| 1. |
- Cäker, Mikael, 1972
(författare)
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Customer Accounting in Networks
- 2008
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Ingår i: Workshop: Accounting in Business Networks, Stockholm, Sweden..
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Konferensbidrag (övrigt vetenskapligt/konstnärligt)
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| 2. |
- Cäker, Mikael, 1972-
(författare)
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Management accounting as constructing and opposing customer focus : three case studies on management accounting and customer relations
- 2005
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Doktorsavhandling (övrigt vetenskapligt/konstnärligt)abstract
- This thesis is on the relation between management accounting and customer focus and relates to discussions about how internal managing processes in organizations are interrelated with interorganizational relations, specifically constructions of customers. Both a normative and a descriptive perspective on the relation are taken within the different parts of the thesis, which consists of a licentiate thesis, three articles and a synthesizing text. The purpose is to understand the interaction between management accounting and customer focus on operative levels in industrial organizations, where focus on customer has a central place. The results are also discussed with respect to its possible importance in the development of managing processes of organizations. The thesis is based on three cases, which have been studied with mainly a qualitative approach.In the licentiate thesis, traditional accounting models, originally developed to provide information for analyzing products, are revisited under the assumption that customers and products are equally interesting to analyze. The three articles explore the role of management accounting in interpreting customers and the interface to customers. In the first article, strong customer accountability is found to override the intentions from managers, as communicated through the accounting system. Arguments of how management accounting can be perceived as inaccurate then have a central place in motivating how customers are prioritized in a way not favored by managers. Furthermore, in the second article, customers are experienced as both catalysts and frustrators to change processes and changes in management accounting are found in eo-development with the different customer relations and how different customers prefer to communicate. The third article explores how coordination mechanisms operate in relation to each other in coordination of customer-supplier relationships. A strong market mechanism creates space for bureaucratic control and use of management accounting. However, the use of bureaucratic control in turn relies on social coordination between actors in order to function.These four parts are revisited and related to each other in a synthesizing part of the thesis. The relation between management accounting and customer focus is approached in two ways. Management accounting may construct customer focus, making it impossible to distinguish between the two. However, another interpretation of the relation is management accounting and customer focus as opposing logics, where management accounting represents hierarchical influence, homogeneous control processes and cost efficient operations, and customer focus represents customer influence, control processes adapted to the customer and customized operations.
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| 3. |
- Cäker, Mikael, 1972
(författare)
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Organizational support for accounting change - on the role of decentralized controllers and implementation projects
- 2009
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Ingår i: The 7th conference of the European Network for Research in Organisational & Accounting Change.
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Konferensbidrag (övrigt vetenskapligt/konstnärligt)abstract
- Senior Manager: “To implement one new aspect into our management control system every second year should not be too much for people in the departments and sections”. Section Manager: “Oh no, not another new method once again!“ The two managers are from the same company, and they disagree about the suitable rate in which the control system should be changed, i.e. improved (according to the senior manager). This paper elaborates on how this difference can be understood and on the more general question of how organizational support for change of management control systems may influence incorporations of new aspects in daily routines. An argument is given for the role of controllers as involved in daily operations in order to be the filter between implementation of standardized management accounting systems and change of local routines – a balance that the implementation through projects seem to have problems in handling. The paper, based on a case-study of a Swedish industrial organization, draws on the notions of design and mobilisation to question the project-form for implementing new management control systems and give support to decentralized controllers concerning two aspects: 1) The project, with focus on deadline, is worse equipped than controller to give support for mobilisation over time and 2) The project, with focus on a new feature, is worse equipped than controllers to mobilise in harmony with existing routines. Furthermore, the project is shown to risk providing a picture of successful implementation without achieving changes in routines. Thereby, a senior manager may see a slow, solid development of management control while section managers experience chaos.
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