Raj Mashruwala

The Moderating Effect of Prior Sales Changes on Asymmetric Cost Behavior

Recent research documents the empirical phenomenon of “sticky costs�? and attributes it to a theory of deliberate managerial decisions in the presence of adjustment costs. We refine this theoretical explanation and show that it gives rise to a more complex pattern of asymmetric cost behavior that combines two opposing processes: cost stickiness conditional on a prior sales increase and cost anti-stickiness conditional on a prior sales decrease. These predictions reflect the structure of optimal decisions with adjustment costs and the impact of prior sales changes on managers’ expectations about future sales changes. Empirical estimates for Compustat data support our hypotheses. We further verify our predictions using additional proxies for managers’ expectations, and show that our model offers important new insights.

Does a differentiation strategy lead to more sustainable financial performance than a cost leadership strategy

Purpose – The purpose of this paper is to investigate the relationship between the strategic positioning of firms and the sustainability of firm performance. The paper argues that pursuing a differentiation strategy leads to more sustainable financial performance compared to following a cost leadership strategy. However, a differentiation strategy may also be associated with greater risk. Design/methodology/approach – To investigate the research questions, the authors utilize publicly available archival data consisting of 12,849 firm-year observations for the period 1989-2003. In the first stage of the analysis, factor analysis is used to determine firms’ strategic positioning. The resulting factor scores are subsequently used in regression analysis to investigate the sustainability of performance based on the strategic positioning of firms. Findings – The results indicate that both cost leadership and differentiation strategies have a positive impact on contemporaneous performance. However, the differentiation strategy allows a firm to sustain its current performance in the future to a greater extent than a cost leadership strategy. The differentiation strategy, though, is also associated with greater systematic risk and more unstable performance. Originality/value – Sustainability of performance refers to how much a firms current profitability can be sustained in future periods. The main contribution of this study is the comparison of generic strategies based on the sustainability of firm performance. This aspect of the strategy-performance link has not been considered in prior work. Another contribution of the study is that it considers multiple dimensions of firm performance in order to evaluate the trade-offs involved with pursuing different strategies. In particular, the authors contribute to the literature by documenting that while differentiation leads to more sustainable earnings, it also leads to riskier and more unstable earnings.

The Impact of a Heterogeneous Accrual-Generating Process on Empirical Accrual Models

The cross-sectional approach that is typically used to estimate accrual models implicitly assumes that firms within the same industry have a homogeneous accrual-generating process (AGP). In this article, the authors examine this implicit assumption along three dimensions. First, they argue that the relationship between working-capital accruals and changes in sales is more complex than portrayed by existing empirical accrual models. In addition to sales changes, accruals are also affected by accrual determinants such as firms’ inventory and credit policies. Second, the authors provide evidence that the assumption of a uniform AGP is violated in industries whose firms’ accrual determinants are highly dispersed. Third, they document some implications of violating the assumption of a uniform AGP. Firms in industries with high variations in accrual determinants are likely to have large absolute abnormal accruals. The authors show that the previously documented increase in the absolute level of abnormal accruals over time could be attributed, in part, to the increased heterogeneity in industries with respect to their AGPs.

Managerial Optimism, Prior Period Sales Changes, and Sticky Cost Behavior

The traditional view of cost accounting assumes that costs are solely driven by the magnitude of changes in the level of activity. However, Anderson, Banker and Janakiraman (2003) (hereafter ABJ), argue that since costs are a manifestation of managers’ deliberate decision-making, they are also affected by the direction of change in the activity. They show that costs decrease less when activity levels decline than they rise when activity levels increase, which they refer to as the ‘sticky’ behavior of costs. In this paper we explore the role of managers’ optimism in the theory describing managerial decisions regarding capacity of activity resources that lead to costs. We consider changes in SG&A costs to infer how managers make capacity decisions in response to sales changes witnessed in current and prior periods. We analyze signals, such as consecutive changes in the same direction, order backlogs and GDP growth, that managers may utilize in judging future demand uncertainty. When the signals point towards greater optimism about future demand, we predict and find that this accentuates cost changes in the upward direction and slows changes in the downward direction. Specifically, we find that the direction of the ABJ predictions is reversed when sales have declined in the prior periods.

