Procedia Economics and Finance 3 ( 2012 ) 387 396 [615767]

Procedia Economics and Finance 3 ( 2012 ) 387 – 396
2212-6716 © 2012 The Authors. Published by Elsevier Ltd.
Selection and peer review under responsibility of Emerging Markets Queries in Finance and Business local organization.doi: 10.1016/S2212-5671(12)00169-4

Emerging Markets Queries in Finance and Business
Strategic Management Accounting Techniques in Romanian
Companies: Some Survey Evidence
Majeed A. Hatif AlMaryani *, Hamza H. Sadik **
*Phd Student , 3rd year , ASE-Bucharest, Romania
**Phd Student , 2nd year , ASE-Bucharest , Romania

Abstract
This study aimed to introducing the techniques of strate gic management accounting and its role in serving the
objectives of contemporary management strategic management of Romanian companies, through the study of
these techniques, and then applied the topic in the field through distributing a survey questionnaire in a sample
of Romanian companies. We used the descriptive analytical approach in the theoretical part of the study, where we tried to showing the most important ideas on the subject of strategic management accounting and its techniques, and we used the applied approach in the practical part of the study, where we used a survey
questionnaire to collect the applied data for four techniqu es from twenty individuals from four multiple
Romanian companies in Bucharest. © 2012 Published by Elsevier Ltd. Selection and peer-review under responsibility of the Emerging Markets Queries in Finance and Business local organization

Keywords: Strategic Management Accounting (SMA) , SMA Techniques and Methods Importance,
Constraints, Benefits of application of SMA techniques
________________________________________________________________________________________

* Corresponding author. Tel.: +40-732-654-616; : +40-725-634-008
E-mail address: [anonimizat] , [anonimizat]
Available online at www.sciencedirect.com
© 2012 The Authors. Published by Elsevier Ltd.
Selection and peer review under responsibility of Emerging Markets Queries in Finance and Business local organization.

388 Majeed A. Hatif AlMaryani and Hamza H. Sadik / Procedia Economics and Finance 3 ( 2012 ) 387 – 396
1. Introduction:

Organizations of different kinds: industrial, service , or commercial currently exercise of their activities in
an environment characterized by complex and constantly changing, where this organizations became facing
variable and complex environmental conditions, which required from these organizations to use all the
necessary means and tools to be able to survive and maintain its market share and achieve success.
Therefore, most organizations began heading towards th e adoption and use of strategic concepts of different
kinds and has become the concept of strategic management of the most important features of contemporary managements, which enables organizations to cope with environmental variables and subsequent developments in the economic systems resulting from globalization and the opening of global markets.
This was reflected on
the accounting systems in general, where the tradition al accounting systems no longer able to give and to
provide a comprehensive picture of organizational pe rformance for contemporary organizations because of
their inability to provide indicators and measure help th e managements of these organizations to measure their
performance correctly and appropriately. So, started the ideas and studies in the field of accounting orientation
towards strategic thinking in the accounting systems an d the importance of developing methods and accounting
systems in order to become adequate to serve the go als and requirements of the strategic management of
contemporary organizations. Hence, the effect was large st in this direction in the cost accounting and
management accounting systems as the two accounting systems mentors mainly to serve and provide data and
information to assist managements significantly in the pe rformance of its main functions related to planning,
control, performance evaluation, and decision making. The reflections of strategic approach in management
begun in the emergence of many methods and techniques in cost accounting and management accounting which directed mainly to serve the goals of the cont emporary strategic management of business organizations,
where it developed many accounting methods and techniques in the field of strategic cost management and
strategic management accounting, such as ABC costing, Value chain, Benchmarking, BSC, etc. which aims to assist modern strategic managements in achieving it functions and objectives in the strategic-term. The use of these methods and techniques are no longer limited to industrial organizations but exceeded to all organizations
and all kinds and in different sectors, where it became the adoption of strategic tools and ways one of the main
characteristics of the modern managements of business organizations in the contemporary world of business.

