دانلود رایگان مقاله انگلیسی هم ترازی مدیریت حسابداری-استراتژی در بانکداری اسلامی - امرالد 2018

Abstract

Purpose – This paper aims to examine the effect of management accounting–strategy coalignment on the maqasid Shariah-based performance of Islamic banks in Indonesia. The study also examines the role of the corporate life cycle of Islamic banks in influencing the relationship between management accounting– strategy coalignment and performance. Design/methodology/approach – Management accounting practices, management control systems, strategy and maqasid Shariah-based performance are measured using questionnaires which were distributed to 97 directors and heads of Islamic banks. The model of this study is analyzed using structural equation model. Findings – This study finds that the coalignment between low cost-oriented strategy, strategic management accounting practices and mechanistic management control system has positive impact on improving maqasid Shariah-based performance. However, this study is unable to verify that corporate life cycle strengthens the positive relationship between management accounting–strategy coalignment and performance. Research limitations/implications – Limited indicators of management accounting practices in this study illustrate less comprehensive management accounting practices. Further studies may add other relevant management accounting as described by the International Federation of Accounting Committee to provide a more comprehensive management accounting practices. Practical implications – This study provides recommendations to the management of Islamic banks to design management accounting practices and management control systems that fit to their strategic orientation. Originality/value – This paper fulfils limited empirical studies on management accounting practices and strategy in Islamic banking industry.

5.6 Conclusion

We find that strategic orientation, management accounting practice and management control system are indicators of strategic coalignment at Islamic banks. Management accounting practice is the strongest indicator of strategic coalignment followed by the management control system and strategic orientation, with standardized solution values of 0.98, 0.85 and 0.54, respectively. The first-order CFA demonstrates that strategic coalignment is a combination of low-cost strategy, strategic management accounting practices and a mechanistic management control system. This study failed to confirm the role of the corporate life cycle in terms of moderating the relationship between strategic coalignment and performance. In other words, strategic coalignment has a positive impact on performance regardless of the corporate life cycle. The influence of strategic coalignment on maqasid Shariah-based performance is fairly strong, shown by the regression coefficient of 0.49 with the positive direction. Moreover, the coefficient of determination shows that 24 per cent variation of maqasid Shariahh-based performance in Islamic banks can be explained by coalignment between strategic orientation, management accounting practice and management control system.