Utilizing Strategic Management Accounting Techniques (Smats) For Sustainability Performance Measurement

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Utilizing Strategic Management Accounting

Techniques (SMATs) for Sustainability
Performance Measurement
Article · May 2015
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Research Journal of Finance and Accounting www.iiste.org
ISSN 2222-1697 (Paper) ISSN 2222-2847 (Online)
Vol.5, No.13, 2014
Utilizing Strategic Management Accounting Techniques (SMATs)

for Sustainability Performance Measurement
EGBUNIKE, FRANCIS CHINEDU
[email protected]
OGBODO, OKENWA C.Y.
ONYALI, CHIDIEBELE INNOCENT
Department of Accountancy, Faculty of Management Sciences, Nnamdi Azikiwe University,P.M.B. 5025, Awka
Nigeria
Abstract
Purpose: The main objective of this study is to determine whether the utilization of strategic management
accounting techniques is capable of providing managers with information for corporate sustainability
performance. Design/methodology/approach: A survey was carried out using self-administered questionnaires
on a sample of eighty-one accountant distributed across product-sector organisations. The questionnaire was
used to gather primary data from respondents. Multiple regression technique was used as the main statistical tool
of analysis. Findings: Our findings revealed that sustainability performance measurement is a multi-faceted
activity, requiring managers to implement strategic techniques capable of capturing information from diverse
areas of corporate environmental and social performance in order to enable them identify, accumulate and
manage environmental and social costs related to product development and manufacture.Research
limitations/implications:The study used a purposive sampling method, which focused on respondents that
agreed to the use of at least one strategic management accounting tool in their organization. However, Specific
contextual studies should be carried out to identify which particular strategic management accounting techniques
provide the needed information for economic, environmental and social decision-making areas in other
organisational categories. Practical implications:The findings enumerate the need for managers to employ
strategic management accounting techniques to enable them identify, accumulate, and manage social and
environmental costs of their activities.Originality/value:The study focuses on the utility of strategic
management accounting techniques by addressing the inherent measurement and management complexities
experienced by managers in measuring and reporting sustainability performance.
Keywords: Strategic Management Accounting; Utilization; Techniques.
1.1 Introduction
Modern day business environment is in a state of flux and unpredictability (Ramljak and Rogošić, 2012; Kirli
andGümüş, 2011); rigged with multiple challenges, risk and uncertainty among market participants (Abdul
Rahman et al., 2012) caused by significant changes such as: globalisation, developments in information and
communication technologies (ICTs); growing corporate social responsibility requirements from corporations,
marked by increased environmental and social awareness; and, tremendous changes in production technologies
(Banker and Johnston, 2006; Abushaiba and Zainuddin, 2012; Kirli and Gümüş, 2011). Therefore one key
challenge facing management in this information era is on how to obtain the needed information necessary for
managing production cost, quality and time related issues (Al-Khadash and Feridun, 2006). This has necessitated
that management develop and implement systems capable of obtaining internal and external cost and market
information, necessary to support strategic decision-making, planning and control (Banker and Johnston, 2006)
for improved organizational success and a sustained market competitiveness.
Accounting information systems are designed to serve this role, by providing information to a wide range of
individuals representing varying stakeholder groups. This according to AbdulHussien and Hamza (2012) would
serve a wide range of users both internal and external, by providing them with data and information necessary
for them to take decisions on organizational performance. They further noted that:
‘Management accounting is that sub-accounting system, which aims to serve
the internal management of the organization and assist them in performing
their functions of planning, control, decision-making and performance
evaluation in the operational and long-range…’.
However, Johnson and Kaplan (1987, cited in Shah, Malik, and Malik, 2011) observed that traditional
management accounting systems are inadequate in fulfilling this role. They stated that the focus of traditional
management accounting is “too late, too aggregated and too distorted to be relevant for managers’ planning and
control decisions”. Ramljak and Rogošić (2012) observed that the focus of traditional management accounting
on financial information, thereby neglecting the operational environment of the business where decisions are
made and implemented, is a major weakness of the system in modern day business contextualization. Ramljak
and Rogošić (2012) further noted that ‘much of the domain of conventional management accounting appears to
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be more associated with ‘tactical’ than ‘strategic’’ management.

