Anna-Karin Stockenstrand

Resistance to financialization

Purpose – The purpose of this paper is to contribute with knowledge about how resistance to the neo-liberal agenda is made possible, especially through renewal and reproduction of collective commun ...

Resistance to Financialization : Insights about collective resistance through distancing and persistence from two ethnographic studies

Purpose – The purpose of this paper is to contribute with knowledge about how resistance to the neo-liberal agenda is made possible, especially through renewal and reproduction of collective commun ...

Financial Accounting Standards: Some Examples

This chapter provides illustrations of the tensions and conflicts between uniformity and uniqueness, using examples of concrete accounting standards and the reasoning behind them from the perspective of standard setters. It has long been known that there are several factors that contribute to the large discrepancy between formal and material harmonization (or in other words between harmonization of standards versus harmonization of practices). We discuss how this discrepancy can be understood as a result of the tensions and conflicts between demands for uniformity and uniqueness. We trace these tensions and conflicts with the help of specific examples. The examples are illustrations of issues that are raised within the areas of segment reporting, goodwill accounting, business combinations and financial instruments.

The Objectives of Financial Accounting and Management Control

This chapter presents what the book is about, namely financial accounting and management control and how these two information systems are related as well as how their objectives conflict. The objective of financial accounting is to give owners and funders uniform and comparable information of the company’s value creation. Therefore there is a demand for uniformity in financial reporting. The management control system is used in the process of creating a competitive position for the company by providing information for strategic, tactical and operational decisions. This creates a demand for a unique design and use of the control system. The two information systems are thus designed and used for decision-making by different stakeholders with different information needs. The chapter provides an introduction to this fundamental conflict.

How Financial Accounting Affects Management Control

This chapter is an extended analysis of the discussion in Chap. 3 using our theoretical framework. By reasoning based on our knowledge and experience in the area, as well as results from our liertaure review, the analysis focuses on the possible effects of financial accounting standards on management control. The analysis is based on the classical division of management control into strategic planning, budgeting, follow-up and analysis and finally rewards and compensation. How these different categories of the management control process are affected by financial accounting is discussed by using the examples in Chap. 3(i.e. segment reporting, goodwill accounting, business combinations and financial instruments).

Funding, Strategies and Management Control Systems: Empirical Evidence from Two Chamber Orchestras

In recent years a great deal of interest has been focused on studying the relationship between strategy and management control systems (MCS). However, it is well known that the results from these studies are somewhat ambiguous and contradictory. In an attempt to explain these types of conflicting results, as well as increase our understanding of the relationship between strategy and MCS, two different, but interrelated, areas of research directions have evolved.