Do Management Accounting Systems Influence Organizational Change or Vice-Versa? Evidence from a Case of Constructive Research in the Healthcare Sector

Abstract

The paper aims to analyze the process of change of management accounting system (MAS) as a consequence of changes in the complexity of organizational structure in healthcare. It deepens the factors and elements involved in the process of change of the management accounting systems according with the theoretical frameworks of Habermas (1987) and Laughlin (1991).In this perspective organization structure is seen as a set of tangible and intangible elements, which interact with the external environment. In this respect the organizational changes are seen as the consequence of the interaction between tangible and intangible elements of the organization and between the organization and the external environment.

The process of change was not studied from an external standpoint, but through an active participation and contribution of the researchers in the process of change itself. Using a constructive research approach, the researches were actively involved with the actors of the change in developing the process of change, and in facilitating the overcoming of some cultural gaps and resistance which could arise in professional organization.

The paper provides empirical insights of the characteristics of the process of change of MAS in a Heath Care setting with a particular focus on aspects characterizing the process of change itself. Finding suggest the importance of putting high attention in the development and planning of the process of change itself and underline how the attention to peculiarities of the organization, in to this phase, could make the MAS able to to impact on the behaviours and culture of professionals.

Keywords: Management Accounting in Healthcare, Habermas, Organizational changes