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Wongjinda, C., Ussahawanitichakit, P., & Janjarasjit, S. (2015). Investigating the Relationship between Managerial Accounting Control Orientation and Organizational Outcomes: A Conceptual Framework. Allied Academies International Conference: Proceedings Of The Academy Of Accounting & Financial Studies (AAFS), 20(2), 205-217

Proceedings of the Academy of Accounting and Financial Studies Volume 20, Number 2 INVESTIGATING THE RELATIONSHIP BETWEEN MANAGERIAL ACCOUNTING CONTROL ORIENTATION AND ORGANIZATIONAL OUTCOMES: A CONCEPTUAL FRAMEWORK Chawiang Wongjinda, Mahasarakham University Phaprukbaramee Ussahawanitichakit, Mahasarakham University Suparak Janjarasjit, Mahasarakham University ABSTRACT Managerial accounting control orientation plays a crucial role in improving competitive advantage and performance of the organization. Most prior research emphasis is on managerial accounting practice for use as a tool for operation management and control, but it is unclear on capability and function of managerial accounting that may link to operational controlling. The dimensions of managerial accounting control orientation include goal achievement setting, target costing utilization, value chain application, cost allocation determination, and budgeting participation implementation. These dimensions will enable the organization to have outstanding operational proficiency, excellent cost management, superior information usefulness, decisionmaking value, resource management effectiveness, and performance. Moreover, future research suggests find to antecedents, moderators, and control variables that can be related to managerial accounting control orientation and organizational outcomes for a model-fit by the literature review. This conceptual paper can develop a proposition for a hypothesis by developing the concept as a subjective questionnaire instrument. A questionnaire can use keywords in the definition for a subjective measurement in collecting data from the sample. The sample should be highly flexible in the manufacturing business and have extreme competitive pressure. Furthermore, the relationship among antecedents, consequents, moderators, and control variables of managerial accounting control orientation needs a theory to explain the phenomenon in the future research. Thus, this conceptual paper will discuss the relationships between managerial accounting control orientation and organizational outcomes. INTRODUCTION Manufacturing firms are confronted with a changing economic environment and competitive pressure. It causes these firms to adapt and find tools for controlling operations in accordance with their goal and objectives. Traditional research studies have been focusing on financial accounting information usage for controlling operational activities, but the information is insufficient (Moilanen, 2008). In addition, Ittner & Larcker (1995) propose that managers apply managerial accounting information in short-term and long-term goals to improve firm's performance. Managerial accounting function usefulness is an important tool for managers who use planning, controlling, and decision-making to enhance firm performance. It ensures that managers apply broad managerial accounting processes to improve the efficiency and effectiveness of the operation (Chenhall & Smith, 2009). This is because managerial accounting information is richer than financial accounting (Wiersma, 2008). At this point, managers should use the skills, capabilities, and knowledge of the managerial accounting process, as well be 205 Proceedings of the Academy of Accounting and Financial Studies Volume 20, Number 2 aware of the changing business environment for managing the challenges of control by using managerial accounting information (Erben, 2002; Hossan, Sarker, & Afroze, 2012). Prior studies have found managerial accounting practice to be a tool of a firm's managers for operational control, but know little about managerial accounting process capability for operational controls (Duh, Xiao, & Chow, 2009). In addition, it is unclear on capability and function of managerial accounting that may link to operational controlling (Scapens & Bromwich, 2010; Stergion, Ashraf, & Uddin, 2013). Likewise, managerial accounting control orientation depends on the resources and capability of each firm because each firm has different resources, knowledge, and capability. If the firm can apply managerial accounting functions, it will help them achieve their performance and control. Then, for building excellent resource management and performance of the firm, they need to develop the ability to focus on using the ways and means of managerial accounting function for setting up and control of operational activities. Thus, in this paper, one needs to know that managerial accounting control orientation causes firm performance, including outstanding operational proficiency, excellent cost management, and superior information usefulness. These will have an effect on decision-making value and resource management effectiveness, and will drive toward better performance of the firm. The remainder of this conceptual paper is arranged as follows. The first section discusses the managerial accounting control orientation supporting perspectives in the link to it definition. The second