2. Strategic Management Accounting
Theoretical Background:

Accounting systems designed to serve a group of us ers within and outside the organization and provide them
with data and information necessary for them to take de cisions related to these organizations , and management
accounting is that the sub-accounting system, which aims to serve the internal management of the organization
and assist them in performing their functions of plan ning, control, decision-making and performance evaluation
in the operational and long-range, this system has adap ted and evolved over time to meet the administrative
needs of information by inventing many of the methods and techniques that aims to serve the needs of the management. In the business world today, the application of ideas and theories of strategic management by
organizations has become a need and necessity should be met to survive and continue, which was reflected in
the accounting systems, especially in the management accounting system, where we know that the emergence
of management accounting was a natural result of the ne ed for managements to accounting tool provides them
with data and information required and necessary to perf orm all the functions entrusted to the managers, and it
was emerged as a natural response to the continuous an d permanent developments in the accounting systems to
meet the needs of users of different information. The methods and techniques of traditional management
accounting and cost accounting faced a lot of criticism because of its focus on providing the information
necessary for management in the field of controlling and evaluation of performance and neglected many of the
important things and their effects in the strategic range, so there is claims by interes ted and researchers in the
field of management accounting to interesting to study the strategic direction in management accounting, where
emerging accounting ideas and methods in the field of management accounting and cost accounting, which

389 Majeed A. Hatif AlMaryani and Hamza H. Sadik / Procedia Economics and Finance 3 ( 2012 ) 387 – 396
concerned with the strategic extent more than the oper ating range which so-called the strategic approach in
management accounting, which became the link between accounting and required contemporary strategic management for the work of today organizations. The current competitive pressures which resulted from the
global trend of liberalization of international trade, and co nglomerate of many major companies in the consortia
to achieve economies of supporting market power throu gh the integration of the value chain, have necessitated
from many companies to adopt strategic tools to co mpete as a unique gateway to ensure survival and
continuity. Which requires the need to develop their administrative and accounting structures, including the system of management accounting as a leading producer of information for decision-making at all levels of management in conditions of uncertainty, and the difficu lty of programming decision-making process; because
of the rapid changes in customer requirements, and th e large technological developmen ts. Therefore, the trend
towards the adoption of strategic approach in manage ment accounting is a tool to face these current
developments, and here appeared many methods and techniques in the field of strategic management
accounting and strategic cost management by which to ac hieve an efficient and effective control in the field of
cost reduction and supply management with data and information assist in the performance of its functions in
the long and strategic term. When searching for the begi nnings of strategic management accounting, we found
that, in the late eighties the British Chartered Institute of Managerial Accountants survey on the development of
management accounting and was reached to results prepar ed in the form of the 1989 report titled (Management
Accounting: Path Ways to Progress), and then in 1994 was re-drafting of this report and said that there is no
comprehensive conceptual framework for strategic manage ment accounting, but it is working to provide the
necessary information for management for the purposes to have advance warning of changes that may encounter in the future Drury, 2000, pp 923. Academ ics and researchers in management accounting tried to
submitted definitions for strategic management accounting, Innes define it as: Provide information for the
purposes of supporting the strategic decisions of the organizations, which include long-term and foreign
elements Drury, 2000, pp 924. While, Bromwich, 1990, pp 28 sees it as: The providing and analysis of financial information on an organization product markets , the costs of competitors and cost structures and
strategies management for competitors in the markets. Therefore, we can provide the following definition for
strategic management accounting: Providing information for the formulation of organization strategy and
support its implementation by encouraging behaviour that is consistent with the strategy of the organization and
through the application of accounting methods directed towards reducing costs, improving product quality, and
performance evaluation which achieve the strategy of the organization and to preserve the status of the
organization competitive position and continue to work in the changing market .
Hilton, 1999, pp 5 see that: The strategic management accounting aimed to the following:
Providing information for decision-making, planning and effective participation in decision-making
and strategic planning process;
Assist managers to direction an d control of operational activities;
Motivate managers and other users towards the goals and objectives of the organization;
Measuring the performance of the activities and su b-units and managers and other users within the
organization.
Evaluation of competitive situation of the organization and work with other managers to confirm the
competitive situation of the organization in the long long-t erm. In general, we believe that: The functions of
strategic management accounting are concentrated in pr oviding a general framework of strategic information to
senior management to help them to identify correct trends and take appr opriate decisions to the trends of the
organization and its goals in the strategic term. The study of strategic management accounting is not study of a package of procedures which followed in organizations, but is a study of the process associated mainly with the
characteristics of organizations that mu st be characterized by constantly chan ging with the environment, where
there is a set of forces that affect today organizations in general Mcwatters, et al, 2001, pp 5-8. So, we can say
that: Strategic management accounting represents a gr oup of techniques and methods which can serving the
goals and objectives of managements of organizations in the strategic-range, and through them the accounting

