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Evaluating management accounting change according to the institutional theory approach
Purpose – The objective of this case study is to evaluate the change process, under the old
institutional economics (OIE) approach, that had occurred within the management-accounting system
of Brazilian bank. The present study examines the efficacy of the change process in management
accounting, from the perspective of system users, seven years after its beginning.
Design/methodology/approach – The research is based on a case study. The study presents a
literature review of institutional theory and a case study of Banco do Brasil – a large Brazilian bank
that has implemented profound changes in its management-accounting system.
Findings – The results indicate that new concepts have been effectively institutionalised and
converted into new values, habits, and routines inside the organisation. The study provides new
insights into management-accounting change.
Research limitations/implications – A single case study does not allow the results to be
generalised to other organisations.
Originality/value – The study offers a conceptual structure and operational guidelines to evaluate
institutionalisation of management-accounting change processes. The main contribution of this study
is to offer new operational insights on management- accounting institutionalisation using the
conceptual framework proposed by Burns and Scapens.
Keywords Management accounting, Organizational theory, Change management, Banks, Brazil
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