Accounting Control Systems, Open Innovation and Sustainable Competitive Advantage

Abstract

The purpose of the study is to study whether management accounting and control systems (MACS) and intellectual capital (IC) reflect the sustainability competitive advantage (SCA) of the companies concerned. Where a greater focus on open innovation occurs, it may require a different emphasis on management accounting practices compared to companies where they do not feature strongly. It is assumed to be important that management recognise and act on this in order to improve firms’ sustainability competitive advantage. This study is expected to show that the level of open innovation (OI), as expected to be a major source of corporate competitive advantage, influences the practice of management accounting and control systems and intellectual capital. Whilst the literatures place considerable attention on (close) innovation purposes, far less attention has been given so far to the implications of open innovation for managerial accounting practice. This research addresses this omission. The methodology of this study is a literature review.


 


 


Keywords: open innovation, management accounting and control systems, intellectual capital, sustainable competitive advantage, pharmaceutical company.

References
[1] Atkinson, A.A., Banker, R.D., Kaplan, R.S. and Young, S.M. (1995), Management Accounting, Prentice-Hall, Englewood Cliffs, NJ.


[2] Barney. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17, 1-120.


[3] Bisbe J, Otley D. (2004). The effects of the interactive use of management control systems on product innovation. Accounting, Organizations and Society


[4] Bontis N, Keow WCC, Richardson S. (2000). Intellectual capital and business performance in Malaysians industries. J. Intell. Capital, 1, 1, 85 - 100.


[5] Brooking, A. (1996). Intellectual Capital: Core Assets for the Third Millennium Enterprise Thomson Business Press, London, United Kingdom.


[6] Chenhall, R. H. (2003). Management control systems design within its organizational context: findings from contingency-based research and directions for the future. Accounting, Organizations & Society, 28, 27-168.


[7] 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.


[8] Edvinsson, L. and M. Malone. (1997). Intellectual Capital: Realizing Your Company’s True Value by Finding Its Hidden Brainpower. HarperCollins, New York, NY.


[9] Flamholtz, E. G., Das, T. K. & Tsui, A. (1985). Toward an integrative framework of organizational control. Accounting, Organizations and Society, 10, 35–50.


[10] Foon, Low Swee. (2009). Capabilities Differentials as sources of sustainable competitive advantage. International Journal of Business and Society, 10, 2, 20 – 38.


[11] Henri J-F. (2006a). Management control systems and strategy: A resource-based perspective. Accounting, Organizations and Society, 31, 529-558


[12] Langfield-Smith K. (1997). Management control systems and strategy: a critical view. Accounting, Organizations and Society, 22, 2, 207-232


[13] Malmi, T. and Brown, D. A. 2008. Management control systems as a packageOpportunities, challenges and research directions. Management Accounting Research, 19, 287–300


[14] Marr, B. and Chatzkel, J. (2004). Intellectual capital at the crossroads: managing, measuring and reporting of IC. Journal of Intellectual Capital, 5, 2, 224-9.


[15] Otley D. (1999). Performance management: a framework for management control systems research. Management Accounting Research, 10, 4, 363-382


[16] Simons, R. (1995). Levers of Control: How Managers Use Innovative Control Systems to Drive Strategic Renewal. Boston: Harvard Business School Press.


[17] Sveiby, K.E. (2001). A knowledge-based theory of the firm to guide in strategy formulation. Journal of Intellectual Capital, Vol. 2 No. 4.


[18] Wernerfelt, B. (1984). A Resource-Based View of the Firm. Strategic Management Journal, 5, 171-180.