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on Accounting and Auditing |
| By: | Nathalie Gonthier-Besacier (Université de Grenoble 2); Alain Schatt (Université de Strasbourg 3) |
| Abstract: | This paper seeks to contribute to the international literature by researching the factors influencing audit fees in France. The French case is specific because the law requires a joint auditing process involving two separate auditors for firms that publish consolidated financial statements. Since 2003, the disclosure of audit fees has been compulsory in France, but numerous firms decided to voluntarily disclose their audit fees for the year 2002. We attempt here to elucidate the amount spent on audit fees in 2002 in a sample of 127 French (non-financial) firms. The main finding is that audit fees depend on firm size, firm risk, and the presence of two of the Big Four firms. When two Big Four firms audit company accounts, the fees charged (adjusted for company size) are significantly lower in comparison with those paid in the other cases. These results appear not to have been influenced by the share of fees paid by the companies to the main auditor. |
| Keywords: | Audit fees;France;Joint auditors;Firm size;Firm risk;Big Four. |
| JEL: | M40 |
| Date: | 2006–03 |
| URL: | http://d.repec.org/n?u=RePEc:dij:wpfarg:1060301&r=acc |
| By: | Evelyne Poincelot (Université de Bourgogne); Grégory Wegmann (Université de Bourgogne) |
| Abstract: | In this article, we present the evolution of management accounting and the strategic management accounting (SMA) concept. The balanced scorecard (BSC), a SMA tool, is quite famous in European countries. Its principle objective is to articulate planning decisions with control ones thanks to non-financial indicators. Contractual theories constitute the foundations of this tool. But in Northern Europe, some specific BSC are designed in the framework of knowledge-based theories.We describe here the results of an inquiry conducted in France. Its aims are mainly to test the usefulness of non-financial indicators in driving a firm’s objectives and the link between the use of non-financial indicators and the performance. We demonstrate that the French managers associate non-financial indicators with strategic objectives. But we also conclude that they believe that there is no direct link between the use of non-financial metrics and the performance. |
| Keywords: | Management accounting;Strategic management accounting;Balanced Scorecard;Non-financial indicators;Contractual and knowledge-based theories;Survey questionnaire. |
| JEL: | M10 M40 |
| Date: | 2006–09 |
| URL: | http://d.repec.org/n?u=RePEc:dij:wpfarg:1060905&r=acc |
| By: | Philippe Desbrières (Université de Bourgogne) |
| Abstract: | (VF)Ces dernières années, les stock-options ont été au cœur de scandales financiers dans plusieurs pays qui ont entraîné une forte demande de transparence, en particulier sur ce mode de rémunération destiné aux dirigeants. L’objectif de cet article est de présenter, dans une première partie, les modalités de comptabilisation des stock-options selon la norme européenne IFRS 2 et la norme américaine FAS 123. La seconde partie est consacrée aux incidences et à une analyse critique de la comptabilisation des stock-options, notamment au regard de l’exigence de comptabilisation de ce mécanisme incitatif à sa juste valeur. (VA) In many countries, executive stock options (ESOs) have been subject to financial scandals during these last years, that encountered for a deep need of transparency, particularly about this compensation device for managers. The aim of this paper is to present, in a first part, the ways of expensing ESOs in through the European IRFS 2 and the American FAS 123 standards. The second part analyses ESOs accounting and its consequences, namely regarding the requirements about measuring this incentive mechanism at its fair value. |
| Keywords: | normes comptables;stock-options;rémunération des dirigeants. |
| JEL: | G30 M40 |
| Date: | 2006–10 |
| URL: | http://d.repec.org/n?u=RePEc:dij:wpfarg:1061002&r=acc |
| By: | Bouwens,Jan; Lent,Laurens van (Tilburg University, Center for Economic Research) |
| Abstract: | Using a sample of 140 managers, we investigate the use of various performance metrics in determining the periodic assessment, bonus decisions, and career paths of business unit managers. We show that the weight on accounting return measures is associated with the authority of these managers, and we document that both disaggregated measures (expenses and revenues), and non-financial measures play a greater role as interdependencies between business units increase. The results suggest separate and distinct roles for different types of performance measures. Accounting return measures are used to create the proper incentives for managers with greater authority, while disaggregated and non-financial measures are employed in response to interdependencies. |
| Keywords: | performance measures;business units;managerial performance |
| JEL: | M41 |
| Date: | 2006 |
| URL: | http://d.repec.org/n?u=RePEc:dgr:kubcen:200692&r=acc |
| By: | Christine Marsal (Université de Bourgogne); Denis Travaillé (Université de Montpellier 2) |
| Abstract: | Quel rôle joue le système d’information dans le pilotage par les tableaux de bord ? Pour répondre à cette question, l’article montre d’abord que , tant les développements récents dans la littérature en systèmes d’information avec les EIS, que ceux en contrôle de gestion, justifient le rôle crucial joué aujourd’hui par le système d’information dans la construction et l’utilisation de tableaux de bord performants. Il décrit ensuite les nouvelles offres décisionnelles dites de « business intelligence » en montrant leurs apports et leurs limites pour un système de tableaux de bord efficace dans un contexte de compétitivité accrue. L’article est illustré par le cas de l’entreprise industrielle et celui de la banque. |
| Keywords: | Aide à la décision;Business Intelligence;E.I.S.;indicateurs;pilotage opérationnel;pilotage stratégique; tableau de bord. |
| JEL: | M10 M40 |
| Date: | 2006–09 |
| URL: | http://d.repec.org/n?u=RePEc:dij:wpfarg:1060901&r=acc |
| By: | Cinquini, Lino; Tenucci, Andrea |
| Abstract: | Several different approaches to Strategic Management Accounting (SMA) can be found in the literature of management accounting since Simmonds (1981) coined the term. Although, there is a little empirical research about SMA practice, with the exception of the studies of Guilding et al. (2000) and Cravens & Guilding (2001). The paper aims at enrich the fragmented knowledge on the topic by a contingency research. Firstly, it presents the results of a web-survey on Italian companies appraising the frequency of SMA techniques adoption. Then a factor analysis is performed in order to define some features at the hearth of SMA adoptions by the users. Thirdly, a correlation analysis between the adoption of SMA techniques and both company size and competitive strategy (splitted into pattern, mission and positioning) is conducted. Given the limited attention on the topic by empirical research, SMA techniques usage appears to be greater than what might have been presumed. The findings underline that Attribute costing, Customer accounting, Strategic Pricing and Competitive Position Monitoring represent the widely used SMA techniques. Four features of Strategic Management Accounting emerge clearly from the factor analysis: competitor, long run, process and customer orientation. While in the correlation analysis only strategic positioning and, weakly, strategic mission seem to play a contingent role in SMA technique usage. |
| Keywords: | Strategic Management Accounting; Strategy |
| JEL: | M41 |
| Date: | 2006–09–15 |
| URL: | http://d.repec.org/n?u=RePEc:pra:mprapa:212&r=acc |