390 Majeed A. Hatif AlMaryani and Hamza H. Sadik / Procedia Economics and Finance 3 ( 2012 ) 387 – 396
systems can meet the needs of contemporary management and provide information to management needed to
perform its functions in the strategic- range , such as value chain analysis, activity based costing,
benchmarking, balanced scorecards, business process re-engineering, continuous improvements, theory of constraints, and others methods and techniques which all aims to serving the strategic management of
contemporary organizations in one of its strategic functions .

3. Literatures Review

When we review this subject, we found many of the researches and writers tried to study this subject from
several points of view, where Swenson et al, 2003 examin ed the way in which target costing has been applied
in a variety of industries, the level of success and meas urable improvements achieved, and the factors that
influenced the success of these applications. While Tillman, 2003 , aimed to investigates the phenomenon of
strategic management accounting in multinational comp anies. It seeks to understand strategic management
accounting processes in use in a particular organiza tional context, and a large multinational company in
Germany was used for the purposes of the study, als o Holloway, 2006 tried to critically assesses the literature
on strategic management accounting that is budgeting and corporate governance and also the managerial
decision-making literature (primarily in the areas of strategic planning and change management). Cadez and
Guilding, 2007 aimed to benchmark the degree to which companies in Slovenia, a country that has experienced success in its transition to a market econ omy, apply strategic management accounting
SMA – techniques , and
the study build on the – SMA international investigatio n that compared the SMA usage rates of three Western
countries: New Zealand, the UK, and the USA, while Yek , et al, ( 2007 ) presented in their paper a case study of the Institute of Technical Education (ITE) using Balanced Scorecard (BSC) as a strategic management
system to improve quality and performance of the Vocational Education and Training (VET), and the case
study utilizes the personal knowledge of first author as Principal of ITE College West in Singapore . Eze, 2009
aimed to investigate how hotels in transiting economy could improve performance and gain competitive advantage by adopting strategic management accounting (SMA) techniques , to achieve this objective,
questionnaires were administered to accountants and depart mental managers in 3, 4, and 5 star hotels in Nigeria
and about 16 SMA techniques, and Wahlstrom, 2011 deals with the interplay between Uncertainties, Strategic
Management Accounting (SMA), and Management Accounting System (MAS), and the main objective of this
study is to explore how SMA is applied to optimize the value-
, and the focus is on how the
-functional
relations. Yazdifar and Askarany, 2012 reported results of a survey among CIMA-qualified management accountants working in manufacturing and service firms in the UK, Australia and New Zealand on the adoption
and implementation of TC, and they tried to examine th e importance of attributes of TC (namely relative
advantage, compatibility, ease of use, result demonstrab ility, trainability) for decision makers to adopt and
implement such cost and management accounting innovation in three western countries. In Romania, Capusneanu, 2006 conducted a study
to research of activity-based costing principles and the identification of its
implementation opportunities in the Romanian textile industry from a methodological perspective , and he focused on the analysis of management accounting an d cost calculation methods an d the relevant aspects of
their methodological stages, according to the Romanian le gislation, while Dumitrana, et al , 2008 tried in their
paper to present how information about costs influences the quality of the process of decision making in hospitality business, in order to analyze the performance of each department and to decide how to increase the
profit and the quality of all services. Craciun, et al, 2008 tr ied to discuss the topic of performance measurement
techniques by compares two of the most widely adopted performance management frameworks
EQFM and
Balanced Scorecard. These methods are used to explai n how strategic control and performance measurement
can aid in the implementation of strategy and the improv ement of organizational performance, while Curpan et
al, 2008 proposes to emphasize the necessity of us ing benchmarking, the application methodology, the
advantages and the disadvantages of the new process, as well as the concerned critics. Also, Anica-Popa, 2009
attempted in his study an integrated approach regarding th e cost analysis model and the use of the information