section provides a proposition development and the conceptual framework. The last section is a contribution to future research direction and a suggestion for future research. Finally, the paper provides the conclusion of the conceptual framework. MANAGERIAL ACCOUNTING CONTROL ORIENTATION In order to understand managerial accounting control orientation, it is reviewed in the literature. Researchers have defined managerial accounting control. These definitions are integrative managerial accounting processes for utilizing determinant performance evaluation and control criteria in order to enhance the performance of an organization. In this paper, managerial accounting control orientation refers to the ability of firms to implement capability and function of managerial accounting used for operational settings and control of the firms that conform to policy and promote the goals achievement of the firm. The details of the standard definitions are concluded, based on prior research. Below is a summary of the empirical studies of managerial accounting control as presented in Table 1. Table 1 THE SUMMARY OF DEFINITIONS OF MANAGERIAL ACCOUNTING CONTROL AUTHORS DEFINITIONS OF MANAGERIAL ACCOUNTING CONTROL Wickramasinghe & Hopper Ability to implement managerial accounting processes and function such as budgeting practice (2005) to performance assessment and operational control. Adams & Santos (2006) The concerning of the ability of trustees to vote the shares they hold in a fiduciary capacity and information as instruments for managerial evaluation and Euske, Hesford, & Malina The systems and processes of managerial accounting use to ensure workers focus their (2011) attempts to achieving the firm's strategies by controlling in each operation process. Modified by Anthony & Govindarajan (2001). Granlund (2011) Operational control by using managerial accounting techniques in integrated information accounting systems. Fullerton, Kennedy, & Performance evaluation and operational control by utilizing transaction processes that gathers Widener (2013) and aggregate data in a meaningful manner of management accounting methods. 206 Proceedings of the Academy of Accounting and Financial Studies Volume 20, Number 2 CONCEPTUAL FRAMEWORK OF MANAGERIAL ACCOUNTING CONTROL ORIENTATION AND ORGANIZATIONAL OUTCOMES This conceptual paper investigates the relationships among managerial accounting control orientation, outstanding operational proficiency, excellent cost management, superior information usefulness, decision-making value, resource management effectiveness, and performance. Thus, the conceptual framework, linkage, and conceptual models present the relationships among managerial accounting control orientation and organizational outcomes based on the preceding discussion of the literature, as shown by the proposed conceptual framework in Figure 1. Figure 1 A CONCEPTUAL FRAMEWORK OF MANAGERIAL ACCOUNTING CONTROL ORIENTATION AND ORGANIZATIONAL OUTCOMES P1d(+)-P5d(+) Outstanding Operational Proficiency Managerial Accounting Control Orientation - Goal Achievement Setting - Target Costing Utilization - Value Chain Application - Cost Allocation Determination - Budgeting Participation Implementation P1a-c(+) P2a-c(+) P3a-c(+) P4a-c(+) P5a-c(+) P6a-b(+) DecisionMaking Value Excellent Cost Managemen t Superior Information Usefulness P9(+) Firm Performance P7a-b(+) Resource Management Effectiveness P10(+) P8a-b(+) P1e(+)-P5e(+) PROPOSITIONS DEVELOPMENT Goal Achievement Setting An approach to work motivation that integrates beneficial influence with performance is goal-setting. Goal-setting is clear and optimal for working in the organization and can result in better job performance. In addition, if the firm has established a goal achieved by combining a firm's self-set goals and workers' self-set goals, it can use these goals to be a standard of performance for its compliance with all standards and managerial work function usages as the ways and means of performance evaluation, and is an assessment indicator setting for the operational control of the firm (Erez & Kanfer, 1983). Based on the literature review are studies of authors such as O'Connell (1980) who show that the usefulness of group goals and personal 207 Proceedings of the Academy of Accounting and Financial Studies Volume 20, Number 2 goals are correlated with higher performance. Furthermore, Ludwig & Goomas (2009) indicate that goal achievement setting can be used as a real-time performance control tool. It can improve performance, including best cost management and effective resource management. In the above literature review, goal achievement setting is defined as the guidelines and means for goal-setting that is assessable and practicable in order for use of monitoring product activity, costing and actual time used for the manufacturing process. This result can be used for improving an operation's efficiency and effectiveness. In addition, goals achievement-setting is the road to success for the firm, and a powerful process for thinking about turning the vision for the firm's future into reality (Stein, 2012; Smith, 2013). Thus, in this paper, one assumes that goal achievement setting has the potential possibility to positively affect outstanding operational proficiency, excellent cost management, superior information usefulness, decision-making