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Recently, leasing has been prominent in the press due to the Air Force’s recent ill-fated attempt to obtain the use of Boeing re-fueling tankers. Forgotten is that, in the early 1980’s, a highly controversial Navy long-term leasing program of Maritime Prepositioned Ships had a different result. However, an unintended consequence of the Navy’s success was that future government leases were practically eliminated. This research examines the issues and parties involved in this unprecedented creative and innovative leasing program for ships used by the Navy’s Military Sealift Command. While the analysis concludes that the Navy’s leasing program was successful and cost effective, laws and policies were changed so that long-term leasing is no longer viable for the strategic financing of military requirements. The case is presented here that existing laws and regulations should be reconsidered so that leased military resources can once again be used to provide and maintain national security.

During the last ten years, strategic planning models have become increasingly popular among large, diversified companies as an aid in making strategic resources allocation decisions. In general, these models classify the business units that comprise a company into one of four categories according to the unit's market share and the growth rate of the industry in which the unit competes. For each of the four categories into which a business unit may fall, a strategy is automatically prescribed:

An important management topic across a wide spectrum of firms is reconfiguring the value delivery system – defining the boundaries of the firm. Profit impact should be the way any value chain configuration is evaluated. The managerial accounting literature refers to this topic as “make versus buy” and typically addresses financial impact without much attention to strategic issues. The strategic management literature refers to the topic as “level of vertical integration” and typically sees financial impact in broad “transaction cost economics” terms. Neither approach treats fully the linkages all along the causal chain from strategic actions to resulting profit impact. In this paper we propose a theoretical approach to explicitly link supply chain reconfiguration actions to their profit implications. We use the introduction by Levi Strauss of Personal Pair™ jeans to illustrate the theory, evaluating the management choices by comparing profitability for one pair of jeans sold through three alternative value delivery systems. Our intent is to propose a theoretical extension to the make/buy literature which bridges the strategic management literature and the cost management literature, using A-P-L and SCM, and to illustrate one application of the theory.

This paper contends that, contrary to conventional wisdom, it may be rational to manage translation exposure. Accounting procedures for the translation of foreign currency accounts influence the reported income of a multi‐national firm. With non‐zero agency costs, reported income impacts real costs. In such cases, therefore, it may be rational to hedge translation exposure. Empirical evidence of agency costs and the managerial tendency to report higher levels of translated income, based on the early adoption of Financial Accounting Standard No. 52, is presented.

Cross-border mergers and acquisitions are now the fundamental mechanisms of globalization and considered as prime vehicles for business engagement across the countries through the foreign direct investment route. Significant amounts of foreign funds are crossing the country borders for acquisitions with the objectives of earning super normal returns. But realizing super normal returns from foreign acquisitions are far more difficult than that of foreign greenfield projects or domestic M&As or greenfield projects. The super normal profit itself is “synergy” which is the main driving force for any M&A including the cross-border one. Even though foreign policies of individual countries affect cross-border M&A decisions, corporate and market-driven financial numbers significantly influence the synergy estimation. Synergy should bring in all round greater efficiency and value addition to all stakeholders. But if the cross-border deal is not financially crafted properly, it may fall flat causing more distress to the acquirer compared to domestic acquisition. The theory of synergy is well developed which mostly applies to the domestic M&As. But due to inherent differences between cross-border and domestic M&As, the same synergy theory may not apply equally to the cross-border ones. Therefore, a different connotation of synergy is propounded in this work for cross-border M&As, which can be a corollary to the conventional theory of synergy. This alternative theory of synergy aims at helping the companies in developing their own financial strategies before making their strategic decisions for cross-border M&A deals.

This paper analyzes citations from the first 20 volumes of Advances in Management Accounting using Google Scholar in April and May, 2013.

This study assesses the success of the first 20 volumes of Advances in Management Accounting using citation analysis. Four citation metrics are used. The four citation metrics are: (1) total citations since year of publication until April and May, 2013, (2) citations per author since year of publication until April and May, 2013, (3) citations per year since year of publication until April and May, 2013, and (4) citations per author per year since year of publication until April and May, 2013.

The top 20 authors for each citation metric, the top 20 faculties for each citation metric, and the top 20 doctoral programs for each citation metric are determined. Furthermore, the top 20 articles are determined using two citation metrics and the H-index for Advances in Management Accounting is computed.

Potential doctoral students, current doctoral students, “new” Ph.D.s with an interest in management accounting, current management accounting faculty, department chairs, deans, other administrators, journal editors, and journal publishers will find these results informative.

This paper examines four underlying trends in the changing business environment relating to information technology and geographic, functional and sectorial integration. It discusses three required changes in management focus needed to reach global profitability from product inception to promotion. The skills required for this change are listed by functional area, although the techniques are predominantly cross‐cultural. This paper explains the steps needed to move from a traditional firm to a globally competitive network and the cultural barriers to building consumer‐focused extended‐value chains. Finally it discusses ways in which business school education can promote strategic thinking about profitability and heighten awareness of the potential gains from cooperative inter‐firm partnerships.