عملیات حسابداری مدیریت استراتژیک و عملکرد سازمانی شرکت های تولیدی Strategic Management Accounting Practices and Organizational Performance of Manufacturing Firms in Nigeria

Introduction Background to the study Conventional management accounting practices were geared towards providing information to aid managers in internal decision making in a firm and as such the focus of the management accounting systems has also tended to be internally orientated. In the late 1980s, scholars and academics particularly (Johnson and Kaplan, 1987; Bromwich and Bhimani, 1989) noticed that the traditional management accounting was not adjusting to changes in the modern business environment hence was fall short of its basic function as an aid to managers in formulating policies and decision making. It is to fulfill the need to enhance the quality of management accounting information for managers it was necessary to focus more widely on the external environment of the firm and thus the concept of strategic management accounting developed. Strategic Management Accounting therefore came into being as a result of a quest for a substitute to the conventional management accounting in providing more relevant and reliable information for competitive advantage. SMA involves the provision of information, which is externally orientated, market-driven and customer-focused and provides managers with a range of techniques and tools to facilitate strategically-orientated decision making. Simmonds (1986) described Strategic Management Accounting as the collection of management accounting information about a business and its competitors for use in developing and monitoring the business strategy. SMA permits a firm to make more pertinent and precise information to efficiently design its competitive strategies for competitive advantage in the industry (Egbunike, Egolum & Agwaramgbo, 2015; Ojua, 2016). The SMA is a set of accounting tools that provide accurate and timely information to various aspects of an enterprise’s decision making needs, including strategic costing, target costing, competitors accounting, consumer accounting, strategic decision, planning, control and performance management, and evaluation (Alsoboa, Nawaiseh, Karaki & Khattab, 2015). Tillman and Goddard (2008) in their study described SMA as the use of management accounting systems in evaluating strategic decision-making.