value, and resource management effectiveness. Taking all the above discussion into account, this paper sets fifth the following propositions: P1a-e: Goal achievement setting would be positively related to (a) outstanding operational proficiency, (b) excellent cost management, (c) superior information usefulness, (d) decision-making value, and (e) resource management effectiveness. Target Costing Utilization Target costing emphasizes the consideration of a competitor's cost of the same product line and control of the product price. It compares this result to setting an optimal product price leading to competitive advantage which is from the managerial accounting information and processes of applications. The industries have heterogeneous products, brand, and quality; but these are needed to control prices for maintaining a market position, as well as needing better planning to create suitable profits, leading to firm success and survival by attempting to apply target costing from competitors (Wu et al., 2013). Based on previous research about target costing utilization, target costing is one technique of managerial accounting function that can lead to more information that is useful for a manager's decision-making and target costing, and as costing tools for operational control (Maria, 2012). In this paper, target costing utilization refers to the costing information use of competitors in the market for the firm's operational costing determinants, and driving performance that is consistent with the above information, leading to more operational efficiency. Prior studies such as Ebuk & Balcioglu (2011) demonstrate that target-costing utilization influences cost estimations, and makes correct choices. In addition, a target costing application may be better at an estimated production cost calculated in agreement with appropriate sale price estimation (Man & Fleser, 2008). Thus, this paper's relationship are propositioned as shown below. P2a-e: Target costing utilization would be positively related to (a) outstanding operational proficiency, (b) excellent cost management, (c) superior information usefulness, (d) decision-making value, and (e) resource management effectiveness. Value Chain Application The firm attempts to seek capability to save cost in all activities by managing the cost linkage between key production activities and production supporting activities. This is value chain in managerial accounting techniques for performance measure indicators to control operations leads to goals achievement of the firm. Most industries give importance to the value 208 Proceedings of the Academy of Accounting and Financial Studies Volume 20, Number 2 chain for cost reduction and improving competitive advantage (Bachev, 2014). The characteristics of value chain application is continuous value chain analysis, a focus upon a set of value activities, production cost integration at all stages, and cutting activities that do not add value for the firm (McLarty, 2005). These can enhance the competitive advantage and performance of the firm. Thus, this paper value chain application refers to a firm's operational utilization, and is related to an involvement with activity-setting, which this activity causes an increase of a firm's value and leads to a firm's goal achievement. Based on prior research, author such as Grigore (2013) demonstrate that value chain application has effects on cost management and firm growth. Moreover, value chain application relates to operational management of all stages in the value chain containing technology commercialization, commitment, organization, and growth that must take place (Joglekar & Levesque, 2013). Therefore, this value chain application can improve economic, environmental, and social sustainability in producing countries it affects by effective information and communication in all production activities (Wahl & Bull, 2014). Hence, this paper proposes the following below propositions: P3a-e: Value chain application would be positively related to (a) outstanding operational proficiency, (b) excellent cost management, (c) superior information usefulness, (d) decision-making value, and (e) resource management effectiveness. Cost Allocation Determination Cost allocation setting is an ability of the firm to apply managerial accounting competency in terms of cost allocation. It enables the computation of the cost of a product per unit in the production process of industries and appropriately calculates cost per product or service in each department. In addition, accuracy cost allocation can be used as an instrument for a firm's performance monitoring and profitability evaluation. Stable and fair cost allocation is a difficult and hard-to-solve problem to distribute cost shares among departments (Drechsel & Kimms, 2011), but can closely compute actual production costs in each division. Moreover, cost allocation setting plays a crucial role for decision-makers by building and using facilities or resources management (Chen & Chen, 2013). The main issue in cost allocation determination is to allocate the cost that is affected from joint performance (Costa & Jurado, 2013). It can mend cost management, more information offerings, and operational proficiency. Cost allocation should be interpreted as a fixed cost allocation, whereas the overhead of the