《财会类毕业论文-外文文献原稿和译文》.docVIP

外文文献原稿和译文 原 稿 The RESEARCH OF Integrated Activity-Based Costing and Economic Value Added System as a Strategic Management Tool Narcyz Roztocki State University of New York ABSTRACT This paper describes a field study which examines the implementation of an integrated Activity-Based Costing and Economic Value Added System in two small manufacturing firms. The results of this study suggest that this integrated approach outperforms both traditional cost accounting and standard Activity-Based Costing methods. Furthermore, the findings from two small companies show that there liability of cost information obtained by this integrated system increases substantially when differences in capital usage exist. Factors that could create these differences in capital usage and lead to distorted cost information are discussed. Using actual data from the field study, possible distortions to product cost as a result of a homogenous capital cost allocation are also examined. Finally, the impact of this integrated approach on the decision-making、strategic planning and long-term business performance of the two participating companies is discussed. KEYWORDS Activity-Based Costing; Economic Value Added; strategic management Introduction In today’s business environment, many manufacturing companies are facing a fierce competition in domestic and global markets implementing strategic management tools, in order to increase their competitiveness. Activity-Based Costing (ABC) and Economic Value Added（EVA）are two such examples of these strategic management tools. Traditionally, ABC and Economic Value Added methods have been used separately. ABC has been used as a costing system, mainly to improve operating efficiency; while Economic Value Added has been used as a financial performance measure, mainly to improve financial efficiency. In recent years, some researchers have proposed that ABC should be combined with Economic Value Added to create an integrated costing