This book responds to key issues in strategic management control by studying the interplay between strategy, operations, finance and controls. Grounded in research but written with practitioners and students in mind, it addresses the most up-to-date management control issues in the public sector, forecasting, budgeting and controls in international organisations.

This book serves as a guide to strategic management accounting. It introduces new and useful concepts on how to collect, analyse, and evaluate options to enable managers to steer corporate directions and write strategic plans for the long-term success of the corporation. Starting with basic techniques and the latest strategic management approaches, the book then presents cases that show the techniques employed step by step. By demonstrating how easily the ideas can be translated into action, it is a valuable resource for business practitioners, as well as for students taking advanced management accounting courses.

For upper level undergraduate programs in accounting, finance and business. The primary focus of this text is on understanding and using the concepts of contemporary management accounting for strategic business decisions. The text maps out contemporary changes to management accounting, explaining the major new techniques, practices and philosophies associated with the rise of strategic management accounting. It gives students a broad and succinct introduction to the issues at the forefront of best practice and academic research.

* Challenging and provocative book * Shows how management accounting techniques can be integrated into the strategic decision making process * Extensive use of practical examples from a variety of contexts.An introduction to business strategy for management accountants, financial accountants or managers with an accounting orientation. The book places management accounting clearly within the context of strategic management of the business. Offers qualified accountants a sound introduction to strategic management, and with practical examples and mini-cases provided throughout, this book is comprehensive yet concise. Keith Ward addresses strategic management accounting as a continuous process of analysis, planning and control. Management accounting is about supplying the right information to the right people at the right time, and this can only be expressed in the context of the business strategy and strategic plan. The implementation of appropriate management accounting systems to complement different strategies is discussed in detail. Applications and examples include multinational organizations, non-profit organizations and varying organizational structures. Finally the author covers methods of using management accounting for strategic advantage.

This book responds to key issues in strategic management control beyond the numbers. Grounded in research but written with practitioners and students in mind, this second volume addresses the most up-to-date management control issues in the public sector, forecasting, budgeting and controls in international organisations.

This book, probably the first written from the perspective of software professionals, attempts to introduce them to the mysteries of strategic managerial accounting (SMA). The common view in the industry is that "accounting is for the accountants", despite the fact that IT professionals are regularly confronted by financial situations such as project pricing, performance measurement, risk estimation, costs allocation etc. While it is desirable and even necessary that every proposal be vetted by respective specialists, the speed and reliability of the process could improve if the people who originate the proposal had knowledge of the fundamentals that go into the decision making. Unfortunately most books on management accounting, whether strategic or otherwise, are written from the perspective of the manufacturing industry. The IT and services industry on the other hand has a unique cost structure, quite distinct from manufacturing, which needs to be dealt with from a different perspective. This book focuses on SMA in context of the IT software industry, and seeks to equip the IT professional with some basics of SMA to assist them in making more informed decisions.

Ideas about the role of management accounting systems in a firm's strategy have changed in recent years, and this book explores the ways in which this has happened. Management control systems have frequently been seen as irrelevant to strategy, or even damaging. Controlling Strategy draws out the various ways in which management control systems can build and sustain valuable strategic roles. The book explores topics such as: *Strategic measurement; *Strategic data analysis; *The Balanced Scorecard; *Capital budgeting; *Strategy coordination; Written as an introduction to the strategic role of management control systems Controlling Strategy provides a synthesis of important work in the fields of strategy and management accounting. Academics and Advanced Students of Accounting, Strategy, or Management Studies will find the book an indispensable guide to this area.