However, the work of Quinn (2011) could be criticised
for being conceptual – no empirical data is given to support
the assertions on the interactions of management
accounting rules and routines. Briefly, a key differentiation
between Burns and Scapens (2000) and Quinn (2011)
is that the former presented rules and routines as bound
together in the process of management accounting change,
whereas Quinn (2011) portrays them as separable and distinct
concepts, and proposes that rules need not exist. This
study seeks some empirical grounding (or otherwise) for
these two key assertions of Quinn (2011). This study uses
archival records – namely the archives of the St. James’s
Gate Brewery of the Guinness company – to study management
accounting rules and routines over an extended
timeframe and explore Quinn’s (2011) propositions. While
more detail on the methods used is given in the next section,
it was envisaged at the outset of this research that
archival records would be suited for two reasons: (1) more
records were formally written in the past, thus increasing
the likelihood of written rules being present and (2) the
extended research timeframe achievable through archival
research provides greater scope for studying the interactions
of management accounting rules and routines over
time and how these interactions promote stability or bring
about change.
The remainder of the paper is structured as follows.
Section 2, briefly reviews some of the organisational, institutional
economics and management accounting literature
to date, focusing mainly on the concepts of, and interactions
of, rules and routines. Then, Section 3 sets out the
methods used to obtain and analyse the archival data, as
well as briefly exploring the potential benefits of studying
change over longer timeframes. Section 4 introduces
the archival data from Guinness and outlines a story of the
relative stability of management accounting in one area
of the company over an extended timeframe. It also provides
several examples of management accounting change,
the factors which were potentially driving change, and
describes the interactions of rules and routines over time
for each example given. Section 5 completes the paper, with
some concluding remarks, limitations of the research and
suggestions for future research.
However, the work of Quinn (2011) could be criticisedfor being conceptual – no empirical data is given to supportthe assertions on the interactions of managementaccounting rules and routines. Briefly, a key differentiationbetween Burns and Scapens (2000) and Quinn (2011)is that the former presented rules and routines as boundtogether in the process of management accounting change,whereas Quinn (2011) portrays them as separable and distinctconcepts, and proposes that rules need not exist. Thisstudy seeks some empirical grounding (or otherwise) forthese two key assertions of Quinn (2011). This study usesarchival records – namely the archives of the St. James’sGate Brewery of the Guinness company – to study managementaccounting rules and routines over an extendedtimeframe and explore Quinn’s (2011) propositions. Whilemore detail on the methods used is given in the next section,it was envisaged at the outset of this research thatarchival records would be suited for two reasons: (1) morerecords were formally written in the past, thus increasingthe likelihood of written rules being present and (2) theextended research timeframe achievable through archivalresearch provides greater scope for studying the interactionsof management accounting rules and routines overtime and how these interactions promote stability or bringabout change.The remainder of the paper is structured as follows.Section 2, briefly reviews some of the organisational, institutionaleconomics and management accounting literatureto date, focusing mainly on the concepts of, and interactionsof, rules and routines. Then, Section 3 sets out themethods used to obtain and analyse the archival data, aswell as briefly exploring the potential benefits of studyingchange over longer timeframes. Section 4 introducesthe archival data from Guinness and outlines a story of therelative stability of management accounting in one areaof the company over an extended timeframe. It also providesseveral examples of management accounting change,the factors which were potentially driving change, anddescribes the interactions of rules and routines over timefor each example given. Section 5 completes the paper, withsome concluding remarks, limitations of the research andsuggestions for future research.
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