Resources & Publications

Spring 2012
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Accounting for Contingencies: Disclosure of Future Business Risks
By Jonathan Schiff, CMA, Ph.D.; Allen Schiff, Ph.D.; and Hanna Rozen, Ph.D.
Shifts in the current economic climate have elevated the importance of accounting for future contingencies, and financial professionals need to know the key differences in measuring those future gains and losses using U.S. GAAP and IFRS standards. Air France-KLM, Microsoft, and General Motors provide examples studied, and the authors end with speculation about the future of accounting for contingencies.

Made in China: The Mengniu Phenomenon
By Sherry F. Li, Ph.D.; Elizabeth Haywood-Sullivan, CMA, CPA, Ph.D.; and Lin Li
The international success of the Mengniu Dairy Group is measured by its differentiation strategy. It has achieved premium pricing through a culture of quality ensured by zero defects, zero errors, and zero waste, and innovation that resulted from a dedication to research and development. The company’s unique approach to marketing put the development of the marketing campaigns first followed by the sharpening of the manufacturing processes.

Measuring Management Accounting Service Quality
By Kenton B. Walker, Ph.D.; Gary M. Fleischman, Ph.D., CMA, CPA; and Eric N. Johnson, CPA
Although companies frequently check the service quality of functions like information systems, human resources, and sales, research shows a lack of monitoring of the quality of accounting services. To be accepted as full business partners, management accountants need measures to communicate the quality of their decision-support services. The authors provide a comprehensive look at a management accountant service gap model that measures five potential failure points in providing decision support.

Enterprise Risk Management: A Process for Enhanced Management and Improved Performance
By Stephen Gates, Ph.D., CFA; Jean-Louis Nicolas, Ph.D.; and Paul L. Walker, Ph.D., CPA
Enterprise Risk Management (ERM) not only provides a cost benefit, but there’s increasing pressure in today’s business environment to identify and manage risks. The authors test seven hypotheses related to components of ERM in order to measure the value of the process.


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