repeat-production department should be determined independently of the actual quantity of the units in repeat-production (Toktay & Wei, 2011). Thus, this paper gives a definition of cost allocation determination as the ways and means to cost allocation corresponding with the situation for generating more efficient resources and the costing management of the firm. Cost allocation determination helps to allocate operations and services costs, and enhances the ease of forecasting future operations and services cost. In addition, this cost allocation determination can be used for cost management excellence, information offerings for cost planning, cost forecasting for resource management, building cost efficiency, and a firm's profitability (Gokiene, 2010). Thus, this paper's relationships are proposed as shown below. P4a-e: Cost allocation determination would be positively related to (a) outstanding operational proficiency, (b) excellent cost management, (c) superior information usefulness, (d) decisionmaking value, and (e) resource management effectiveness. 209 Proceedings of the Academy of Accounting and Financial Studies Volume 20, Number 2 Budgeting Participation Implementation Behavioral management accounting research has been interested in participative budgeting study (Agbejule & Saarikoski, 2006). Managerial accounting process has one function which is good budgeting participation. By this, it offers superior information usefulness, enabling decision-making and best resource management. In addition, the function of the budget uses operational control, cost control, and resources control (Stede, 2000). In this paper, budgeting participation implementation refers to the capability of creating, and operates to maximize a firm's goal achievement, leading to a firm's effectiveness from budgeting participation. Budgeting participation improves job performance and firm performance. It provides insight information about a firm's operational objectives, leading to better decisions for optimal alternatives and control (Young, 1985; Taylor, 2009). Likewise, participative budgeting enables participants to perceive of themselves as the firm's target, and it can enhance commitment toward budget achievement and performance increase (Tiller, 1983; Frucot & Shearon, 1991; Kren, 1992). Prior research presents that participatory budgeting is applied around the world. These experiences share a common foundation: determination, consideration, cooperative decisionmaking, administration, controlling, and monitoring (Pinnington, Lerner, & Schugurensky, 2009). In addition, budgeting participation usage can use planning, policy formulation, and decision-making (Sopanah, 2012). Thus, these ideas lead to posit the following propositions: P5a-e: Budgeting participation implementation would be positively related to (a) outstanding operational proficiency, (b) excellent cost management, (c) superior information usefulness, (d) decisionmaking value, and (e) resource management effectiveness. Outstanding Operational Proficiency Outstanding operational proficiency occurs after controlling the operation by using the ability of the firm to apply managerial accounting information usefulness. If the firm has better operational proficiency, it can be a tool to provide information that enhances profitability forecasts and improves the competitive advantage of the firm (Baik et al., 2013). Those are also consistent with Balachandran & Radhakrishnan (1996) who suggest that better operational proficiency is a useful performance for problem-resolving, decision-making, and resource management by managerial accounting implications. Moreover, operational efficiency can manage complex managerial environments by using the value chain application. It can help administrators understand current economic situations leading the firm to build in product differentiation and product quality by using little resources (Banker, Kauffman, & Morey, 1990). Previous research indicates the crucial nature of operational proficiency in terms of managerial accounting. One can conclude, in this paper, that outstanding operational proficiency is defined as the firm's ability to use managerial accounting practice information for providing efficient operations, leading to firm performance and continuously adapting to operational changes. These results of ability can generate accurate decision-making and resource management. In addition, it can help organizations increase problem-solving capability, leading to business excellence, including cost reduction, and timely production (Ion, Catalina, & Georgiana, 2013). Based on the above, the following propositions are postulated: P6a-b: Outstanding operational proficiency would be positively related to (a) decision-making value, and (b) resource management effectiveness. 