Information of Managerial Accounting for New Product Development
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Published:
Jul 7, 2018
Keywords:
Accounting information, Managerial accounting, New product development
Main Article Content
Abstract
New product development (NPD) is a key process for corporate in performance. This process consists of five steps: strategic planning for new products, concept generation, concept evaluation, product development, and commercialization. Information of managerial accounting is necessary for financial planning, cost control and performance evaluation in NPD process such as budgeting, risk and return evaluation, revenue and cost data, cash flow forecast, and profitability analysis, etc. Accountants can support the information for business opportunities assessment or unprofitable production avoidance. Therefore, cross-functional working between accountants and NPD team will allow them to share and communicate of accounting information in NPD process.
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How to Cite
แก้วกล้า ด., & กาปัญญา ด. (2018). Information of Managerial Accounting for New Product Development. Journal of Management Science, Ubon Ratchathani University, 7(13), 76–87. retrieved from https://so03.tci-thaijo.org/index.php/jms_ubu/article/view/133268
Section
บทความวิชาการ (Review Article)
All articles published in the Journal of Management Science, Ubon Ratchathani University are copyrighted by the journal. The views and opinions expressed in each article are those of the authors and do not necessarily reflect the views of the Faculty of Management Science, Ubon Ratchathani University. The authors are solely responsible for the content of their articles.
References
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Davila, A. and Wouters, M. (2004). Designing cost-competitive technology products through cost management. Accounting Horizons, 18 (1), 13-26.
Emsley, D., Nevicky, B. and Harrison, G. (2006). Effect of cognitive style and professional development on the initiation of radical and non-radical management accounting innovations. Accounting and Finance, 46, 243-264.
Ferrante, C.J. (2006). Innovative sharing: shared accounting information as a facilitator of trust and performance. Journal of Engineering and Technology Management, 23, 54-63.
Gosselin, M. (1997). The effect of strategy and organizational structure on the adoption and implementation of activity based accounting. Accounting, Organizations and Society, 22 (2), 105-122.
Hertenstein, J. H., and Platt, M. B., (1998). Why product development teams need management accountants. Management Accounting: Official Magazine of Institute of Management Accountants. 79 (10).
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Hope, J. and Fraser, R. (1999). Beyond budgeting: Building a new management model for the information age. Management Accounting, (December), 20-23.
Hughes, P. and Pierce, B. (2006). The accountant’s contribution to new product development. The Irish Accounting Review, 13 (1), 47-68.
Jorgensen, B. and Messner, M. (2009). Accounting and strategizing: A case study from new product development. Accounting, Organizations and Society, 35, 184-204.
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Odgers, J.F. (1988). Accounting for technological innovation: an overview. Technovation, 7, 117-129.
Rabino, S. (2001). The accountant’s contribution to product development teams- a case study. Journal of Engineering and Technology Management, 18, 73-90.
Sandino, T. (2007) Introducing the first management control systems: evidence from the retail sector. The Accounting Review, 82(1), 265-293.
Smith, M. (2008). The diffusion of technological and management accounting innovation: Malaysian evidence. Asian Review of Accounting, 16 (3), 197-218.
Veeken, H. and Woueters. M. (2002). Using accounting information systems by operation managers in a project company. Management Accounting Research, 13, 345-370.
Abernethy, M.A. and Bouwens, J. (2005). Determinants of accounting innovation implementation. ABACUS, 41 (3), 217-240.
Ballou, B. and Heitger, D.L. (2008). Kofenya: The role of accounting information in managing the risk of a new business. Issues in Accounting Education, 23 (2), 211-228.
Bisbe, J. and Otley, D. (2004). The effects of the interactive use of management control systems on product innovation. Accounting, Organizations and Society, 29, 709-737.
Bourguignon, A. (2005). Management accounting and value creation: the profit and loss of reification. Critical Perspective on Accounting. 16. 353-389.
Buyukozkan, G and Feyzioglu, O. (2004). A fuzzy-logic based decision making approached for new product development. International Journal of Production Economics, 90 (1), 27-45.
Chenhall, R. and Langfield-Smith, K. (1999). Innovation in management accounting. Australian CPA, 69 (8), 76-78.
Chua, W. F. (2007). Accounting, measuring, reporting and strategizing re-using verbs: A review essay. Accounting, Organizations and Society, 32, 484-494.
Cooper, R.G., Crawford, M. and Benedetto, A.D. (2001). New products management, Seventh Edition. New York: McGraw-Hill.
Crawford, M. and Di Beneditto, A. (2003). New product management, Seventh Edition. New York: McGraw-Hill.
Davila, T. (2000). An empirical study on the drivers of management control systems’ design in new product development. Accounting, Organizations and Society, 25, 383-409.
Davila, A., Foster, G. and Oyon, D. (2009). Accounting and control, entrepreneurship and innovation: Venturing into new research opportunities. European Accounting Review, 18 (2), 281-311.
Davila, A. and Wouters, M. (2004). Designing cost-competitive technology products through cost management. Accounting Horizons, 18 (1), 13-26.
Emsley, D., Nevicky, B. and Harrison, G. (2006). Effect of cognitive style and professional development on the initiation of radical and non-radical management accounting innovations. Accounting and Finance, 46, 243-264.
Ferrante, C.J. (2006). Innovative sharing: shared accounting information as a facilitator of trust and performance. Journal of Engineering and Technology Management, 23, 54-63.
Gosselin, M. (1997). The effect of strategy and organizational structure on the adoption and implementation of activity based accounting. Accounting, Organizations and Society, 22 (2), 105-122.
Hertenstein, J. H., and Platt, M. B., (1998). Why product development teams need management accountants. Management Accounting: Official Magazine of Institute of Management Accountants. 79 (10).
Hertenstein, J. H. and Platt, M. B. (2000). Performance measures and management control in new product development. Accounting Horizons, 14(3), 303-323.
Hope, J. and Fraser, R. (1999). Beyond budgeting: Building a new management model for the information age. Management Accounting, (December), 20-23.
Hughes, P. and Pierce, B. (2006). The accountant’s contribution to new product development. The Irish Accounting Review, 13 (1), 47-68.
Jorgensen, B. and Messner, M. (2009). Accounting and strategizing: A case study from new product development. Accounting, Organizations and Society, 35, 184-204.
Kotler, P. and Keller, K.L. (2006). Marketing management, Twelfth Edition. New Jersey: Pearson Education.
Lev, B. (2000). New accounting for the new economy. Retrieved from www.cs.trinity.edu.
Odgers, J.F. (1988). Accounting for technological innovation: an overview. Technovation, 7, 117-129.
Rabino, S. (2001). The accountant’s contribution to product development teams- a case study. Journal of Engineering and Technology Management, 18, 73-90.
Sandino, T. (2007) Introducing the first management control systems: evidence from the retail sector. The Accounting Review, 82(1), 265-293.
Smith, M. (2008). The diffusion of technological and management accounting innovation: Malaysian evidence. Asian Review of Accounting, 16 (3), 197-218.
Veeken, H. and Woueters. M. (2002). Using accounting information systems by operation managers in a project company. Management Accounting Research, 13, 345-370.
