Description
Title: A Case Study from China of Strategic Management Accounting in Small and Medium Sized Businesses in Emerging Markets
Abstract: Small and medium-sized businesses (SMEs) have unique issues that they have to deal with and are becoming more and more important to the development of the global economy (such as resources and strategic choice). SMA techniques can assist SMEs in rationally allocating their scarce resources and integrating internal and external data to support managers in making strategic decisions. However, the SMA is currently being applied in practice to SMEs, particularly in developing nations. The purpose of this study is to examine how much SMA is utilized by SMEs in developing nations. Five managers and two employees from M company were interviewed for this article’s data, which was gathered using the qualitative research methodology. The results showed that: (1) The senior managers of SMEs do not understand accounting or give it enough attention, and the role of SMA is even worse; (2) Chief financial officers learn about SMA but are unable to fully incorporate it into their strategic decision-making. (3) SMEs have realized that while emphasizing and establishing enterprise culture is crucial for a company to achieve its strategic goals, doing so is far from sufficient. (4) SME general managers consider the operating division to be the company’s core, and they contend that all resources should be allocated in accordance with their requirements.
Keywords: strategic management accounting (SMA); small and medium-sized enterprises (SMEs); case study; China
Paper Quality: SCOPUS / Web of Science Level Research Paper
Subject: Economics
Writer Experience: 20+ Years
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