Abdul Rahman et al. (2012) noted that organizations can respond to this state of flux by developing and
installing innovative managerial systems which continuously reflect the growing complexity of the business
environment, and monitor organizations’ own strategic responses to such complexity. The need to include non-
financial (qualitative) information and that obtained from the operational environment of the business in order to
ensure a successful implementation of the company's strategy, gave rise to the development of strategic
management accounting techniques (Ramljak and Rogošić, 2012). It is postulated that since sustainability is a
multi-faceted construct requiring performance across three dimensions (social, economic and environmental),
management accounting tools that a strategically poised in capturing and rendering the needed information
(social information, economic information and environmental information) to management, would enable the
absorption and utilization of such information for holistic management of performance across the three
dimensions. This paper is structured as follows: The next section outlines the objectives and research questions
of the study; following this is a review of related literature divided into two parts: conceptual issues and
empirical review. The third section details the study design as well data collection procedures. The fourth section
presents the analysis of formulated hypotheses; following this is the discussion of research findings, and finally
conclusion and recommendations for further study.
1.2 Objectives of the Study
The main objective of this study is to determine whether the utilization of strategic management accounting
techniques is capable of providing managers with information on corporate sustainability performance. More
specifically, this study shall address the following objectives:
1. To determine whether the utilization of strategic management accounting techniques would provide
managers with information for environmental performance measurement and management.
managers with information for social performance measurement and management.
managers with information for economic performance measurement and management.
1.3 Research Questions
Predicated on the above objectives, the following research questions were raised:
1. To what extent would the utilization of strategic management accounting techniques provide managers
with information for environmental performance measurement and management?
with information for social performance measurement and management?
with information for economic performance measurement and management?
2.0 Literature Review

