The paper "Theorizing Strategy in Management Accounting" is a good example of management coursework. The strategic management accounting is more likely an accepted tool within the literature on what constitutes the contemporary portfolio of management accounting techniques. This occurred despite the enormous study done over the past few years that challenged the existence of Strategic Management Accounting. The strategy was theorized for a couple of reasons; since the authors needed to prove that Strategic Management Accounting existed then, they had to theorize the whole SMA (Cooper, Ezzamel & Qu, 2016).
However, much of the early research on SMA has sought to build on a particular concept of strategy---the concept that these scholars have also aligned ideas of management accounting in SMA. Despite the fact that there are critics in the strategy literature that question the merits of developing a rationalistic, objective tradition which views strategy as essentially a top-down action in which practice flows from strategic policy-based strategy (Tsoukas, 2016). An alternative perspective has recognized that strategy has indeed developed other ways, say new, for instance, the SAP (Strategy-as-practice), whose approach is based on concrete and situated activities.
Additionally, the SAP comrades decenter the reoccupation on the organization of traditional strategic management. The researchers also focused on what strategy does in an organization, hence the need for theorizing the whole SMA (Lukka & Vinnari, 2014). This is a position that can be seen as an arrangement of administration that works: at a large scale level of national and universal society, country and economy; at the smaller scale level of association; and pervades the individual level where bookkeeping constitutes both guidelines and assets for activity.
It envelops a monetary measurement (figuring of the creation, dissemination and utilization of significant worth), a political measurement (control and responsibility), and an ideological measurement (types of bookkeeping reflexivity. This was also done to facilitate the study of the Strategy -as- practice. In the study of Strategy as practice, there is a caution against focus about what is described (especially when it comes to what is described by the top management) as strategic and instead advocate the study of the practices and rituals by which strategic behavior is determined (Lukka & Vinnari, 2014).
Observation of the capacity for change might be needed in this, and also the significance of silent voices and omissions potentially. In the strategies, there are important facets of practice they include; symbols, artefacts, and language. There is also space for multiple actors to perform up to and including middle managers who are seen as operational rather than strategic traditionally, in this strategy (Messner, 2016). Theorizing the strategy, therefore, adds to our knowledge of the potential for Strategy Management Accounting, it also improves the effectiveness of different configurational archetypes of strategy.
Also, the strategy is theorized as it challenges conventional SMA thinking from the perspective of strategy-as-practice (Lukka & Vinnari, 2014). Critically analyze the research design that is used in the study and if it is adequate. In the paper, research is done in a different setting, the West End Musicals. Which is a perfect example of a cultural and experience-based good? This study focuses on two cities and the experiences of musical theatre in the cities (Messner, 2016). On the research methodology, the author succinctly provides a thesis statement for the research identifying gaps in previous studies.
From the onset, the study uses the methodology to give readers an overview of how it is going to build on strategic management accounting and the tools that will be required in accomplishing the task. Importantly, the research uses the methodology to introduce to its readers existing strategic management accounting-based methods that if adopted will provide another level of innovative strategic management accounting.
Cooper, D. J., Ezzamel, M., & Qu, S. (2016). Popularizing a management accounting idea: The case of the balanced scorecard.
Lukka, K., & Vinnari, E. (2014). Domain theory and method theory in management accounting research. Accounting, Auditing & Accountability Journal, 27(8), 1308-1338.
Messner, M. (2016). Does industry matter? How industry context shapes management accounting practice. Management Accounting Research, 31, 103-111.
Schaltegger, S., Hansen, E. G., & Lüdeke-Freund, F. (2016). Business models for sustainability: Origins, present research, and future avenues.
Tsoukas, H. (2016). Don't simplify, complexify: from disjunctive to conjunctive theorizing in organization and management studies. Journal of Management Studies.