<abstract xmlns="http://www.w3.org/1999/xhtml"><p><bold>Background:</bold> There is an on-going discussion within management accounting research regarding how to work with performance measures. In the process of developing new forms of performance measurement the task of choosing business metrics is central. This process is closely connected to the implementation of IT solutions. <bold>Objectives:</bold> In order to understand how new performance measurement solutions are implemented and used, it becomes crucial to understand how measures are selected and how new accounting information systems (AIS) are developed and implemented. <bold>Methods/approach:</bold> The paper builds on the case of an on-going AIS project at a large, public university in Sweden. The empirical material was collected using a semi-action research approach over a two-year period. The majority of the material comes from written documentation and minutes. <bold>Results:</bold> Even though the implementation of a new AIS triggers a change in the management accounting practice, this study shows that this is done in more than one perspective. <bold>Conclusions:</bold> As the project develops, new priorities and objectives evolve, which in the end shape what management accounting change becomes.</p></abstract>

Background: There is an on-going discussion within management accounting research regarding how to work with performance measures. In the process of developing new forms of performance measurement the task of choosing business metrics is central. This process is closely connected to the implementation of IT solutions. Objectives: In order to understand how new performance measurement solutions are implemented and used, it becomes crucial to understand how measures are selected and how new accounting information systems (AIS) are developed and implemented. Methods/approach: The paper builds on the case of an on-going AIS project at a large, public university in Sweden. The empirical material was collected using a semi-action research approach over a two-year period. The majority of the material comes from written documentation and minutes. Results: Even though the implementation of a new AIS triggers a change in the management accounting practice, this study shows that this is done in more than one perspective. Conclusions: As the project develops, new priorities and objectives evolve, which in the end shape what management accounting change becomes.

Accounting Information Systems Implementation and Management Accounting Change

School of Business, Economics and Law, University of Gothenburg, Sweden

School of Business, Economics and Law, University of Gothenburg, Sweden Norwegian School of Information Technology-NITH, Oslo, Norway

Business Systems Research Journal

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 3.0 License.

{"article-title":"Accounting Information Systems Implementation and Management Accounting Change"}

Background: There is an on-going discussion within management accounting research regarding how to work with performance measures. In the process of developing...

Accounting Information Systems Implementation and Management Accounting Change

Publicado en línea: 10 sept 2014

Páginas: 125 - 138

Recibido: 29 nov 2013

Aceptado: 02 abr 2014

DOI: https://doi.org/10.2478/bsrj-2014-0015

Palabras clave
AIS implementation, performance measurement, management accounting change

© 2014 Krister Bredmar et. al.

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 3.0 License.

Accounting Information Systems Implementation and Management Accounting Change

Publicado en línea: 10 sept 2014

Páginas: 125 - 138

Recibido: 29 nov 2013

Aceptado: 02 abr 2014

DOI: https://doi.org/10.2478/bsrj-2014-0015

Palabras claveAIS implementation, performance measurement, management accounting change

© 2014 Krister Bredmar et. al.

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 3.0 License.

Palabras clave
AIS implementation, performance measurement, management accounting change