2.1 Strategic Management Accounting: Conceptual Issues
The term strategic management accounting was introduced by Kenneth Simmonds in 1981 (Ramljak and
Rogošić, 2012). Simmonds (1981, cited in, Ramljak and Rogošić, 2012) defined strategic management
accounting as the ‘monitoring and analysis of management accounting information of the enterprise and its
competitors in order to develop and control strategy’. More succinctly put by Ward (1992, cited in Sani, 2011) as
‘accounting for strategic management’, which according to Collier and Gregory (1995) ‘strategic management is
an integrated management approach that draws together all the individual elements involved in planning,
implementing and controlling business strategy’.Cinquini and Tenucci (2006) noted that a unique feature of
SMA in the accounting literature is its ‘external orientation’. This can be viewed from two perspectives: First it
refers to ‘competitors’, secondly, can be applied to “suppliers and customers” (Cinquini and Tenucci, 2006).
According to Abdul Rahman et al. (2012) the thrust of SMA is on ‘performance measurement, management
control and decision-making’. Bromwich (1990, cited in Akenbor 2011) defined SMA as ‘the provision and
analysis of financial information on the firm’s product, markets and competitors’ cost and cost structures and the
monitoring of the enterprise’s strategies and those of its competitors’ in these markets over a number of periods’.
This definition though criticised by Collier and Gregory (1995) as being narrow in scope with a purely financial
focus, however highlights an aspect of information considered useful in strategic management accounting
techniques implementation.
According to the Chartered Institute of Management Accountants (CIMA) (1991) strategic management
accounting is “the provision and analysis of management accounting data relating to business strategy:
particularly the relative levels and trends in real costs and prices, volumes, market share, cash flow and the
demands on a firm’s total resources”. Collier and Gregory (1995) noted that this definition highlights the fact
that information relevant to business strategy may as well be non-quantifiable in nature. Strategic management
accounting is a type of accounting that focuses not only on internal factors of a company, but factors that are
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external. This includes industry-wide financials, averages and upcoming trends1. Wilson (1995, cited in Kirli
and Gümüş, 2011) defined strategic management accounting as an approach to management accounting that
explicitly highlights strategic issues and concerns setting management accounting in a broader context in
which financial information is used to develop superior strategies as a means of achieving sustainable
competitive advantage.
Hogue (2001, cited in Kirli and Gümüş, 2011) defined strategic management accounting as "a process of
identifying, gathering, choosing and analysing accounting data for helping the management team to make
strategic decisions and to assess organizational effectiveness". Lords (1996, cited in Shah et al., 2011) identified
the following functions which are commonly associated with SMA: 1. Collecting information related to the
competitors; 2. Using accounting information for strategic decisions; 3. Cutting costs on the basis of strategic
decisions; and, 4. Gaining competitive advantage through it. Roslender and Hart (2003, cited in Akenbor, 2011)
proffered a more refined definition of SMA, as ‘a generic approach to accounting for strategic positioning,
defined by an attempt to integrate insights from management accounting and marketing management within a
strategic management framework’. Thus, this generic nature refers to the inclusion of various management
control techniques in the SMA framework. Cinquini and Tenucci (2006) noted that organizational application of
SMA techniques is ‘linked to the need for external information to face uncertainties and support strategic
decisions’. Hilton (1999, cited in AbdulHussien and Hamza, 2012) observed the following aims of strategic
management accounting:
The provision of information for decision-making and planning
To assist managers in directing and controlling of operational activities.
To motivate managers and other users towards the goals and objectives of the organization.
Measuring the performance of sub-units and managers and other users within the organization.
Evaluation of competitive situation of the organization and work with other managers to confirm the
competitive situation of the organization in the long long-term.
Wilson and Chua (1993, cited in Shah et al., 2011) tabulated ten key differences between MA and SMA as
following:
Table 2.1.1: Key Differences between Traditional MA and Strategic MA
s/n Traditional MA Strategic MA
1 Historical Prospective
2 Single entity Relative
3 Introspective Out-ward 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
Source: Wilson and Chua (1993, adopted from Shah et al., 2011)
AbdulHussien and Hamza (2012) viewed SMA as
‘providing information for the formulation of organization strategy and
support its implementation by encouraging behavior that is consistent
with the strategy of the organization and through the application of
accounting methods directed towards reducing costs, improving
product quality, and performance evaluation which achieve the strategy
of the organization and to preserve the status of the organization
competitive position and continue to work in the changing market’
The following techniques are considered in the literatures part of strategic management accounting ‘toolbox’
(Ramljak and Rogošić, 2012; Shah et al., 2011; Cinquini and Tenucci, 2006):
1. Activity Based Costing - This method is based on the identification of activities performed by the company.
These activities are considered the causes of indirect costs in the company (Cinquini and Tenucci, 2010,
cited in Ramljak and Rogošić, 2012);
2. Attribute Costing - The costing of specific product attributes which appeal to customers (Ramljak and
Rogošić, 2012). The technique considers products as a bundle of different features/attributes (Cinquini and
Tenucci, 2006), this attributes are viewed as cost objects(Bromwich, 1990, cited in Cinquini and Tenucci,
2006);
1
http://www.ehow.co.uk/facts_6755021_strategic-management-accounting_.html
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3. Benchmarking - The comparison of company performance to that of an ideal standard (Cinquini and
Tenucci, 2010, cited in Ramljak and Rogošić, 2012) with the goal of improvement in organizational
practices (Cinquini and Tenucci, 2006);
4. Competitive position monitoring- This involves obtaining information on competitors’ performance, such
as ‘sales, market share, volume and unit costs’ (Simmonds, 1981, cited in Cinquini and Tenucci, 2006) and
comparing performance with these in other to control and formulate strategy (Cinquini and Tenucci, 2006);
5. Competitor cost assessment - This approach differs from the ‘Competitive position monitoring’ by relying
solely on cost information from competitors’ (Simmonds, 1981, cited in Cinquini and Tenucci, 2006);
6. Competitor performance appraisal based on published financial statements; Customer accounting -
This approach seeks to obtain and analyse competitor information from published financial statements
which are readily available for use;
7. Customer Accounting - Customer accounting includes all the practices directed to appraise profit, sales or
costs deriving from customers or customer segments (Cinquini and Tenucci, 2006).
8. Integrated performance measurement systems - Integrated performance measurement systems combine
financial and non-financial measures (quantitative and qualitative factors) in defining corporate performance,
a good example of such system is the Balanced Scorecard developed by Kaplan and Norton;
9. Life cycle costing - This technique calculates costs associated with a product during its entire life cycle,
which corresponds to the market life of the product (introduction, growth, maturity and decline);
10. Quality costing - The technique classify and monitor costs as deriving from quality prevention, appraisal,
internal and external failures (Heagy, 1991, cited in Cinquini and Tenucci, 2006), also included are
environmental and safety costs (Cinquini and Tenucci, 2006);
11. Strategic costing - Relating cost accounting systems in the organisation to corporate strategy leads to the
development of strategic costing tools, also at the heart of this system is competitive advantage which can be
achieved through ‘product positioning and market penetration’ (Shank and Govindarajan, 1993b, cited in
Cinquini and Tenucci, 2006);
12. Strategic pricing - It regards the use of competitor information, like competitors’ reactions to price changes,
price elasticity, economies of scale and experience, in the pricing process (Cinquini and Tenucci, 2006);
13. Target costing - The target cost is determined by deducting from the selling price a desired profit margin,
the product design is then altered to contain the target cost;
14. Value chain costing - This approach considers all the activities performed from the design to the
distribution of the product. According to Value chain accounting is a ‘product of the combination of the
value chain management theory, accounting theory and information technology’ (Kirli andGümüş,
2011);
15. Environmental Management Accounting (EMA) - According to Gupta (2011) is concerned with ‘the
identification, compilation, estimation and analysis of environmental cost information for better decision-
making within the firm’; and,
16. Social Management Accounting (SMA) - The use of SMA facilitates the identification, recording and
measurement of social cost information for internal decision making (Petcharat and Mula, 2010).
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Fig. 2.1.1: Conceptual Framework
Source: Author’s Conceptualization

