Strategic management accounting in the Republic of Serbia

Figures & data

Table 1. Wilson and Chua (1993) tabulate 10 key differences between MA and SMA.

	Traditional MA	Strategic MA
1	Historical	Prospective
2	Single entity	Relative
3	Introspective	Outward looking
4	Manufacturing focus	Competitive focus
5	Existing activities	Possibilities
6	Reactive	Proactive
7	Programmed	Un-programmed
8	Data orientation	Information oriented
9	Based on existing systems	Unconstrained by existing systems
10	Built on conventions	Ignores conventions

MA = management accounting.

Source: Wilson and Chua (1993).

Table 2. The ranks of relevance and timeliness in companies according to strategic management accounting implementation.

	SMA	N	Mean Rank	Sum of Ranks
	0	19	15,64	297,16
Relevance	1	40	37,79	1511,60
	Total	59
	0	17	14,67	249,39
Timeliness	1	38	36,14	1373,32
	Total	55

N – Number of respondents.

Source: Authors.

Table 3. Mann-Whitney test statistics.

Test	Relevance	Timeliness
Mann-Whitney U (a)	108,50	98,26
Wilcoxon W	297,16	249,39
Z	−3,666	−2,609

Source: Authors.

Table 4. The mean value of the effects of management accounting instruments usage.

SMA		Cost reduction	Cost control
	Mean	2.89	3.16
0	N	19	19
	Std. Deviation	0.809	0.633
	Mean	3.60	4.13
1	N	15	16
	Std. Deviation	0.507	0.342
	Mean	4.24	4.42
2	N	25	24
	Std. Deviation	0.436	0.504
	Mean	3.644	3.949
Total	N	59	59
	Std. Deviation	0.826	0.729

Source: Authors.

Table 5. Financial statement indicators analyses.

Indicators/Companies	Using SMA techniques	Not using SMA techniques
Material Costs/Total Costs	43.39%	58.94%
Fuel Energy Costs/Total Costs	1.84%	3.27%
Product Services Costs/Total Costs	19.18%	21.28%
Wages Costs/Total Costs	9.10%	7.72%
Business Profit/Total Income	15.60%	13.31%

SMA – Strategic Management Accounting.

Source: Authors.

Wilson, R. M. S., & Chua, W. F. (1993). Managerial accounting: Method and meaning (Edited by Richard M. S. Wilson). London: Chapman & Hall.

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