Value Creation in Management Accounting and Strategic Management

Satoshi Sugahara is Professor of Accounting at Kwansei Gakuin University (KGU), Japan. His primary research interests are financial accounting in Small and Medium-sized Entities (SMEs) and global implementations of practices and standards for accounting education.Nabyla Daidj is Associate Professor of Strategy at Telecom Business School, France. Her current research focuses on the evolution of business models and the value creation strategy of IT companies since 2010 in a context of digital transformation.Sumitaka Ushio is Associate Professor of Management Accounting at Chuo University, Japan. His primary research interest is management accounting to enforce organizational learning. He has also published academic papers relating to accounting education based on active learning methods.

• Introduction ixPart 1 The Evolution of the Concept of Value Creation in Accounting and Strategy (At a Theoretical Level) 1Chapter 1 Value Creation: A Polysemic Concept 31.1 Introduction 31.2 The economic concept of value 31.2.1 Back to the basics 31.2.2 The concept of value explained by IO scholars 51.3 The value concept in strategic management: the evolution of strategic thought of Michael Porter 111.3.1 The first stage: the economical background of Porter 121.3.2 The second phase: a shift toward strategic management (1980–2000) 131.3.3 The third phase: the role of geographic location (the 2000s), clusters and nations 171.3.4 The fourth phase: from the end of the 2000s to the beginning of the 2010s 181.4 From value creation to cocreation of value 191.5 Conclusion 21Chapter 2 Strategy and Management Accounting: Theoretical Background 232.1 Defining “strategy” 232.2 The “prescriptive view” and “postscriptive view” of strategy 252.2.1 The prescriptive view of strategy 252.2.2 The postscriptive view of strategy 262.3 The role of accounting in strategic management 282.3.1 Transmitting a prescriptive strategy within an organization 282.3.2 Fostering organizational learning as a postscriptive strategy 322.4 Making an organization literate about strategy 34Part 2 The Linkages between Accounting and Strategy Practices in Various Environments 37Chapter 3 Management Accounting Practices as Organizational Learning: Continuous Value Creation in a Japanese Company 393.1 Introduction 393.2 Literature review 413.3 Methodological issues 443.4 Research design 463.5 Case description: ubiquitous management accounting practices at Kyocera 473.5.1 Organizational structure and accounting responsibility 473.5.2 Penetrating the Kyocera philosophy 493.5.3 Budgeting processes based on Plans 523.5.4 Fractal organizational learning through the budgeting process 553.6 Discussions and conclusions: management accounting as an education system 58Chapter 4 New Ways to Create Value Integrating Strategic and Accounting Issues in a New Context of Digital Transformation: French Perspectives 614.1 Introduction 614.2 The evolution of value chain and business model 624.2.1 The extended notion of value chain 624.2.2 Business model and value creation 654.2.3 Linking business models to other management tools (the balance scorecard) 704.3 The digitization and the evolution of accounting practices: French perspectives 714.3.1 From digitization to digital transformation 714.3.2 Uber, uberization and digitization 734.3.3 What digital transformation of accounting activities? 764.3.4 From big data to advisory services 784.4 Conclusion 78Part 3 The Notion of Value Creation in the Context of Japanese SMEs 81Chapter 5 Value Creation from Voluntary Disclosure by Small-and Medium-Sized Entities 835.1 Introduction 835.2 SME accounting scheme in Japan 855.2.1 Accounting Standard Board of Japan Guidelines for SMEs (ASBJ Guidelines) 855.2.2 General Accounting Standards for SMEs (General standards) 855.2.3 Accounting Rules of Corporate Tax Act (Tax Accounting Standard) 865.2.4 The International Financial Reporting Standards for SMEs (IFRS for SMEs) 865.2.5. Japanese Generally Accepted Accounting Principles (J-GAAP). 865.3 Theoretical foundations 865.4 Literature review 885.5 Association between SMEs’ voluntary disclosure and value creation 925.6 Summary 93Chapter 6 SMEs’ Value from Voluntary Disclosure: Deductive Quantitative Approach 956.1 Introduction 956.2 Research design 986.2.1 Participants 986.2.2 Questionnaire development 986.2.3 Descriptive statistics 996.3 Results 1026.4 Interpretation and discussion 1076.4.1 CPTAs’ perceptions of ASBJ Guidelines 1076.4.2 CPTAs’ perceived values of ASBJ Guidelines 1096.4.3 CPTAs’ perceived values of General Standards 1106.4.4 Differences in value between ASBJ Guidelines and General Standards 1116.5 Conclusion 112Chapter 7 SMEs’ Value from Voluntary Disclosure: Inductive Qualitative Approach 1157.1 Introduction 1157.2 Research design 1167.2.1 Participants 1167.2.2 Data analysis 1197.2.3 Quality check 1197.3 Results 1197.3.1 Accounting competencies 1207.3.2 Financing needs 1267.3.3 SMEs’ management goals 1307.4 Discussion and interpretation 1357.4.1 Trading off between expertise and autonomy 1367.4.2 Cloud accounting for value creation 1367.4.3 Accrual versus tax accounting 1377.4.4 Checklist scheme 1387.4.5 Growth intentions versus preserving status quo 1387.5 Conclusion 140Bibliography 143Index 163