2.2 Review of Empirical Studies
In a study of UK based Hotels, Collier and Gregory (1995) observed from interview sessions that interviewees
identified two main areas of strategic management accounting application: ‘the provision of information that
assisted in the development of strategic plans; and monitoring the market, competitors’ price structures and
competitors’ costs’.
Cinquini and Tenucci (2006) in a study of large sized Italian firms identified the intensity of usage among Italian
companies: these seven techniques were ranked highest from 1 to 7 (Attribute Costing, Customer Accounting,
Strategic Pricing, Competitive position monitoring, Competitor performance appraisal based on published
financial statements, Strategic Costing, and Quality Costing) all had mean scores above 3. The following seven
were ranked 8 – 14 (Competitor cost assessment, Target Costing, Benchmarking, Value Chain Costing, ABC/M,
Integrated performance measurement, and Life Cycle Costing) with mean scores below 3.
Al-Khadash and Feridun (2006) in a study of industrial Jordanian companies on the level of usage of the
following strategic initiatives (ABC, JIT and TQM) discovered that quoted companies employed such
techniques, and a high level of awareness of the techniques among financial managers. The study also posited a
negative relationship between the awareness level and the adoption level of the techniques. However, a
significant relationship was between ROA and the level of adoption was observed.
Abdul Rahman et al. (2012) provided a case study of SMA application (with specific reference to ‘benchmarking
practice’) in three private hospitals located in the Northern region of Peninsula Malaysia. The first hospital in the
study ‘Orange Hospital’ adopts both, internal and external benchmarking practices. The argument was based on
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the identification of competitive practices for improvement. The following areas were used in the hospital’s
benchmarking process: 1) Pricing; 2) Costing; 3) Policy; 4) Procedures; and, 5) Standard operating procedures.
‘All these five areas are benchmarked with other internal and external counterparts to achieve standard practices
and coordination among all group members’ (Abdul Rahman et al., 2012). The second hospital, ‘Red Hospital’ is
an established not-for-profit hospital. The results of the interview session with the hospital’s staff revealed that
benchmarking was not considered a simple task; therefore, attention should be directed at key areas requiring
improvement. These should be a continuous and expanding process.
The third hospital ‘Purple Hospital’ acknowledged that benchmarking activity is an area which is under-explored
as the practice merely involves informal discussions with other hospitals within Penang. A response from
finance manager of Purple Hospital confirmed that the hospital made unsatisfactory attempt to understand how
this management accounting technology works and its usefulness to assist the hospital in implementing better
managerial practices (Abdul Rahman et al., 2012).
Ramljak and Rogošić (2012) studied a population of 400 Croatian large-sized companies, and observed the
following frequency of the selected strategic management accounting techniques: Activity based costing with a
frequency of 40%; Quality costing with a frequency of 39,4%; Target costing with a frequency of 25,8%
companies; and, the balanced scorecard with a frequency of 15,2%. The least used techniques were: life cycle
costing with a frequency of 9,1% and environmental costing with a frequency of 6,1%. There results also
revealed that the usage of ‘two or more strategic management accounting techniques will have a positive effect
on cost control and reduction improvement’.
AbdulHussien and Hamza (2012) using a sample of 20 respondents drawn from four Romanian companies,
tested for the importance of the following four strategic management accounting concepts: Value Chain Analysis
(mean score = 3.64); Activity Based Costing (mean score = 3.50); Continuous Improvements (mean score =
3.73); and, Balanced Scorecards (mean score = 3.25). The results also indicated that respondents considered
certain constraints and difficulties in the use of SMA techniques (weighted mean score = 3.17); the most
significant constraint was the high costs associated with the use of these methods when compared with
traditional methods. They also found out that many benefits can be derived by Romanian companies from the
application of SMA techniques.
3.1 Research Design and Methodology
A questionnaire was administered to ascertain the perception of accountants. The questionnaire was administered
on a total of eighty-one respondents. The questionnaire was divided into four parts: Part 1 was designed to elicit
the relevance of SMATs in the provision of environmental information; Part 2 - to elicit the relevance of SMATs
in the provision of economic information; Part 3 was designed to elicit the relevance of SMATs in the provision
of social information, and part 4 was designed to elicit the opinion of respondents on the application of strategic
management accounting techniques in the provision of information for sustainability performance measurement.
All questions were structured using the five-point likert scale format. The questionnaire was administered on a
sample of eighty-one accountants distributed across product and service sector organisations.
3.2 Hypotheses Formulation
The following hypotheses were formulated to guide the study:
H1a: The utilization of strategic management accounting techniques would not provide managers with
information needed for environmental performance measurement and management
H1b: The utilization of strategic management accounting techniques would not provide managers with
information needed for economic performance measurement and management
H1c: The utilization of strategic management accounting techniques would not provide managers with
information needed for social performance measurement and management
H2: Synergy deriving from strategic management accounting techniques application would not provide
managers with information needed for sustainability performance measurement and management
3.3 Model Specification
H1a Y = α + βX1+ βX2 + βX3 + βX4 + µ
Where: y - Corporate environmental performance measurement;
X1 - Environmental cost identification;
X2 - Environmental cost accumulation;
X3 - Environmental cost management;
X4 - Other product related environmental costs.
H1b Y = α + βX1+ βX2 + βX3 + µ
Where: y – Economic information areas;
X1 – Product profitability assessment;
X2 – Market positioning;
X3 – Identification of quantifiable and non-quantifiable product cost.
H1c Y = α + βX1+ βX2 + βX3 + βX4 + µ
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Where: y - Corporate social performance measurement;

