China CaseTight global competition forces companies to search for cost cuttings in all functions, including support functions. The call for better decision and control support (directly value adding) together with cost effective processes has led to outsourcing and the establishment of shared service centers; to more efļ¬cient, especially cost efļ¬cient, accounting processes in general. It is a fact that IT can help in realizing such objectives. Another question though is, does this also mean reduced decision times and more effective decision-making?
Data warehouse technology and the rapidly increased supply of analytical package software (Data Warehousing, OnLine Analytical Processing, OLAP; Data Mining; Business Intelligence Portals; see Berson and Smith, 1997; Thomsen, 2002) have empowered many enhancements in multidimensional analytical power and the efļ¬ciency of accounting processes, but obviously only to a limited extent.
While it seems to be widely acknowledged that IT plays an important role (and increasingly so) in the ļ¬eld of accounting, the relationships between IT and accounting, especially as regards management accounting and control, has been studied relatively little, although the number of studies in theļ¬eld seems to be increasing. The bold claims in professional publications (see Efendi et al., 2006) that IT development has had the single most dramatic impact among various drivers as accounting has been transformed into a knowledge services profession (see the recent literature on the changing role of management accountants, e.g. Byrne and Pierce, 2007) have in general been poorly reļ¬ected in recent accounting research.
1
Moreover, the increase in the frequency with which IT has led its role in accounting is quite remarkable. It is estimated that between 2007 and 2012, by comparison, the number of accounting firms employing IT staff rose by more than 50%. Thus, it is clear that IT has taken upon it all along.
2
The number of IT workforces in 2015 stands at 9,600, to be exact.
3
In the first half (2011ā2014), nearly 800,000 new IT jobs will be created. More than 11,500 additional IT positions over that period will come within the last ten years.
4
That this represents a large number of IT jobs, including about 800 in 2016, is confirmed with the following table
In 2016, over 900,000 new accountants and accountants will replace the current 1,000.
5
There are few, if any, statistics that quantify how important IT technology has been for the creation and performance of accounting processes. Certainly, accounting as a whole is, in some ways, a more challenging and difficult fieldā¦
The role of IT in management-management relations can arise either through the acquisition of information about the processes, processes and management structures of these systems, or through the procurement of, or management through, the transfer of information through, or an exchange of information with, IT. A common misconception is that the best way in which an organization or institution manages its IT services and to better manage it, has to be through the acquisition of information. The process of acquisition of information refers to the acquisition and exchange of information in order to assist the organization or institution in the management of any system. IT is the acquisition and exchange of information for the benefit of the process by which it operates in order to improve the efficiency of the system and enable its performance, to more appropriately manage and protect its resources, or to prevent unnecessary or unexpected use of its resources due to lack of or inadequate management of information. The acquisition of information through the procurement of additional resources (such as information about the systems, processes and management structures, or information about the information in the database) can be achieved through a combination of the acquisition of information about the systems, processes and management structures, or information about the information in the DB2 database (see Efendi et al., 2006 and Maud, 2010). Since information is a powerful, distributed resource, the acquisition of information through the procurement of additional resources has to be coordinated with the acquisition of information about the processes, processes and management structures, especially that of IT. IT may also be used in the procurement of additional resources when an organization or institution is unable or refuses to offer IT services. A variety of approaches to procurement and transfer are discussed in
The notion of a critical role of IT in management-management relations is not new and is widely accepted although it has since been expanded to include, for example, financial management, accounting and control of insurance policies, the accounting of mortgage loan securiteurs, business management, and accounting activities (Sammel, 1991; Sammel, 1996; Sammel and O’Connor, 1999). Furthermore, there has been a growing awareness that there are significant roles of IT in managing accounting, accounting management, risk management, and risk assessment (Dreyer et al., 2012), and that IT processes are a major part of how systems approach decisions on their systems (Dreyer et al., 2012). It has been assumed that IT is a key driver to operational system performance and management, not just in the organization. Nevertheless, many organizations and institutions are trying the different models and perspectives of different IT stakeholders to understand how they are to work together in a complex multiāfaceted management process, and whether IT, at all, plays any significant role in the decision-making process of such complex organizations in order to provide the best outcome for the welfare and security of the system, rather than the individual.
The role of IT in management-management relations can arise either through the acquisition of information about the processes, processes and management structures of these systems, or through the procurement of, or management through, the transfer of information through, or an exchange of information with, IT. A common misconception is that the best way in which an organization or institution manages its IT services and to better manage it, has to be through the acquisition of information. The process of acquisition of information refers to the acquisition and exchange of information in order to assist the organization or institution in the management of any system. IT is the acquisition and exchange of information for the benefit of the process by which it operates in order to improve the efficiency of the system and enable its performance, to more appropriately manage and protect its resources, or to prevent unnecessary or unexpected use of its resources due to lack of or inadequate management of information. The acquisition of information through the procurement of additional resources (such as information about the systems, processes and management structures, or information about the information in the database) can be achieved through a combination of the acquisition of information about the systems, processes and management structures, or information about the information in the DB2 database (see Efendi et al., 2006 and Maud, 2010). Since information is a powerful, distributed resource, the acquisition of information through the procurement of additional resources has to be coordinated with the acquisition of information about the processes, processes and management structures, especially that of IT. IT may also be used in the procurement of additional resources when an organization or institution is unable or refuses to offer IT services. A variety of approaches to procurement and transfer are discussed in
The notion of a critical role of IT in management-management relations is not new and is widely accepted although it has since been expanded to include, for example, financial management, accounting and control of insurance policies, the accounting of mortgage loan securiteurs, business management, and accounting activities (Sammel, 1991; Sammel, 1996; Sammel and O’Connor, 1999). Furthermore, there has been a growing awareness that there are significant roles of IT in managing accounting, accounting management, risk management, and risk assessment (Dreyer et al., 2012), and that IT processes are a major part of how systems approach decisions on their systems (Dreyer et al., 2012). It has been assumed that IT is a key driver to operational system performance and management, not just in the organization. Nevertheless, many organizations and institutions are trying the different models and perspectives of different IT stakeholders to understand how they are to work together in a complex multiāfaceted management process, and whether IT, at all, plays any significant role in the decision-making process of such complex organizations in order to provide the best outcome for the welfare and security of the system, rather than the individual.
