otley, 1980; Dent, 1990; Chapman, 1997;...

In 2007 the New Zealand government in principle adopted the implementation of a cap and trade emissions trading scheme (ETS) in the energy sector from 2010. The objective of this paper is to develop a risk-focused performance management system (PMS) planning framework for organisations...

Risk management, risk determination and risk assessment have historically been dealt with explicitly in accounting, and accounting related fields of study in the areas of financial accounting, finance and audit areas. However, in management accounting, risk management has predominantly been an...

It could be argued that, without humans there is no organisation. Until now, and into the foreseeable future, machines will still require humans to design them and to switch them on. The conditions portrayed in the movie trilogy the Matrix have yet to come to fruition. Traditionally, while...

In prior chapters, a phrase something like 'without customers there is no business and no organisation' has been regularly stated in a range of forms. Oddly, the significance of this phrase is not greatly reflected in either management accounting or marketing texts and the teaching of these...

Throughout this book, different aspects of organisational value have been examined. In Chapter 2, the notion of a strategy based value chain (SBVC) was introduced as represented in Figure 11.1. In Chapter 3, which examines organisational decision making, some of the significant external business...

We hear how firms have to become lean, eliminate non-value added activities and strive to maximise asset utilisation, but there are inevitably firms with excess capacity that need relevant information to manage the cost of the under utilisation of resources. In this paper we question whether...