210 Proceedings of the Academy of Accounting and Financial Studies Volume 20, Number 2 Excellent Cost Management The extreme competitive conditions of the manufacturing business cause the firm to give importance to using the managerial accounting function as a tool for cutting costs and cost management, improving firm performance. Excellent cost management also enables firms to reduce errors in cost allocation. It can help the firm allocate raw materials, labor, appropriate time for each production activity, and superior performance (Elliott et al., 2014; Custer, 2014). Excellent cost management generates acceptance by stakeholders and shareholders based on suitable cost-per-unit, leading to higher performance. This is because it has the special characteristics of cost accuracy allocation and appropriate resources, using evaluation in all activities about the manufacturing process, including value creation for the firm (Ceccagnoli & Jiang, 2013; Fayard et al., 2014). Management accounting function implementation is a tool for operational control, especially target costing utilization related to important techniques in managing the costs of both a product and the overall production process (Zengin & Ada, 2010). This is excellent cost management that is useful for creating value in decision-making, effective resource management for improving performance, and enhancing firm survival (Peng, Li, & Wan, 2012). From the discussion excellent cost management refers to the ability of the firm to perform an assessment from cost accounting and managerial accounting applications for accurate cost allocation (raw material, labor, and actual time used) in each department of the desired firm. It can improve management effectiveness and firm performance. Therefore, this paper's relationships are proposed as shown below: P7a-b: Excellent cost management would be positively related to (a) decision-making value, and (b) resource management effectiveness. Superior Information Usefulness The function of managerial accounting offers information for managers using decisionmaking and resource allocation management to improve performance and efficiency in expected future performance. The above is consistent with Wiersma (2008); Huang & Zhang (2012), who mention that managerial accounting has both relative and incremental information content, because managerial accounting information includes information estimation of future potential for managers who manage economic uncertain conditions. In addition, decision-making and resource allocation must rely on superior information usefulness by integrated forward-looking and backward-looking performance measures (Eierle & Schultze, 2013). Thus, in this paper, superior information usefulness refers to the capability of the firm that can use the function, approach, and process of managerial accounting to apply to the operational control of the firm, and create value and broad-scope information for a manager's decision-making and operational management. Furthermore, more information usefulness builds an ability of the firm to identify future performance that is useful and sufficient for decisions and resource management to generate firm survival (Walter, 1994). In addition, Ward (2007) demonstrates that the usefulness of particular accounting information can lead the firm to accurately predict an economic crisis in the future. Based on these literatures, the propositions are formulated as follows: P8a-b: Superior information usefulness would be positively related to (a) decision-making value, and (b) resource management effectiveness. 211 Proceedings of the Academy of Accounting and Financial Studies Volume 20, Number 2 Decision-Making Value Managerial accounting helps management decisions for a best alternative selection which enhances all stakeholder satisfaction (Socea, 2012). Managerial accounting information builds understanding of the economic reality for a manager who appropriately adapts to policy change (Florin, 2014). Managers may perceive accurately goals, objectives, and policies of the firm when they have more information for managerial decisions (Wang & Tan, 2013). In this paper, for more understanding of the importance and characteristics of decision-making value, it refers to the firm's decision processes to choose projects or activities from various protuberant alternatives than a competitor, based on managerial accounting function usage. The best performance assessment and operational effectiveness provides managerial accounting information usefulness to appropriate decision-making that leads the firm to achieve better firm performance (Fotache et al., 2011). Decision-making value is associated with accounting information and accounting processes utilization (Doinea et al., 2011). Furthermore, the quality of decision-making is influenced by the success of problem-solving, goals, and alternatives in all activities of the firm. It also enhances understanding of managing the paradoxes of economic environmental complexities (Phillips & Page, 2011; Smith, 2014). It can be concluded that the firm with higher decision-making value has potential for higher performance. Therefore, the proposition is proposed as follows: P9: Decision-making value would be positively related to firm performance. Resource Management Effectiveness The ability of resource management occurs from efficient management and problemsolving in operational activities. This uses and shares minimum resources which are used in manufacturing activities. However, a worthy resource used in an operational process leads to the performance of the firm. Resource utilization is the goal and objective of an economic effort that uses resource reduction to maximize output and firm growth (Paton, 1963). This paper gives a definition of resource management effectiveness as referring to the firm that can analyze the resource