X1 – Social cost identification;
X2 – Social cost accumulation;
X3 – Social cost management;
X4 - Other product related social costs.
H2 Y = α + βX1+ βX2 + βX3 + µ
Where: y – Corporate sustainability requirements;
X1 – SMATs and proactive environmental management;
X2 – SMATs and proactive social management;
X3 – SMATs and proactive economic management;
4.1 Presentation and Analysis of Findings

Table 1: Academic Qualification of Respondents
Frequency Percent Valid Percent Cumulative Percent
B.Sc. 47 58.0 58.0 58.0
Master’s degree 29 35.8 35.8 93.8
Valid
PhD 5 6.2 6.2 100.0
Total 81 100.0 100.0
Source: Field Survey (2013)
From the table above, 58% of respondents’ possessed B.Sc. degrees, 35.8% of respondents possessed Masters
and 6.2% of respondents possessed advanced degrees (PhD); all qualifications were accounting related. This
shows that all respondents were qualified in answering the questions administered to them.
4.2 Test of Hypotheses
Consider Analysis Result for Hypothesis 1a:
Table 2: Descriptive Statistics (Questionnaire: Part 1)
N Mean Std.
Deviation
Corporate environmental performance measurement is a multi-faceted 81 4.4815 .70907
activity that requires managers to implement techniques capable of
capturing information from diverse areas of corporate environmental
performance
The implementation of strategic management accounting techniques would 81 4.2963 .69722
enable the identification of environmental costs related to product
development.
enable the accumulation of environmental costs associated with product
development
enable the management of environmental costs associated with product
development
Strategic management accounting techniques are also capable of measuring 81 4.2963 .60093
the environmental impact of other corporate activities such as gas flaring,
greenhouse emissions emanating from corporate industrial activities
Source: SPSS ver. 20
Table 3: Model Summary (Hypotheses 1a)

