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Towards a More Comprehensive Understanding of the Roles of Management Accountants

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  • Sean Byrne
  • Bernard Pierce

Abstract

The study was designed to address specific gaps in the literature by identifying a comprehensive set of antecedents and characteristics with respect to the roles of management accountants (MAs) and exploring the consequences of how these roles are discharged. Interviews were conducted with 18 financial managers (FMs) and 18 operating managers (OMs) in medium and large manufacturing firms. Theoretical lenses of management control, contingency and role theory were used in the interpretation of the findings. A comprehensive picture of the antecedents, characteristics and consequences associated with the roles of MAs emerges from the data and the findings suggest that management and the MAs themselves play a critical part in the determination of the roles of MAs. In particular, the findings reveal contingencies and conflicts with regard to the interaction between MAs and OMs including the management control consequences associated with how MAs interact with OMs. For some MAs, the paper argues that role conflict, despite its negative connotations, may facilitate more effective management control. The adoption of a 'business partner' model for MAs is found here to be ambiguous, conditional and uncertain.

Suggested Citation

  • Sean Byrne & Bernard Pierce, 2007. "Towards a More Comprehensive Understanding of the Roles of Management Accountants," European Accounting Review, Taylor & Francis Journals, vol. 16(3), pages 469-498.
    • Handle: RePEc:taf:euract:v:16:y:2007:i:3:p:469-498
    DOI: 10.1080/09638180701507114
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    Cited by:

    1. Hemling, Lars & Plesner Rossing, Jacob Christian & Hoffjan, Andreas, 2022. "The use of information technology for international transfer pricing in multinational enterprises," International Journal of Accounting Information Systems, Elsevier, vol. 44(C).
    2. Ala-Heikkilä, Virpi & Lämsä, Anna-Maija & Järvenpää, Marko, 2024. "Management accountants—A gendered image," CRITICAL PERSPECTIVES ON ACCOUNTING, Elsevier, vol. 99(C).
    3. Clerkin, Brendan & Quinn, Martin & Connolly, Ciaran, 2024. "Decoupled accounting in a non-profit context: An explanation for stable management accounting?," CRITICAL PERSPECTIVES ON ACCOUNTING, Elsevier, vol. 99(C).
    4. Roussy, Mélanie, 2013. "Internal auditors’ roles: From watchdogs to helpers and protectors of the top manager," CRITICAL PERSPECTIVES ON ACCOUNTING, Elsevier, vol. 24(7), pages 550-571.
    5. Robalo, Rui C. & Moreira, José António, 2020. "The influence of power strategies in AIS implementation processes," International Journal of Accounting Information Systems, Elsevier, vol. 39(C).
    6. Hiebl, Martin R.W., 2013. "Bean counter or strategist? Differences in the role of the CFO in family and non-family businesses," Journal of Family Business Strategy, Elsevier, vol. 4(2), pages 147-161.
    7. Daff, Lyn & Parker, Lee D., 2021. "A conceptual model of accountants' communication inside not-for-profit organisations," The British Accounting Review, Elsevier, vol. 53(3).
    8. Lee, Chia-Ling & Wang, Wen-Ying, 2020. "Strategy, accountants’ activities and new product development performance," Advances in accounting, Elsevier, vol. 50(C).
    9. Kreander, Niklas & Beattie, Vivien & McPhail, Ken, 2009. "Putting our money where their mouth is: Alignment of charitable aims with charity investments – Tensions in policy and practice," The British Accounting Review, Elsevier, vol. 41(3), pages 154-168.
    10. Clerkin, Brendan & Quinn, Martin, 2021. "Institutional agents missing in action?: Management accounting at non-governmental organisations," CRITICAL PERSPECTIVES ON ACCOUNTING, Elsevier, vol. 80(C).
    11. Siriwardane, H.P. & Low, K.-Y. & Blietz, D., 2015. "Making entry-level accountants better communicators: A Singapore-based study of communication tasks, skills, and attributes," Journal of Accounting Education, Elsevier, vol. 33(4), pages 332-347.
    12. Goretzki, Lukas & Messner, Martin, 2019. "Backstage and frontstage interactions in management accountants' identity work," Accounting, Organizations and Society, Elsevier, vol. 74(C), pages 1-20.
    13. Granlund, Markus, 2011. "Extending AIS research to management accounting and control issues: A research note," International Journal of Accounting Information Systems, Elsevier, vol. 12(1), pages 3-19.
    14. Rautiainen, Antti & Scapens, Robert W. & Järvenpää, Marko & Auvinen, Tommi & Sajasalo, Pasi, 2024. "Towards fluid role identity of management accountants: A case study of a Finnish bank," The British Accounting Review, Elsevier, vol. 56(4).
    15. Oesterreich, Thuy Duong & Teuteberg, Frank & Bensberg, Frank & Buscher, Gandalf, 2019. "The controlling profession in the digital age: Understanding the impact of digitisation on the controller's job roles, skills and competences," International Journal of Accounting Information Systems, Elsevier, vol. 35(C).
    16. Steens, Bert & Bots, Jan & Derks, Koen, 2024. "Developing digital competencies of controllers: Evidence from the Netherlands," International Journal of Accounting Information Systems, Elsevier, vol. 52(C).
    17. Erhart, Raphaela & Mahlendorf, Matthias D. & Reimer, Marko & Schäffer, Utz, 2017. "Theorizing and testing bidirectional effects: The relationship between strategy formation and involvement of controllers," Accounting, Organizations and Society, Elsevier, vol. 61(C), pages 36-52.

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