Pall Rikhardsson

Identifying the impacts of enterprise system implementation and use: Examples from Denmark

This paper reports the results of an explorative study of six large Danish companies regarding the effects of ERP implementation and use. The study is part of a larger ERP study programme at the Aarhus School of Business. The data collection approach applied was based on interviews and management case writing. The main results show that the effects of ERP implementation and use are seldom fully predictable by management. The ERP system can be seen as an organisational actor in its own right as it to a large extent influences values, culture, behaviour, processes and procedures of other actors in the organisation. Given the complexity, size and organisational embeddedness of ERP systems, it can be said that the implementation project never ends and the ERP system becomes a significant variable in the future direction of the organisation

Corporate cost of occupational accidents: an activity-based analysis

The systematic accident cost analysis (SACA) project was carried out during 2001 by The Aarhus School of Business and PricewaterhouseCoopers Denmark with financial support from The Danish National Working Environment Authority. Its focused on developing and testing a method for evaluating occupational costs of companies for use by occupational health and safety professionals. The method was tested in nine Danish companies within three different industry sectors and the costs of 27 selected occupational accidents in these companies were calculated. One of the main conclusions is that the SACA method could be used in all of the companies without revisions. The evaluation of accident cost showed that 2/3 of the costs of occupational accidents are visible in the Danish corporate accounting systems reviewed while 1/3 is hidden from management view. The highest cost of occupational accidents for a company with 3.600 employees was estimated to approximately US

Environmental management accounting : purpose and progress

682.000. The paper includes an introduction regarding accident cost analysis in companies, a presentation of the SACA project methodology and the SACA method itself, a short overview of some of the results of the SACA project and a conclusion. Further information about the project is available at http://www.asb.dk/saca.

Experienced and Novice Investors: Does Environmental Information Influence Investment Allocation Decisions?

1 Adopting Environmental Management Accounting: EMA as a Value-adding Activity.- I Conceptual Developments and Tools of Ema.- 2 The Sustainability Balanced Scorecard as a Framework to Link Environmental Management Accounting with Strategic Management.- 3 Environmental Cost Accounting: Classifying and Comparing Selected Approaches.- 4 The Professionalisation of Environmental and Social Reporting - What has it Achieved.- II Policies and Initiatives for the Promotion of Ema.- 5 Austrian Pilot Projects on Environmental Management Accounting Following the UN DSD EMA Methodology.- 6 Two Governmental Initiatives on Environmental Management Accounting and Corporate Practices in Japan.- 7 The Danish Green Accounts: Experiences and Internal Effects.- 8 Environmental Management Accounting, Eco-Efficiency Profiles, and Effluent Charges for Costa Rican Coffee Mills.- III Developments in Ema Adoption in Practice.- 9 Environmental Management Accounting for Staff Appraisal: Evidence from Australia, Germany and Japan.- 10 Environmental Performance Measurement through Accounting Systems: A Survey of UK Practice.- 11 Cost Management in the Textile Chain: Reducing Environmental Impacts ana Costs for Green Products.- 12 Institutional Changes and Environmental Management Accounting: Decentralisation and Liberalisation.- 13 Introducing Environmental Management Accounting into Small and Medium-Sized Enterprises.- 14 EMA in SMEs: Ten Italian Case Studies.- 15 Green Success: Process-based Environmental Cost Accounting - Implementation in SMEs in Germany.- IV Effects of Ema.- 16 The Influence of ISO 14001 and EMAS Certification on Environmental and Economic Performance of Firms: an Empirical Analysis.- 17 Economic Valuation of the Environment: an Institutional Perspective.

Implementing Environmental Management Accounting: Status and Challenges

This paper examines the effect of environmental information on investment decisions. The results are based on an experiment in which groups of investors (varied by experience) were asked to make short- and long-term investment allocation decisions based on financial information and on supplementary environmental information (varied between cases). The results suggest that environmental information disclosure influences investment allocation decisions. The results also suggest that potentially mitigating factors such as the investment horizon and the experience level of investors affect investment allocation decisions, but the predicted main effect of positive environmental information holds across different investment horizons and investor types. Hence, the results are not attributable to interaction effects. Interestingly, compared to other company information, environmental information is not rated as being very important by participating subjects even though the results suggest that it influences investment decisions.