requirements and allocate accurate resources for each department, including worthwhile used material. It is a factor driving better performance for the firm. Extreme competition makes the firm focus on resource management and planning by creating an ability to evaluate the use of the available resources, including accurate resource allocation and decreasing resources used for firm survival and superior performance (Mihai, Alexandra, & Danut, 2014). This is consistent with Rivenbark, Roenigk, & Noto (2013) who mention firms that more readily make resource allocation decisions enhance higher performance with efficient measures. Hence, this paper proposes the following proposition as below. P10: Resource management effectiveness would be positively related to firm performance. Firm Performance Most businesses adopt a balance scorecard for performance measurements that aggregate financial performance, customer perspective, internal business processes, and learning and growth which is best measured relative to competition (Wu, Straub, & Liang, 2015). This performance is the environmental fit of the firm's operation and ability to implement existing 212 Proceedings of the Academy of Accounting and Financial Studies Volume 20, Number 2 resources and knowledge for performance evaluation. Researchers find it to be a subjective measure because some stories are not measured by objective data in lesser circumstances. They should survey key informant perceptions for a subjective measure (Ayers, 2015). Thus, judgmental or subjective measurement of firm performance is this concept for reflecting the capability of a firm measurement; it refers to the increasing output of the firm's operations and goal achievements (Mehmood, Qadeer, & Ahmad, 2014). CONTRIBUTIONS AND FUTURE RESEARCH DIRECTIONS Contributions This paper provides a new conceptual framework of managerial accounting control orientation for developing propositions to hypothesize. In addition, this paper's focus provides a clearer understanding of the relationship between managerial accounting control orientation and organizational outcomes. However, the power of managerial accounting processes is the one of the choice operational control instruments of organizational outcomes. A deeper understanding of managerial accounting control orientation of accounting executives may improve competitive advantage and performance of the firm. Suggestions for Future Research This conceptual framework is shown only in managerial accounting control orientation as an independent variable and its consequence. Future research should seek antecedents, moderators, and control variables of managerial accounting control orientation and organizational outcomes relationships. Moreover, future research may attempt to use empirical research by employing a questionnaire as an instrument for collecting data from the manufacturing business, because this business has extreme competitive pressure and the highest business flexibility (Savaneviciene, 2006). These businesses needs continuously adjust in environmental change and operation control operation by implementing managerial accounting processes, leading the firm to sustainable competitive advantage and goal achievement. Therefore, all concepts in this paper should seek theory to explain the phenomenon for understanding the relationships. CONCLUSION Currently, manufacturing firms are attempting to adjust in environmental change and competitive force. They seek tools for controlling operations in accordance with their needs and settings to achieve their goal-setting. Prior research indicates that the ability of a firm to implement existing resources or knowledge of managerial accounting processes is used as a tool for controlling and can enhance the firm in order to generate competitive advantage and better performance. Moreover, this conceptual paper contributes to an understanding of the relationship between managerial accounting control orientation and organizational outcomes. Additionally, the study adopts five dimensions of managerial accounting control orientation from the reviewed prior research: (1) goal achievement setting, (2) target costing utilization, (3) value chain application, (4) cost allocation determination, and (5) budgeting participation implementation (Duh, Xiao, & Chow, 2009; Granland, 2011; Ciuhureanu, 2012; Stergiou, Ashraf, & Uddin, 2013). This is the ability of a firm to implement managerial accounting processes for controlling 213 Proceedings of the Academy of Accounting and Financial Studies Volume 20, Number 2 in that it may be enhancing organizational outcomes which includes outstanding operational proficiency, excellent cost management, superior information usefulness, decision-making value, resource management effectiveness, and firm performance. Moreover, in order to complete the concept, an interested researcher should find antecedents, moderators, and control variables that can relate to managerial accounting control orientation and organizational outcomes. This conceptual paper can develop hypotheses for testing by developing their concepts into a questionnaire as an instrument for collecting data in the future. These can use a subjective measurement for all concepts by using keywords in the definition of the measurement. 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