Model R R Square Adjusted R Square Std. Error of the
Estimate
1 .454a .206 .165 .64804
a. Predictors: (Constant), Strategic management accounting techniques are also capable of measuring the
environmental impact of other corporate activities such as gas flaring, greenhouse emissions emanating from
corporate industrial activities, The implementation of strategic management accounting techniques would
enable the accumulation of environmental costs associated with product development, The implementation of
strategic management accounting techniques would enable the identification of environmental costs related to
product development., The implementation of strategic management accounting techniques would enable the
management of environmental costs associated with product development
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Vol.5, No.13, 2014
From the table above, R Square had a value of .206 while the adjusted R Square value was .165 (16.5% approx.).
This shows that the model predictive abilities were significantly low and as such indicates the presence of other
factors related to the dependent variable.
Table 4: ANOVAa(Hypotheses 1a)

Model Sum of Squares df Mean Square F Sig.
1 Regression 8.306 4 2.076 4.944 .001b
Residual 31.917 76 .420
Total 40.222 80
Conclusion:
The ANOVA table showed a statistically significant F-value of 4.944 (Sig .001<.05), our decision rule is
therefore as follows: if F Calculated > F Critical – Reject the Null Hypothesis, otherwise accept. Since 4.944 > 2.45 –
Reject the Null Hypothesis
Consider Analysis Result for Hypothesis 1b:
N Minimum Maximum Mean Std.
Deviation
The application of strategic management 81 2.00 5.00 4.1852 .76012
accounting techniques directed at product
assessment (such as Life Cycle costing) would
provide managers with the needed information for
the determination of costs and revenues
associated with product development
accounting techniques would enable managers to
strategically position their products in the market
by employing techniques such as competitor cost
and performance appraisal
Employing the use of integrated performance 81 1.00 5.00 4.1235 .69611
measurement systems (such as the BSC) in the
corporate managerial process would enable the
determination of other non-quantifiable factors
capable of influencing corporate performance
accounting techniques would provide
management with information needed for
assessing customer behavior, product pricing, etc.
which serve as economic decision areas for
managers
Table 6: Model Summary (Hypothesis 1b)

Estimate
1 .384a .147 .114 .80757
a. Predictors: (Constant), Employing the use of integrated performance measurement systems (such as the
BSC) in the corporate managerial process would enable the determination of other non-quantifiable factors
capable of influencing corporate performance, The application of strategic management accounting techniques
directed at product assessment (such as Life Cycle costing) would provide managers with the needed
information for the determination of costs and revenues associated with product development, The application
of strategic management accounting techniques would enable managers to strategically position their products
in the market by employing techniques such as competitor cost and performance appraisal
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Vol.5, No.13, 2014
Table 7: ANOVAa(Hypothesis 1b)

