FACTORS INFLUENCING THE ADOPTION OF MANAGEMENT ACCOUNTING PRACTICES AMONG ALBANIAN FAMILY BUSINESSES

Abstract

Purpose – This study focuses on family businesses, defined as enterprises owned, controlled, and managed by family members who are related by blood or marriage. Family businesses are of significant interest because they represent 65-80% of all enterprises in Europe and have a substantial impact on a country's GDP and employment levels. Since the adoption of Management Accounting Practices (MAPs) is a key factor in business success, the study aims to investigate how widely these practices are adopted among Albanian family businesses and identify the key factors that influence their adoption. Methodology – To achieve the objectives of our study, primary data is collected through questionnaires sent to business owners/managers in Albania. The data is analyzed using qualitative methods to assess the adoption extent of MAPs in family businesses and quantitative methods (regression) to identify the key factors influencing this adoption. Findings – The findings reveal a relatively low level of adoption of MAPs among Albanian family businesses. Their management accounting systems are predominantly informal and unsophisticated. Moreover, characteristics unique to family businesses significantly influence this adoption. Conclusion – The state of MAP adoption among family businesses in Albania suggests a potential area for significant improvement. The unique characteristics of family businesses, which influence this adoption, highlight the need for tailored management accounting solutions that align with their specific management styles. Future initiatives and policies should focus on educating and equipping family businesses with the tools and knowledge necessary to implement more formal and sophisticated MAPs, thereby enhancing their decision-making processes and competitive advantage.

Keywords

• Albania
• management accounting practices
• management accounting systems
• family business

References

1. AbRahman, N. A., Omar, N., Rashid, N. M. N. N. M., & Ramli, A. (2016). Improving employees accountability and firm performance through management accounting practices. Procedia Economics and Finance, 35, 92-98.
2. Afza Amran, N., & Che Ahmad, A. (2009). Family business, board dynamics and firm value: Evidence from Malaysia. Journal of Financial Reporting and Accounting, 7(1), 53-74.
3. Birdthistle, N., & Hales, R. (2023). The Meaning of a Family Business and Why They Are Important to Economies. In Attaining the 2030 Sustainable Development Goal of Gender Equality (pp. 13-24). Emerald Publishing Limited.
4. Ding, S., Qu, B., & Zhuang, Z. (2011). Accounting properties of Chinese family firms. Journal of Accounting, Auditing & Finance, 26(4), 623-640.
5. Dzansi, D. Y., Chipunza, C., & Mashavira, N. (2019). Managerial interpersonal competencies and the performance of family-and non-family-owned small and medium-sized enterprises in Zimbabwe and South Africa. SA Journal of Human Resource Management, 17(1), 1-15.
6. Ekanayake, A., & Kuruppuge, R. H. (2017). Governance of Family Owned Businesses and Firm Performance: Evidence from Sri Lanka. International Journal of Management, Accounting & Economics, 4(10), 611-631.
7. El Masri, T., Tekathen, M., Magnan, M., & Boulianne, E. (2017). Calibrating management control technologies and the dual identity of family firms. Qualitative Research in Accounting & Management, 14(2), 157-188.
8. Hiebl, M. R., Feldbauer‐Durstmüller, B., & Duller, C. (2013). The changing role of management accounting in the transition from a family business to a non‐family business. Journal of Accounting & Organizational Change, 9(2), 119-154.

9. Hiebl, M. R., Neubauer, H., Duller, C., & Feldbauer-Durstmüller, B. (2014). The relationship between corporate governance configuration in family businesses and the use of management accounting. International Journal of Business Research, 14(2), 53-74.
10. Hiebl, M. R., & Mayrleitner, B. (2019). Professionalization of management accounting in family firms: the impact of family members. Review of Managerial Science, 13, 1037-1068.
11. Huerta, E., Petrides, Y., & O’Shaughnessy, D. (2017). Introduction of accounting practices in small family businesses. Qualitative Research in Accounting & Management, 14(2), 111-136.
12. Kapiyangoda, K., & Gooneratne, T. (2021). Management accounting research in family businesses: a review of the status quo and future agenda. Journal of Accounting & Organizational Change, 17(3), 352-372.
13. Rieg, R., Dobroszek, J., & Zarzycka, E. (2022). Professionalisation of Family Firms and Accounting Function: Empirical Evidence. Central European Economic Journal, 9(56), 113-131.
14. Salvato, C., & Moores, K. (2010). Research on accounting in family firms: Past accomplishments and future challenges. Family Business Review, 23(3), 193-215.
15. Samuelsson, J., Andersén, J., Ljungkvist, T., & Jansson, C. (2016). Formal accounting planning in SMEs: The influence of family ownership and entrepreneurial orientation. Journal of Small Business and Enterprise Development, 23(3), 691-702.
16. Senftlechner, D., & Hiebl, M. R. (2015). Management accounting and management control in family businesses: Past accomplishments and future opportunities. Journal of Accounting & Organizational Change, 11(4), 573-606.
17. Stergiou, K., Ashraf, J., & Uddin, S. (2013). The role of structure and agency in management accounting control change of a family owned firm: A Greek case study. Critical Perspectives on Accounting, 24(1), 62-73.
18. Tong, Y. H. (2007). Financial reporting practices of family firms. Advances in Accounting, 23, 231-261.
19. Vaia, G., & Marco, B. (2017). The role of management accounting in family business succession. African Journal of Business Management, 11(21), 619-629.
20. Yopie, S., & Itan, I. (2016). CEO-family vs. CEO-nonfamily: who is a better value creator in family business?. Journal of Applied Management Accounting Research, 14(2)