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Institutionalisation Of Management Accounting In Family Businesses — Empirical Evidence From Austria And Germany

Author

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  • MARTIN R. W. HIEBL

    (Institute of Management Control and Consulting, Johannes Kepler University Linz, Altenberger Straße 69, 4040 Linz, Austria)

  • BIRGIT FELDBAUER-DURSTMÜLLER

    (Institute of Management Control and Consulting, Johannes Kepler University Linz, Altenberger Straße 69, 4040 Linz, Austria)

  • CHRISTINE DULLER

    (Institute of Applied Statistics, Johannes Kepler University Linz, Altenberger Straße 69, 4040 Linz, Austria)

  • HERBERT NEUBAUER

    (Institute of Small Business Management and Entrepreneurship, Vienna University of Economics and Business, Augasse 2-6, 1090 Vienna, Austria)

Abstract

This study investigates whether family businesses (FBs) differ from non-family businesses (NFBs) regarding the institutionalisation of management accounting. Furthermore, it analyses whether FB-specific contextual factors such as the existence of non-family management and the level of family influence affect the establishment of discrete management accounting departments. Six hypotheses are formulated and tested based on survey results from 479 firms from Austria and 418 firms from Germany. Our results indicate that FBs establish fewer management accounting departments than NFBs do and that the heads of management accounting in FBs are less likely to hold a university degree compared with their counterparts in NFBs. Moreover, within FBs, larger firm size and the existence of non-family management are positively correlated with the establishment of management accounting departments, where firm size acts as the strongest predictor. As firm type (FB vs. NFB) emerged as a significant contextual factor for the institutionalisation of management accounting, this factor should be included in future studies of the organisation and set-up of the corporate management accounting function. Moreover, deeper investigation into the drivers and outcomes of FB-specific management accounting institutionalisation is needed.

Suggested Citation

  • Martin R. W. Hiebl & Birgit Feldbauer-Durstmüller & Christine Duller & Herbert Neubauer, 2012. "Institutionalisation Of Management Accounting In Family Businesses — Empirical Evidence From Austria And Germany," Journal of Enterprising Culture (JEC), World Scientific Publishing Co. Pte. Ltd., vol. 20(04), pages 405-436.
    • Handle: RePEc:wsi:jecxxx:v:20:y:2012:i:04:n:s0218495812500173
    DOI: 10.1142/S0218495812500173
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    Cited by:

    1. Martin R.W. Hiebl & Zhen Li, 2020. "Non-family managers in family firms: review, integrative framework and future research agenda," Review of Managerial Science, Springer, vol. 14(4), pages 763-807, August.
    2. Andreas Strobl & Kurt Matzler & Bright Adu Nketia & Viktoria Veider, 2020. "Individual innovation behavior and firm-level exploration and exploitation: how family firms make the most of their managers," Review of Managerial Science, Springer, vol. 14(4), pages 809-844, August.
    3. Martin Quinn & Martin R. W. Hiebl & Ken Moores & Justin B. Craig, 2018. "Future research on management accounting and control in family firms: suggestions linked to architecture, governance, entrepreneurship and stewardship," Journal of Management Control: Zeitschrift für Planung und Unternehmenssteuerung, Springer, vol. 28(4), pages 529-546, February.
    4. Martin R. W. Hiebl & Barbara Mayrleitner, 2019. "Professionalization of management accounting in family firms: the impact of family members," Review of Managerial Science, Springer, vol. 13(5), pages 1037-1068, November.

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