On Bringing More Action into Management Accounting Research: Process Considerations Based on Two Constructive Case Studies
University of North Carolina Kenan-Flagler Business School
Turku School of Economics & Business Administration - Department of Accounting and Finance
European Accounting Review, Vol. 12, No. 3, pp. 409-442, 2003
About a decade ago, the constructive research approach (CRA) was proposed by Kasanen et al. (1993) as a specific opportunity for management accounting researchers to engage in solving problems relevant to managers. While the advocates of the CRA have argued in favour of its theoretical contribution potential and have shown that it satisfies the requirements of valid applied research, only very few studies using this particular approach have been published in major research journals. Our objective is to discuss the CRA methodology, both from a descriptive and from a prescriptive or normative perspective. We examine the research processes in two very different CRA studies, Degraeve et al. (2000b) and Tuomela (2000a), using the seven-step model suggested by Lukka (2000). We give practical exemplary methodological guidance for other researchers who wish to try out the CRA or obtain a better understanding of this methodology. While so doing, we also show that the CRA can provide researchers with interesting results obtained in a reliable and valid manner. In this way, we enhance the legitimacy of the CRA.
Keywords: constructive research approach, management accounting, method, methodology, action research, case study
JEL Classification: M40, M46Accepted Paper Series
Date posted: September 20, 2003
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