391 Majeed A. Hatif AlMaryani and Hamza H. Sadik / Procedia Economics and Finance 3 ( 2012 ) 387 – 396
provided by the managerial and cost calculation ac counting in the implementation of the strategies for
increasing the performance in the enterprises from th e construction materials industry, while Jinga, 2009 has
examined in his study from a multidisciplinary perspective the main aspects of cost management, where the objective of the study is to present the attitude of managers of firms in Romania about the information
generated by accounting management, and also identify those models of calculation and reporting of costs
understandable and relevant to basic management decision s. Jinga et al, 2010 tried to determine through an
empirical research the attitude of the managers in th e Romanian companies towards the information generated
by the managerial accounting from the point of view that the accounting information lies at the basis of the decision-making process, both inside and outside of the organization, while Cardus and Pete, 2011 tried to analyzing the existing literature in the field in order to emphasize that new cost systems such as ABC and ABM
could be a strong couple that assures competitiveness and efficiency for each company. Another objective is to
present that, besides its disadvantages, firms implement the ABC/ABM system because it permits better tracing
of costs to objects, superior allocation of overheads to cost objects, financial and non-financial analysis and
measures useful to managers and management accountants in the decision-making process, Capusneanu et al,
2011 present the importance of Activity-Based Costing method (ABC) in Romania
changes, by analyzed the possibilities to adapt to a modern management accounting method and managerial
accounting organization assumptions of the ABC (Activit y-Based Costing) method in Romanian enterprises.

4. Methodology of the study
Our present study represents an attempt to look at this issue through a review of the theoretical aspects of
the subject, and then move on to the actual applicatio n by using the survey questionnaire in a sample of
companies, so we have formulated the following intellectua l questions to express this problem observed by us,
namely:
What role could be played by the techniques of strategic management accounting in serving the strategic
goals and objectives of the contemporary managements? And that from the point of view of specialists and
relevant in the financial and accounting matters in the Romanian companies.
What are the constraints and difficulties faced by th ese companies in the use and application of strategic
management accounting techniques? Which can be preventing the managements of these companies from the application and use of these techniques?
What are the benefits and features that can accrue to these companies from the use and application of
strategic management accounting techniques?
The objectives of the study represent the possible so lutions to the problem of the study, which was expressed
through the previous intellectual questi ons, so we can say that the current study aims to answer all the above
questions of the study problem. For the purpose of achieving the objectives of the study, we will be tested
three main hypotheses of the study according to the aspe cts that will be exposed to the study, these hypotheses
as follows:
There is a fundamental and important role could be p layed by the strategic management accounting
techniques in achieving the strategic goals and objectives of contemporary management.
Facing the companies many constraints and difficu lties in their use and application of techniques of
strategic management accounting.
The application and use of techniques of strategic management accounting by the companies lead to
achieve several benefits and features for these compan ies, which assist it achieve its goals and objectives
and the performance of its functions in the strategic-range.
To achieve the objectives of the study, we prepared and developed a questionnaire containing four parts, the
first part for the general information, and the second fo r role of (4) SMA techniques in serving the objectives of
contemporary management, while the third part for the constraints and difficulties, and the last part for the

392 Majeed A. Hatif AlMaryani and Hamza H. Sadik / Procedia Economics and Finance 3 ( 2012 ) 387 – 396
benefits and features, and we have adopted the Five-sca le Lickert measure for the answers with the weight of
each answer, as follows:

Answers Completely
Disagree Disagree I do know
( Neutral ) Agree Completely
Agree
Weights
1 2 3 4 5