1 Regression 8.672 3 2.891 4.432 .006b
Residual 50.217 77 .652
Total 58.889 80
Conclusion:
The ANOVA table showed a statistically significant F-value of 4.432 (Sig .006), our decision rule is therefore as
follows: if F Calculated > F Critical – Reject the Null Hypothesis, otherwise accept.
Since 4.432 > 2.68 – Reject the Null Hypothesis
Consider Analysis Result for Hypothesis 1c:
Deviation
Corporate social performance measurement is a 81 3.00 5.00 4.2963 .60093
multi-faceted activity that requires managers to
implement techniques capable of capturing
information from diverse areas of corporate social
performance
The implementation of strategic management 81 2.00 5.00 3.9506 .92061
accounting techniques would enable the
identification of social costs related to product
development.
accumulation of social costs associated with
product development
management of social costs associated with
product development
Strategic management accounting techniques are 81 1.00 5.00 2.5802 1.09389
also capable of measuring the social impact of
other corporate activities such as gas flaring,
greenhouse emissions emanating from corporate
industrial activities
Table 9: Model Summary (Hypothesis 1c)
Estimate
1 .343a .118 .071 .57909
a. Predictors: (Constant), Strategic management accounting techniques are also capable of measuring the social
impact of other corporate activities such as gas flaring, greenhouse emissions emanating from corporate
industrial activities, The implementation of strategic management accounting techniques would enable the
accumulation of social costs associated with product development, The implementation of strategic
management accounting techniques would enable the identification of social costs related to product
development., The implementation of strategic management accounting techniques would enable the
management of social costs associated with product development
Table 10: ANOVAa(Hypothesis 1c)
1 Regression 3.402 4 .851 2.536 .047b
Residual 25.487 76 .335
Total 28.889 80
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Vol.5, No.13, 2014
Conclusion:
The ANOVA table showed a statistically significant F-value of 2.536 (Sig .047), our decision rule which is if F
Calculated > F Critical – Reject the Null Hypothesis, otherwise accept.
Since 2.536 > 2.45 – Reject the Null Hypothesis
Consider Analysis Result for Hypothesis 2:
Deviation
To meet up with corporate sustainability 81 2.00 5.00 4.3580 .74680
requirements managers require the
implementation of tools and techniques capable of
capturing (quantifiable and non-quantifiable)
information from social, environmental and
economic performance areas of the organization
The application of strategic management 81 1.00 5.00 3.8025 1.14477
accounting techniques directed at providing
environmental information on corporate activities
would ensure a proactive response by
management on environmental cost handling and
management
accounting techniques directed at providing social
information on corporate activities would ensure a
proactive response by management on social cost
handling and management
economic information on corporate activities
management on economic cost handling and
management
Table 12: Model Summary (Hypothesis 2)

Estimate
1 .406a .165 .132 .69564
a. Predictors: (Constant), The application of strategic management accounting techniques directed at providing
economic information on corporate activities would ensure a proactive response by management on economic
cost handling and management, The application of strategic management accounting techniques directed at
providing environmental information on corporate activities would ensure a proactive response by management
on environmental cost handling and management, The application of strategic management accounting
techniques directed at providing social information on corporate activities would ensure a proactive response
by management on social cost handling and management
Table 13: ANOVAa(Hypothesis 2)