Accounting for Health and Safety Costs. Review and Comparison of Selected Methods

Preface. 1. Environmental Management Accounting: Innovation or Managerial Fad? Pall Rikhardsson, Martin Bennett, Jan Jaap Bouma and Stefan Schaltegger. Section 1 Progress. 2. Challenges for Environmental Management Accounting Roger L. Burritt 3. Current Trends in Environmental Cost Accounting - and its Interaction with Eco-Efficiency Performance Measurement and Indicators Stefan Schaltegger and Marcus Wagner. 4. Environmental Accounting Dimensions: Pros and Cons of Trajectory Convergence and Increased Efficiency Pontus Cerin and Staffan Laestadius. 5. Process and Content: Visualizing the Policy Challenges of Environmental Management Accounting Dick Osborn. Section 2 Exploring EMA implementation issues. 6. Environmental Performance and the Quality of Corporate Environmental Reports: The Role of Environmental Management Accounting Marcus Wagner. 7. Environmental Risk Management and Environmental Management Accounting - Developing Linkages Roger L. Burritt. 8. Using Software Systems to Support Environmental Accounting Instruments Claus Lang, Daniel Heubach and Thoms Loew. 9. Applications of an Environmental Modelling System in the Graphics Industry and Road Haulage Services Tuula Pohjola 10. Process-based Environmental Cost Accounting for Small and Medium-sized Companies Natalie Wendisch and Thomas Heupel. 11. Environmental Account Systems in Small and Medium-sized Enterprises. How to adapt existing Accounting Systems to EMA Requirements Alessia Venturelli and Aldo Pilisi. Section 3 National Experiences in Implementing EMA. 12. Environmental Accounting Guidelines and Corporate Cases in Korea: Implication for Developing Countries Byung-Wook Lee,Seung-Tae Jung and Jeong-Heui Kim. 13. Environmental Management Acconting: Current Practice and Future Trends in Argentina Graciela Maria Scavone.14. Environmental Management Accounting in the Framework of EMAS II in the Czech Republic Jaroslava Hyrslova and Miroslav Hajek. 15. The Role of Government in Promoting and Implementing Environmental Management Accounting: The Case of Bangladesh Abdul Hannan Mia. 16. Environmental Management Accounting Practices in Japan Katsuhiko Kokubu and Eriko Nashioka. 17. Environmental Management Accounting - Pilot Projects in Costa Rica Christine Jasch and Myrtille Dense. Index.

Adopting Environmental Management Accounting: EMA as a Value-Adding Activity

A part of the emerging sustainability management accounting is corporate health and safety performance. One performance dimension is the costs of occupational accidents in companies. The underlying logic for calculating these costs is that if occupational accidents are prevented then these costs could be avoided. This chapter presents and discusses selected methods for calculating the costs of occupational accidents. The focus is on presenting the characteristics of each method and disclosing the benefits and drawbacks of each method

Continuous Fraud Detection in Enterprise Systems through Audit Trail Analysis

Environmental management accounting (EMA) can be defined as “the generation, analysis and use of financial and non-financial information in order to optimise corporate environmental and economic performance and to achieve sustainable business” (Bennett et al. 2002: 1). EMA thus both includes monetary and physical accounting which is internal to an organisation and also deals with the integration of ecological and monetary issues (Burritt et al. 2002), and as such is a management activity that is relevant for both private-sector and public-sector organisations.

ENVIRONMENTAL PERFORMANCE INDICATORS FOR BUSINESS

Enterprise systems, real time recording and real time reporting pose new and significant challenges to the accounting and auditing professions. This includes developing methods and tools for continuous assurance and fraud detection. In this paper we propose a methodology for continuous fraud detection that exploits security audit logs, changes in master records and accounting audit trails in enterprise systems. The steps in this process are: (1) threat monitoring-surveillance of security audit logs for ‘red flags’, (2) automated extraction and analysis of data from audit trails, and (3) using forensic investigation techniques to determine whether a fraud has actually occurred. We demonstrate how mySAP, an enterprise system, can be used for audit trail analysis in detecting financial frauds; afterwards we use a case study of a suspected fraud to illustrate how to implement the methodology.

The emergence of enterprise systems management: a challenge to the IS curriculum

Environmental performance indicators are a vital step towards effective and verifiable reporting and strategy formation. Hence companies should measure their environmental performance and develop environmental performance indicators (EPIs) for managerial control, strategic advantages and performance reporting. Practical guidance is provided for business organizations to develop environmental performance indicators. It explains the need for EPIs, defines environmental performance and guides the user through developing the indicators with starter packs and case examples. The indicators are separated according to the four company functions: processes, product, financial and management. This paper aims to bridge the gap between academic theory and business reality.