After that, we tested the reliability of the questionnaire using the test method(Test-Retest), where he distribute the questionnaire on a testing sample consisti ng of (10) individuals in two companies , then re-
distribute the questionnaire on the same sample after an interval of two weeks, and calculated the correlation coefficient for the responses in the two distributions, which amounted to (0.843). We used the Stratified
Random Sample – SRS in our study, where we distri buted the questionnaire on (20) individuals in (4)
multiple companies in Bucharest , all the respondents who work in financial and accounting matters in order
that they have enough understanding to answer the qu estionnaire properly. After collecting the responses on
the questionnaire, we are calculating some statistical ind icators for the purposes of achieving the results of
the study, such as frequencies, percentages, weigh ted arithmetic means, standard deviations, and correlations.

5. Results and Discussion:

The questionnaire have been distributed on (20) individuals in (4) multiple companies in Bucharest, all
these companies was large-sized companies from staffs and capital, and the individuals who are answered
the questionnaire in these companies are working in accoun ting departments or related to it , and they have a
good experiences , which refer to us that the sample has been used have a good practical qualifications and
the functional practice to an swer the questionnaire .

5.1 The results of the importance of strate gic management accounting techniques
Table 1. The results of Value Chain Analysis technique

Questions
Mean
%
S.D
Ranking
1-The application of this technique helps the company in costs management and improve the
quality of the products in the strategic range. 3.65
73%
1.25
2
2-The application of this technique lead to maximize the value of the company activities from
purchase of raw materials until delivery of the product to the customer. 3.75
75%
0.84
4
3-The application of this technique help the management in identifying unnecessary costs in
production and the achievement of performance at less cost and higher efficiency . 3.50 70%
1.10

3
4-The application of this technique help in the development of competitive advantage for the
company by reducing costs. 3.60 72%
1.98
5
5-The application of this technique leads to increase the company profits in the strategic range. 3.70 74%
0.92
1
General weighted Mean = 3.64, Sample ( N ) = 20,
Table 2. The results of Activity-Based Costing (ABC) technique

Questions
Mean
%
S.D
Ranking
1-The application of this technique help to improve the company performance and achieve
the objectives in the strategic range. 3.55
71%
0.87
3

393 Majeed A. Hatif AlMaryani and Hamza H. Sadik / Procedia Economics and Finance 3 ( 2012 ) 387 – 396
2-The application of this technique help to better calculate of the costs of production. 3.75 75% 1.65
1
3-The need the management to more accurate information requires the application of this
technique. 3.60
72%
0.80
2
4-The application of this technique helps to provide data for decision-making for all levels of
management. 3.10
62%
1.37
5
5-The application of this technique helps in the control of costs and reduction it of the best
way. 3.50 70% 0.97
4
General weighted Mean = 3.50, Sample ( N ) = 20,
Table 3. The results of Continuous Improvements technique

Questions
Mean
%
S.D
Ranking
1-Continuous improvement assists in maintaining the competitive advantage of the company and
its market share and achieve its strategic objectives. 3.85
77%
2.45
3
2-Continuous improvements lead to the deletion of loss and reduction times and improve the
quality of the company products. 4.15 83%
1.86
1
3-Continuous improvement assists in exploring the best ways to accomplish the company
activities. 4.00
80%
1.80
2
4-Continuous improvement leads to reduce the production costs and it control. 3.45 69% 0.92
4
5- Continuous improvement leads to increase the value received by the customer. 3.20 64% 2.23
5
General weighted Mean = 3.73, Sample ( N ) = 20,
Table 4. The results of Balanced Scored-cards (BSC) technique

Questions
Mean
%
S.D
Ranking
1-The application of this technique assist to better improve of the measurement of strategic financial
performance. 3.45
69%
2.12
1
2-The application of this technique lead to the imposition of a good internal control. 3.30 66% 0.76
3
3-The application of this technique provides strategic financial and non-financial performance
measures for the management of the company. 3.40
68%
2.39
2
4-This technique represents a method of thinking and management tool to work that helps the
company in achieving its strategic objectives. 2.85
57%
0.46
5
5-The application of this technique in the company lead to provide comprehensive information and
adequate on the performance. 3.25 65%
2.76
4
General weighted Mean = 3.25, Sample ( N ) = 20, Sig.

