Nowadays, accounting departments highly rely on accounting information systems to make decisions based on current, updated, and contemporary data. And, most accounting practices can be enhanced by emerging technologies coupled with accounting information systems. Therefore, contemporary accounting information systems (AIS) coupled with emerging technologies is the highest priority in organizations to make decisions that can contribute to strategic flexibility and performance of the organizations. The objective of the study is to identify the role of information systems infrastructure integration (ISII) on strategic flexibility and innovation (SFI) through the mediated role of information systems (IS)-enabled strategic enterprise management (IS-SEM) practices and decision-making performance (DMP). The study is based on contemporary literature in the field of emerging technologies in accounting information systems particularly business intelligence and analytics (BI &A). Resource-based view had been applied to create novel constructs to test the research framework and hypothesis. The research framework and hypothesis are tested based on 388 organizations from Brazil and USA. The results reflect that information systems infrastructure integration impacts strategic flexibility and innovations in organizations. Further, there is no difference observed between North American and South American organizations. The results of the research suggest that accounting information systems (AIS) practitioners and researchers should look beyond emerging technologies investments and shift their attention to how information systems infrastructure integration (ISII) and information systems-enabled strategic enterprise management (IS-SEM) practices can leverage decision-making performance (DMP) and impact on strategic flexibility and innovation.

Purpose: The absorptive capacity (AC) leads to firm performance and influences the development and evolution of capabilities and routines, but the influence of AC in projects remains unclear. Therefore, this study aims to investigate the effect of AC on project performance (PP) in the construction industry of Sao Paulo State, Brazil.Design/methodology/approach: The authors conducted a survey questionnaire with project managers and collected 157 responses in the construction sector. They also used confirmatory factor analysis (CFA) and multiple linear regression techniques to assess the data.Findings: The study provides empirical evidence that realized absorptive capacity (RAC) has a direct and indirect positive effect on PP. Conversely, the potential absorptive capacity (PAC) only indirectly impacts PP through project management practices (PMPs). PAC and RAC positively influence PMPs that in turn positively influence PP. The findings reinforce the relevance of AC to the development of internal knowledge for processes and routines, thereby enhancing PP.Practical implications: The findings provide practical implications: the AC influences PP by refining and adapting routines. Moreover, the consistent application of accepted practices is not enough for PP, but the ability to adapt, adjust and transform the relevant knowledge into routines.Originality/value: This paper provides empirical evidence that the knowledge application of PMPs improves organizational performance through PP. However, despite what the literature has discussed, this paper proved that AC has no effect as a moderating factor between PMPs and performance; however, AC's role significantly impacts PP through PMPs.

This article aims to investigate the relationship between perceptions of the enabling dimension and the technical validity of the management reports of an insurance company and the performance of its sales managers, mediated by the use of these reports. Companies invest resources in providing management reports for business managers to take decisions, so understanding what influences the use of these reports and whether this use is associated with performance constitutes a relevant subject for both academia and professional practice. The results may be useful for organizations that are taking decisions to invest in management reports, showing that technical validity is what best influences the use of these reports, at least in the short term, which is also a contribution to the theory. Secondary data were combined with a survey of 231 respondents from an insurance company and analyzed using the structural equation modeling (SEM) technique via partial least squares (PLS). The article contributes to the literature and management accounting practice by demonstrating that, unlike in previous studies, the enabling dimension does not positively influence the use of management reports. On the other hand, the study shows that technical validity, which is a more tangible dimension of the quality of management reports, is positively associated with their use and that this use influences the performance of the sales managers. Keywords: use of management reports, sales performance, sales managers, insurers, enabling.

RESUMO Este artigo investiga se os controles de planejamento, de custos e indicadores de desempenho estrategicamente alinhados (IDEA) são condições necessárias e suficientes para alcançar um alto nível de desempenho organizacional (DO). Ele preenche uma lacuna na pesquisa ao investigar elementos do sistema de controle gerencial como condições necessárias e suficientes para alcançar altos níveis de DO. Os achados mostram uma menor importância dos controles de planejamento e uma maior importância de alinhar prioridades e indicadores para alcançar altos níveis de desempenho. Este artigo é útil para os profissionais que precisam escolher que tipo de controles gerenciais são prioritários para alcançar altos níveis de desempenho. As estruturas conceituais de controle gerencial são úteis para a literatura e a prática; todavia, os profissionais não conseguem implementar todo o conjunto desses componentes, considerando a restrição de tempo e aspectos contingenciais. As empresas têm que escolher quais tipos de controles gerenciais devem implementar, objetivando alcançar desempenho. Como método de pesquisa foi adotada uma abordagem quantitativa baseada na teoria da contingência com uma amostra de 89 empresas brasileiras. As relações foram testadas usando modelagem de equações estruturais por mínimos quadrados parciais (partial least squares structural equations modeling - PLS-SEM), e a análise de condição necessária (necessary condition analysis - NCA) foi aplicada para identificar os controles gerenciais que são condições suficientes e necessárias para um desempenho superior. Os resultados do estudo sugerem que um nível alto de indicadores alinhados estrategicamente está associado à obtenção de alto nível de desempenho. Também sugerem a importância de alinhar prioridades estratégicas com indicadores de desempenho adequados, defendidos principalmente na literatura normativa (balanced scorecard) e empírica.

This paper seeks to understand kaizen in practice as it travels through time and space in the organisational setting. A qualitative case study was carried out at a multinational company using mainly interviews for the data collection that were analysed from an actor-network theory (ANT) perspective. This paper finds that the company deals with a series of paradoxes while managing the kaizen process. Efficiency and quality paradoxes are the basis for starting kaizen projects. Furthermore, intrinsic, and extrinsic motivation, emerge in these processes, and paradoxes relate to how spontaneous ideas emerge in a deliberated context of cost-saving objectives. The supply chain finance team coordinates kaizen projects with the collaboration of plant managers, promoting the paradox of autonomy and control. In addition, as kaizen mobilises and enrols the actors, some trials of strength emerge, showing actors who oppose the kaizen network and create competing networks that mutually exist in the firm. This study presents valuable insights for professionals to successfully implement kaizen methodologies that take advantage of developing a network for problem-solving in organizations. This study highlights the supply chain finance team's role in enrolling the actors within a network built by practitioners engaged in kaizen projects. Usually, engineers, quality, or manufacturing teams lead kaizen projects, and only occasionally, accounting and financial teams participate, including multidisciplinary teams.

This paper investigates if planning and cost controls and strategically aligned performance indicators (SAPI) are necessary and sufficient conditions to achieve a high level of organizational performance (OP). This article fills a gap in research by investigating elements of the management control system as necessary and sufficient conditions to achieve high levels of OP. Our findings show the reduced importance of planning controls and the great importance of aligning priorities and indicators to achieve high levels of performance. The paper is helpful for the practitioners that have to choose what kind of management controls are priorities to achieve high levels of performance. Management control frameworks are helpful for the literature and the practice. Still, the practitioners cannot implement the whole set of these components, considering the restriction of time and contingency aspects. The companies must choose what kind of management controls they have to implement, considering the goal of achieving performance. We used a quantitative methodology based on contingency theory in a survey of 89 Brazilian firms. The relationships were tested using partial least squares structural equations modeling (PLS-SEM), and necessary condition analysis (NCA) was applied to identify the management controls that are sufficient and necessary conditions for superior performance. The results of our study suggest that a high level of strategically aligned indicators is necessary to achieve a high level of performance. Results also suggest the importance of aligning strategic priorities with appropriated performance indicators, primarily defended in the normative (balanced scorecard) and empirical literature.