For three decades, the use of structuration theory has made a distinctive contribution to
management accounting research. A recent development of the theory by Stones [Stones,
2005. Structuration Theory. Palgrave Macmillan, Basingstoke] advocates a move away
from the relatively abstract concepts evident in the work of Giddens, towards providing
more concrete constructs that give epistemological and methodological guidance to
researchers in the field. In order to achieve this, he recommends deployment of the concept
of position–practices, combined with use of a quadripartite model of structuration. The
main purpose of this paper is to examine the potential of this development for management
accounting research.We do so by setting it within our own skeletal model of the structuration
process, and then using it to analyse a case study of management accounting practices
in a privatised utilitycompany.We conclude that investigation of position–practices focuses
attention on the strategic conduct of agents, the importance of power in social interaction,
and a plurality of structures and theories of action. But, whilst the quadripartite model highlights
the phenomenology, hermeneutics and practices of agents, we note that it provides
few direct insights into the processes of reproduction, learning and change in management
accounting. We suggest this limitation can be overcome by using structuration theory in
a flexible manner, drawing inspiration from other theoretical perspectives which ascribe
central roles to path dependency, contradiction and praxis.