商务英语论文-The Impact of Enterprise Resource Planning Systems on [4]
论文作者:佚名论文属性:短文 essay登出时间:2009-07-13编辑:steelbeezxp点击率:35640
论文字数:论文编号:org200907131445552805语种:英语 English地区:中国价格:免费论文
关键词:商务英语论文Enterprise Resource Planning
ese researchers do not specify the nature of these changes. They certainly do not explicitly specify how ERP systems will impact on management accounting. Nevertheless, it is possible to infer that changes will occur to management accounting from the integration among cost management, financial reporting, performance measurement, and all other systems. Thus, it is not surprising that there has been some exploratory research prompted by Kaplan and Cooper (1998) and Davenport (1998) on the impact of ERP systems on management accounting.
2.2 The practical application of ERP systems – capital budgeting.
As previously outlined, a field study conducted by Cook et al. (2000), described the operation of activity-based capital budgeting as a division of a US telecommunications company. In their study Cook et al. found that the activity information was linked to the financial accounting system, thus behaving like an ERP system for the purpose of capital budgeting. This approach went beyond the traditional capital budgeting by linking the traditional incremental monetary revenues and costs with underlying activities. The authors concluded that by separately identifying the level of revenues and costs associated with process activities, the uncertainty with such activities and related revenues and costs can be closely examined. They added that this activity-level capital budgeting gives managers far more information and understanding than possible from the traditional financial simulation of aggregated income-statement approach. Their arguments were convincing but could not be verified.
Hope and Fraser (2001; 2003) disclosed that some companies have ceased traditional budgeting processes. Four reasons have been put forward by Hope and Fraser (2001) as to why existing budgeting processes are failing:
- few companies are satisfied with their budgeting processes
- far too much time is spent on budgeting and too little time is spent on
strategy
- Financial capital is now a small part of market value
- Budgeting is expensive and adds little value either to the company or its users (Hope and Fraser, 2001, pp. 7-8).
They claimed that hierarchical companies have devolved to networks, where the planning capacity and control inherent in budgeting can be accomplished by other means (Hope and Fraser, 2003, p. 108). ERP systems, which they label enterprise-wide information systems, are important for eliminating budgeting, particularly when accompanied by the balanced scorecard, shareholder value models such as EVA, activity-based costing and management, rolling forecasts, and benchmarking (Hope and Fraser, 2001, pp. 5-6).
Some of the companies identified by Hope and Fraser (2003) -- for example, the Scandinavian bank, Svenska Handelsbanken, -- abandoned budgeting before ERP systems. This suggests that, for those companies, ERP systems would not have been essential for effectiveness without budgeting. Perhaps, ERP systems will allow contemporary companies, with ERP system, to be effective without budgeting. The impact of ERP systems on budgeting is still an empirical question.
It was noted from the findings of Cook et al. (2000) and Hope and Fraser (2001, 2003) that there was a lack of empirical studies on the impact of information technology on capital budgeting. Additional empirical testing was provided by Granlund and Malmi (2002). Following from Kaplan and Cooper (1998) they noted the “lack of studies examining the or
本论文由英语论文网提供整理,提供论文代写,英语论文代写,代写论文,代写英语论文,代写留学生论文,代写英文论文,留学生论文代写相关核心关键词搜索。