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Fall 2007

MAQ Fall 2007 Cover


By Kathy A. Paulson Gjerde, Ph.D., and Susan B. Hughes, Ph.D., CPA
Tracking too many performance measures at once may cause managers to lose sight of which ones contribute directly to strategic objectives. Having employees focus only on the key leading performance indicators helps companies achieve better results and increased financial performance.
By Julie Lockhart, CMA, CPA, and Audrey Taylor, Ph.D., CPA
Investments in environmental assets can be very expensive, but, given the current regulatory environment regarding toxic substances as well as public demand for clean products, companies must be proactive about reducing the environmental impact of the products they produce.
By Kevin Johnson, J.D., and Zane Swanson, CPA, Ph.D.
Legal costs can range from 3% to 10% of a business’s annual revenues, so companies need to have a good method for managing legal risk. Here the authors present a process for assessing legal risk within the context of accounting-based controls.
By Robert Hutchinson, Ph.D.
With the widespread adoption of advanced manufacturing strategies and technologies, many managers have questioned the ability of traditional costing systems to achieve the objectives of strategic planning, budgeting and cost control, product pricing, profit determination, and employee motivation. Time-based accounting can help.
By Paul Juras, Ph.D., CMA, CPA
As the use of outsourcing continues to grow, managers may not be aware of all the associated costs. The author presents a framework to help managers identify and classify all the potential risks and hidden costs a company might face in an outsourcing agreement.