Management's stake in improved decision making with activity-based costing.: An article from: SAM Advanced Management Journal
Book Details
Author(s)Frank C. Barnes
ISBN / ASINB00092UUC2
ISBN-13978B00092UUC3
AvailabilityAvailable for download now
MarketplaceUnited States 🇺🇸
Description
This digital document is an article from SAM Advanced Management Journal, published by Society for the Advancement of Management on June 22, 1992. The length of the article is 4936 words. The page length shown above is based on a typical 300-word page. The article is delivered in HTML format and is available in your Amazon.com Digital Locker immediately after purchase. You can view it with any web browser.
From the supplier: Activity-based costing allows managers to make better business decisions. Costing of products has traditionally been based on accounting methods or information that is geared more toward compliance than accuracy in reporting the sources of costs and profits. Developed in 1988, activity-based costing is a new approach that highlights the cause-and-effect linkages or cost drivers between profit-making activities and the costs they engender, in order to better align the two. In this manner, a product that generates a certain percentage of a specific cost will be assigned that percentage of the cost. Successful users of this technique include John Deere, Tektronix and Hewlett-Packard. These case studies indicate that developing an activity-based cost accounting method requires a team approach that will identify and evaluate a firm's profit-making processes and correctly assign their costs.
Citation Details
Title: Management's stake in improved decision making with activity-based costing.
Author: Frank C. Barnes
Publication:SAM Advanced Management Journal (Refereed)
Date: June 22, 1992
Publisher: Society for the Advancement of Management
Volume: v57 Issue: n3 Page: p20(7)
Distributed by Thomson Gale
From the supplier: Activity-based costing allows managers to make better business decisions. Costing of products has traditionally been based on accounting methods or information that is geared more toward compliance than accuracy in reporting the sources of costs and profits. Developed in 1988, activity-based costing is a new approach that highlights the cause-and-effect linkages or cost drivers between profit-making activities and the costs they engender, in order to better align the two. In this manner, a product that generates a certain percentage of a specific cost will be assigned that percentage of the cost. Successful users of this technique include John Deere, Tektronix and Hewlett-Packard. These case studies indicate that developing an activity-based cost accounting method requires a team approach that will identify and evaluate a firm's profit-making processes and correctly assign their costs.
Citation Details
Title: Management's stake in improved decision making with activity-based costing.
Author: Frank C. Barnes
Publication:SAM Advanced Management Journal (Refereed)
Date: June 22, 1992
Publisher: Society for the Advancement of Management
Volume: v57 Issue: n3 Page: p20(7)
Distributed by Thomson Gale
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