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In response to increasing pressures for public sector efficiency and effectiveness, many countries have switched from cash-based governmental accounting to accrual-based approaches. But other countries have rejected this change, suggesting that its costs and benefits may vary with country-specific factors. To gain insights into the desirability and feasibility of changing China’s governmental accounting from the current cash-based system to one based on the accrual approach, we survey 608 Chinese government staff and officials who either prepare or use such reports. These respondents identify a number of specific inadequacies in the current system and express widespread support for converting towards an accrual-based approach. They also assess the severity of potential impediments to change and the most workable arrangement and timetable for such a change.

In the current era of intensifying global competition, much attention has been focused on how companies need to change their structures and processes, or more broadly, organizational cultures, to remain competitive in this environment. Three recent studies have examined the nature of accounting firms' organizational cultures. Soeters and Schreuder (1988) and Pratt, Mohrweis and Beaulieu (1993) tested the degree to which accounting firms are able to transfer their home‐country or ganizational cultures to their foreign operations, while Pratt and Beaulieu (1992) analyzed the organizational culture of U.S. accounting firms operating in their home country. An implicit premise of these prior studies is that an accounting firm's organizational culture is an important determinant of its economic success. Thus, Pratt and Beaulieu (1992) hypothesized that organizational culture would vary with such variables as accounting firm size and functional area. Yet none of these prior studies has directly studied the nature of these firms’ external environments to which they were presumably responding. Nor have they directly measured the fit between these firms' organizational cultures and the external environment, or the effect of this fit on firm performance. The current study extends the empirical investigation to these assumed linkages. Data were collected from a sample of accounting firms operating in an important Pacific Rim participant in the global economy — Taiwan. The results are consistent with the fit between organizational culture and the environment being an important determinant of firm performance.

This paper describes a technique called the power index which a manager can use to evaluate the distribution of influence on key management committees. The important evaluation issues are concerns about equity (is thee balanced representation of contrasting interest groups?), concerns about effectiveness (is there a proper mix of representatives from each of the required areas of expertise – engineering, marketing, finance, etc.?), and concerns about the potential for one or more interest groups to dominate the decision process of the committee. The power index is explained in this paper, and it is illustrated with some examples of management uses.

This study aims to further the development of an informed understanding of current Chinese accounting education and research as an aid to focusing the efforts of accounting scholars from both within China and abroad. Survey responses were obtained from 21 overseas Chinese accounting professors with recent involvement in China. These involved (and presumably interested) academics shared their assessment that the strengths of Chinese accounting education are the quality and motivation of its students, and the practical and local/domestic orientation of its curriculum. They considered the practice and local/domestic orientation of current Chinese accounting research to be its particular strength. The respondents also identified numerous areas in need of improvement. Foremost among these are the training and qualifications of the faculty, the procedural (as opposed to conceptual) nature of the curriculum and research, and the lack of infrastructure and support. These findings can be useful in prompting a re‐examination of programmes and processes by Chinese accounting educators. They also can be used by accounting academics from outside of China as a starting point for exploring how they may best contribute to the development of Chinese accounting education and research, and in the development and separation of duties in joint projects with their Chinese colleagues.

This study explores the benefits from, and determinants of IT application success among Taiwanese manufacturing companies. Findings from a survey with a sample of 89 firms indicate that on average, these firms had benefited from increasing their level and scope of IT applications. Multiple regressions were used to explore the potential causes of different success in IT applications. On the whole, the results provided support for the oftmade claim in the Western literature that IT applications should not be treated as mere technical changes that can be delegated to functional experts in the area. Rather, successful IT application requires cognizance of its integral link to organizational processes and systems, such that concomitant changes in the latter are required for the full benefits of IT applications to be realized. To the extent that workers in Taiwan have a Chinese‐based work‐related culture, this study’s findings can help to increase the success of IT implementations in the Greater China context.

This study contributes exploratory evidence on the relationships between corporate culture and company size, competitive environment and corporate performance in the U.S. and Taiwan. The findings indicate that environmental uncertainty – one aspect of industry dynamics – failed to uncover any widespread effects of this variable on Taiwanese firms’ corporate culture. In contrast, not only did we find that the corporate cultural aspects most valued differed from country to country, but that they related to corporate performance in different ways.

Innovation is the key to competitive advantage, and attaining innovation often requires taking on higher-than-usual levels of risk. Yet, while managers commonly profess support for efforts in innovation, they often emphasize safe, short-term results over more risky, long-term outcomes. As a result, a major challenge to firms is increasing employees’ willingness to adopt risky yet more profitable alternatives.

This study uses an experiment to test how the level of performance standard, per se, affect employees’ propensity to take on (more) risky projects. Using participants from the U.S. and Taiwan to represent higher versus lower individualism national cultures, it also examines the effects of national culture on employee actions. The findings are consistent with expectations from combining goal and prospect theories that a specific high standard motivates greater risk taking than a low standard. We find only limited difference between the U.S. and Taiwanese samples’ individualism/collectivism scores, which may help to explain the lack of significant differences between their reactions to the performance standard treatment.

Over the last decade, many published papers lament auditors’ shift from professionalism to commercialism and call for increasing auditors’ commitment to the public interest (see, e.g., Bailey, 2008; Fogarty & Rigsby, 2010; Lampe & Garcia, 2013; Wyatt, 2004; Zeff, 2003a, 2003b). At the same time, suggesting effective methodologies for improving auditors’ commitment to the public interest is particularly challenging because issues arising in the audit context are complex, and often involve tradeoffs between multiple stakeholders (e.g., Gaa, 1992; Massey & Thorne, 2006). An understanding of auditors ethical characterizations across separate phases of the audit process is needed so that methodologies can be devised to improve auditors’ commitment to the public interest. Thus, in this paper we interviewed 24 auditors and asked them to describe critical ethical incidents that they have encountered throughout the various phases of the audit process. Our results not only document the tension underlying the shift between professionalism and commercialism in auditing suggested by others, but also show that ethical conflicts are found in each phase of the audit and there are cross-phase differences in the auditors’ ethical characterizations. Limitations of the findings are also discussed as are suggestions for future research.

Explains how activity‐based costing (ABC) can be applied to hospitals and outlines some previous research on its use and benefits. Reports a survey of US health administrators to establish their view of the cost hierarchy and uses the information in a numerical example based on a radiology department to demonstrate the differences between using traditional costing methods and allocations based on the cost hierarchies. Shows that many survey respondents were dissatisfied with their traditional costing systems and argues that the use of ABC could not only improve pricing and product mix decisions but could also enhance profitability by facilitating the management of activities and elimination of waste at all levels of the cost hierarchy, i.e. continuous improvement of processes.

Reviews the literature on capacity planning at strategic, tactical and operational levels but points out that, in practice, many enterprise resource planning systems make unrealistic assumptions for production planning; and the advanced production software packages which can deal with uncertainty are both complex and expensive. Uses a theoretical company to demonstrate how a normal Excel spreadsheet can be used in conjunction with a common add‐on package (@RISK) to improve analysis and run Monte Carlo simulations as a basis for decision making. Compares the results produced with standard spreadsheet analysis and discusses the additional financial and operational insights they provide into the implications of different capacity levels under conditions of uncertainty. Warns that the validity of the simulation depends on the quality of the data and model; and that human judgement is still required to actually make a decision.