Implications of Cost Behavior for Analysts’ Earnings Forecasts

Recent work in management accounting offers several novel insights into firms’ cost behavior. This study explores whether financial analysts appropriately incorporate information on two types of cost behavior in predicting earnings - cost variability and cost stickiness. Since analysts’ utilization of information is not directly observable, we model the process of earnings prediction to generate empirically testable hypotheses. The results indicate that analysts “converge to the average�? in recognizing both cost variability and cost stickiness, resulting in substantial and systematic earnings forecast errors. Particularly, we find a clear pattern - inappropriate incorporation of available information on cost behavior in earnings forecasts leads to larger errors in unfavorable scenarios than in favorable ones. Overall, enhancing analysts’ awareness of the expense side is likely to improve their earnings forecasts, mainly when sales turn to the worse.

Value Relevance of Accounting Information for Intangible-Intensive Industries and the Impact of Scale: The US Evidence

Abstract The structural shift in the USA from a tangible- to an intangible-intensive economy raises a concern that reporting based on generally accepted accounting principles (GAAP) might have lost its usefulness to investors. Amir and Lev [(1996) Value relevance of nonfinancial information: the wireless communications industry, Journal of Accounting and Economics, 22(1–3), pp. 3–30] argue that accounting information is not useful for intangible-intensive firms. In contrast, Collins et al. [(1997) Changes in the value relevance of earnings and book values over the past forty years, Journal of Accounting and Economics, 24(1), pp. 39–67] find that the value relevance (measured by R-squared) of accounting information has increased over time and that value relevance for intangible-intensive industries is as high as that for tangible-intensive industries. In this article, we attempt to resolve the above discrepancy by examining the impact of scale on R-squared (Brown, S., Lo, K. and Lys, T. (1999) Use of R2 in accounting research: measuring changes in value relevance over the last four decades, Journal of Accounting and Economics, 28(2), pp. 83–115). We find that, after controlling for scale, R-squared is lower for intangible-intensive industries than for non-intangible-intensive industries and has declined over time for intangible-intensive industries but remained stable for non-intangible-intensive industries. Interestingly, the declining trend ended with the demise of the ‘New Economy’ period (NEP) (Core, J. E., Guay, W. R. and Van Buskirk, A. (2003) Market valuations in the New Economy: an investigation of what has changed, Journal of Accounting and Economics, 34(2–3), pp. 43–67), and value relevance for both industry groups appears to be restored in the post-NEP to the pre-NEP level. We also find that R&D capitalisation increases value relevance for intangible-intensive industries, but does not completely eliminate the gap between the two groups.

Cost Stickiness and Cost Inertia: A Two-Driver Model of Asymmetric Cost Behavior

In the asymmetric cost behavior model, managers play an active role in determining cost behavior by adding or removing resources as activity changes. Cost stickiness occurs when managers deliberately retain slack resources resulting from a decline in sales activity between periods. Because both sales and long-term capital investments change between periods, we estimate a model of cost behavior that includes two cost drivers: revenue as a volume of activity driver and property, plant and equipment (PP&E) as an assets-in-place driver. We associate cost inertia with slack resources retained when assets-in-place are reduced. We find that changes in SG&A costs separate between the two cost drivers, and that the explanatory power of an asymmetric cost behavior model including PP&E as a second driver is significantly greater than the explanatory power of the single-driver cost behavior model. Similar insights are obtained when we replace SG&A costs with employee headcount or employee costs as the cost measure of interest. In all cases, we find that the cost inertia term is significantly negative and relatively large in magnitude. We estimate an expanded model that conditions analysis of current year cost behavior on the direction of sales change in the previous period and find that the pattern of cost changes is consistent with both cost stickiness and cost inertia.

Technical Inefficiency, Allocative Inefficiency, and Audit Pricing

The critical global role of audit firms, combined with the scarcity of qualified staff and downward pressure on fees, has increased the importance of understanding efficiency in this industry. This article examines the technical and allocative inefficiencies of audit firm staffing using data from 165 audit engagements performed by a Big 4 international certified public accountant (CPA) firm. Prior research has shown that the technical inefficiency of audit engagements leads to lower billing realization rates on audit engagements. We complement and extend this research by examining whether there are inefficiencies in allocating staff for audit engagements in addition to technical inefficiency, and whether each of these inefficiencies leads to lower billing realization rates. We find that there are differences in both technical and allocative inefficiencies across audit engagements, and that both inefficiencies lead to lower billing realization rates after controlling for other characteristics that could affect the realization rates of the audit engagements.