1 Regression 7.356 3 2.452 5.067 .003b
Residual 37.262 77 .484
Total 44.617 80
Conclusion:
The ANOVA table showed a statistically significant F-value of 5.037 (Sig .003), our decision rule which is if F
Calculated > F Critical – Reject the Null Hypothesis, otherwise accept. Since 5.037 > 2.68 – Reject the Null Hypothesis
4.3 Discussion of Findings:
Respondents perceived that corporate environmental and social performance measurement is a multi-
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Vol.5, No.13, 2014
faceted activity which requires managers to implement techniques capable of capturing information
from diverse areas of corporate environmental and social performance;
Respondents also perceived the need for the implementation of strategic management accounting
techniques to enable the identification of environmental and social costs related to product development.
This is because the implementation of strategic management accounting techniques would enable the
accumulation and management of environmental and social costs related to product development;
Respondents also agreed that the application of strategic management accounting techniques directed at
product assessment (such as Life Cycle costing) would provide managers with the needed information
for the determination of costs and revenues associated with product development;
From an economic perspective, respondents agreed that the application of strategic management
accounting techniques would enable managers to strategically position their products in the market by
employing techniques such as competitor cost and performance appraisal, and that employing the use of
integrated performance measurement systems (such as the BSC) in the corporate managerial process
would enable the determination of other non-quantifiable factors capable of influencing corporate
performance;
The application of strategic management accounting techniques would provide management with
information needed for assessing customer behavior, product pricing, etc. which serve as economic
decision areas for managers.
5.1 Conclusion
Sustainability is at the forefront of modern business corporations, as enlarged stakeholder interests necessitates
that managers of modern corporations should transcend from meeting shareholder interests (Economic interest)
to a more widened scope encompassing ‘social and environmental concerns’. This study is therefore set out to
establish the nexus between the application of strategic management accounting techniques and the provision of
information for sustainability performance (namely: social, environmental and economic cost and performance
information) for managerial decision making.
5.2 Recommendations
1. The implementation of strategic management accounting techniques to enable corporate managers
in the (i) identification, (ii) accumulation, and (iii) management of environmental and social costs
of the organisation;
2. The implementation of strategic management accounting techniques to enable corporate managers
monitor and analyse the economic performance of their corporations;
3. As needs of organisation vary across industries and over time it is suggested that corporations
should carry out an in-depth analysis of their activities to determine the information needs of
managers which should guide the adoption and implementation of any technique in the strategic
management accounting toolbox. Constant monitoring of the adopted tools should also be enforced
to ensure that the tools meet the needs of managers over time.
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Appendix I
Hypotheses 1a – Model Coefficients Table:
Coefficientsa
Model Unstandardized Standardized t Sig.
Coefficients Coefficients
B Std. Beta
Error
1 (Constant) 1.768 .820 2.156 .034
The implementation of strategic management .210 .109 .206 1.923 .058
identification of environmental costs related to
product development.
The implementation of strategic management -.006 .112 -.006 -.051 .960
accumulation of environmental costs
The implementation of strategic management .325 .108 .366 3.011 .004
management of environmental costs
Strategic management accounting techniques .118 .140 .100 .842 .402
are also capable of measuring the
environmental impact of other corporate
activities such as gas flaring, greenhouse
emissions emanating from corporate industrial
activities
Hypotheses 1b – Model Coefficients Table:
Coefficientsa
B Std. Beta
Error
1 (Constant) 1.641 .786 2.088 .040
The application of strategic management .030 .123 .027 .248 .805
accounting techniques directed at product
assessment (such as Life Cycle costing) would
provide managers with the needed information
for the determination of costs and revenues
accounting techniques would enable managers
to strategically position their products in the
market by employing techniques such as
competitor cost and performance appraisal
Employing the use of integrated performance .435 .131 .353 3.317 .001
measurement systems (such as the BSC) in the
corporate managerial process would enable the
determination of other non-quantifiable factors
capable of influencing corporate performance
152
Vol.5, No.13, 2014
Hypotheses 1c – Model Coefficients Table:

Coefficientsa
B Std. Beta
Error
1 (Constant) 4.985 .424 11.771 .000
identification of social costs related to
product development.
accumulation of social costs associated with
product development
The implementation of strategic management -.072 .071 -.114 -1.018 .312
management of social costs associated with
product development
Strategic management accounting techniques -.161 .061 -.293 -2.646 .010
are also capable of measuring the social
impact of other corporate activities such as
gas flaring, greenhouse emissions emanating
from corporate industrial activities
Hypotheses 2 – Model Coefficients Table:
Coefficientsa
B Std. Beta
Error
1 (Constant) 3.852 .477 8.067 .000
The application of strategic management .210 .080 .322 2.622 .011
environmental information on corporate
activities would ensure a proactive response
by management on environmental cost
handling and management
social information on corporate activities
management on social cost handling and
management
The application of strategic management -.094 .067 -.162 - .165
accounting techniques directed at providing 1.400
economic information on corporate activities
management on economic cost handling and
management
153
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Article · May 2015

Chinedu Francis Egbunike Okenwa Ogbodo

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Utilizing Strategic Management Accounting Techniques (SMATs)

be more associated with ‘tactical’ than ‘strategic’’ management.

2.0 Literature Review

Fig. 2.1.1: Conceptual Framework

Source: Author’s Conceptualization

Where: y - Corporate social performance measurement;

4.1 Presentation and Analysis of Findings

Table 3: Model Summary (Hypotheses 1a)

Table 4: ANOVAa(Hypotheses 1a)

Table 6: Model Summary (Hypothesis 1b)

Table 7: ANOVAa(Hypothesis 1b)

Table 12: Model Summary (Hypothesis 2)

Table 13: ANOVAa(Hypothesis 2)

Chartered Institute of Management Accountants, Management Accounting: Official Terminology, CIMA,

Hypotheses 1b – Model Coefficients Table:

Hypotheses 1c – Model Coefficients Table:

Hypotheses 2 – Model Coefficients Table:

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