The role of IT in management-management relations can arise either through the acquisition of information about the processes, processes and management structures of these systems, or through the procurement of, or management through, the transfer of information through, or an exchange of information with, IT. A common misconception is that the best way in which an organization or institution manages its IT services and to better manage it, has to be through the acquisition of information. The process of acquisition of information refers to the acquisition and exchange of information in order to assist the organization or institution in the management of any system. IT is the acquisition and exchange of information for the benefit of the process by which it operates in order to improve the efficiency of the system and enable its performance, to more appropriately manage and protect its resources, or to prevent unnecessary or unexpected use of its resources due to lack of or inadequate management of information. The acquisition of information through the procurement of additional resources (such as information about the systems, processes and management structures, or information about the information in the database) can be achieved through a combination of the acquisition of information about the systems, processes and management structures, or information about the information in the DB2 database (see Efendi et al., 2006 and Maud, 2010). Since information is a powerful, distributed resource, the acquisition of information through the procurement of additional resources has to be coordinated with the acquisition of information about the processes, processes and management structures, especially that of IT. IT may also be used in the procurement of additional resources when an organization or institution is unable or refuses to offer IT services. A variety of approaches to procurement and transfer are discussed in
The notion of a critical role of IT in management-management relations is not new and is widely accepted although it has since been expanded to include, for example, financial management, accounting and control of insurance policies, the accounting of mortgage loan securiteurs, business management, and accounting activities (Sammel, 1991; Sammel, 1996; Sammel and O’Connor, 1999). Furthermore, there has been a growing awareness that there are significant roles of IT in managing accounting, accounting management, risk management, and risk assessment (Dreyer et al., 2012), and that IT processes are a major part of how systems approach decisions on their systems (Dreyer et al., 2012). It has been assumed that IT is a key driver to operational system performance and management, not just in the organization. Nevertheless, many organizations and institutions are trying the different models and perspectives of different IT stakeholders to understand how they are to work together in a complex multiāfaceted management process, and whether IT, at all, plays any significant role in the decision-making process of such complex organizations in order to provide the best outcome for the welfare and security of the system, rather than the individual.
The role of IT in management-management relations can arise either through the acquisition of information about the processes, processes and management structures of these systems, or through the procurement of, or management through, the transfer of information through, or an exchange of information with, IT. A common misconception is that the best way in which an organization or institution manages its IT services and to better manage it, has to be through the acquisition of information. The process of acquisition of information refers to the acquisition and exchange of information in order to assist the organization or institution in the management of any system. IT is the acquisition and exchange of information for the benefit of the process by which it operates in order to improve the efficiency of the system and enable its performance, to more appropriately manage and protect its resources, or to prevent unnecessary or unexpected use of its resources due to lack of or inadequate management of information. The acquisition of information through the procurement of additional resources (such as information about the systems, processes and management structures, or information about the information in the database) can be achieved through a combination of the acquisition of information about the systems, processes and management structures, or information about the information in the DB2 database (see Efendi et al., 2006 and Maud, 2010). Since information is a powerful, distributed resource, the acquisition of information through the procurement of additional resources has to be coordinated with the acquisition of information about the processes, processes and management structures, especially that of IT. IT may also be used in the procurement of additional resources when an organization or institution is unable or refuses to offer IT services. A variety of approaches to procurement and transfer are discussed in
Tight global competition forces companies to search for cost cuttings in all functions, including support functions. The call for better decision and control support (directly value adding) together with cost effective processes has led to outsourcing and the establishment of shared service centers; to more efļ¬cient, especially cost efļ¬cient, accounting processes in general. It is a fact that IT can help in realizing such objectives. Another question though is, does this also mean reduced decision times and more effective decision-making?
Data warehouse technology and the rapidly increased supply of analytical package software (Data Warehousing, OnLine Analytical Processing, OLAP; Data Mining; Business Intelligence Portals; see Berson and Smith, 1997; Thomsen, 2002) have empowered many enhancements in multidimensional analytical power and the efļ¬ciency of accounting processes, but obviously only to a limited extent.
While it seems to be widely acknowledged that IT plays an important role (and increasingly so) in the ļ¬eld of accounting, the relationships between IT and accounting, especially as regards management accounting and control, has been studied relatively little, although the number of studies in theļ¬eld seems to be increasing. The bold claims in professional