The above four tables show that , the responde nts believe that the four strategic management accounting
techniques great significance in achieving the objectives of contemporary strategic managements of Romanian
companies, where the weighted arithmetic means and their percentages indicates to the importance of these
techniques for the managements of these companies , an d that the standard deviations refer to the absence of
spacing or dispersion in responses to the questionnaire about their weigh ted arithmetic means. Also that the
general weighted means of the four tables high and show the importance of these techniques for the contemporary managements of these companies and their ob jectives in the strategic-range, and either in terms
of the ranking of importance of these techniques acco rding to the priorities, the continuous improvements
technique comes in the first place, and then followed the technique of value chain analysis, then activity-based
costing technique, and the balanced scored- ca rds comes ranked last of these techniques.
When we calculate the correlation coefficients between these four techniques of strategic management accounting, it has appeared as follows:

394 Majeed A. Hatif AlMaryani and Hamza H. Sadik / Procedia Economics and Finance 3 ( 2012 ) 387 – 396
Table 5. The correlation coefficients between the six techniques of SMA
Techniques Value Chain ABC Continuous Improvements BSC
Value Chain 1
ABC 0.24 1
Continuous Improvements 0.10 0.73 1
BSC 0.11 0.60 0.88 1

This table showed that, there are strong correlations between these techniques , such as the correlation
between the continuous improvements and the balanced scorecard techniques, which are (0.88), and indicates
the presence of integration can be achieved by the app lication of the two techniques together and this confirms
that the use of these techniques togeth er and interoperate to achieve multip le benefits for the managements of
these companies and that the expected benefits from the use of one of the techniques may depend on the use of
another technique. From these result, we can accept th e first hypothesis, which confirmed that there is an
important role could be played by the strategic manage ment accounting techniques in achieving the strategic
goals and objectives of contemporary management .

5.2 – The constraints and difficulties facing compan ies in use and application strategic management
accounting techniques, as in the following table:
Table 6. The constraints and difficulties that facing companies in the use and application of SMA techniques

Questions
Mean
%
S.D
Ranking
1-The unwillingness of the management to change the currently used systems because it is
considered sufficient and there is no need to change.
3.35
67%
1.06
2
2-Lack of administrative and financial staffs qualified scientifically and practicable to
apply and use these techniques and methods. 2.90
58%
0.61
4
3-Lack of adequate databases assists in the use of these techniques. 3.15 63% 2.73 3
4-Lack of enough and detailed data and information to use these techniques. 2.85 57% 1.65 5
5-Higher costs for the use of these techniques compared with the traditional methods
makes management refuse it.
3.60
72%
2.81
1
General weighted Mean = 3.17, Sample ( N ) = 20,

The results above show that the sample of respondents confirms the existence of constraints and difficulties
which prevent these companies or prevent the app lication and use of strategic management accounting
techniques, where all the weighted arithmetic means ind icate to that, and the general mean (3.17), and the
standard deviations show that, there was no differences in responses about this part of the questionnaire, and
the last column show the ranking of these constraints an d difficulties , where the higher costs for the use of
these techniques compared with the traditional methods was the most important constraint to the application of
these methods and techniques. From these results, we can accept the second hypothesis, which confirmed that
there are many constraints and difficulties facing the companies in Romania in the application and use of the
techniques of strategic management accounting.

5.3 – The benefits and features of the use an d application of strategi c management accounting
techniques, as in the following table:
Table 7. The benefits and features of the use and application of SMA techniques
Questions Mean % S.D Ranking
1-Assist in better control of production costs. 3.90 78% 2.25 2
2-Assist in better developing plans for the future. 3.85 77% 2.18 3

395 Majeed A. Hatif AlMaryani and Hamza H. Sadik / Procedia Economics and Finance 3 ( 2012 ) 387 – 396
3-Assist in better decision- making process. 4.00 80% 1.93 1
4-Assist in the better process of evaluating the performance of the company. 3.25 65% 1.88 5
5-Assist in the better process of evaluating the performance of individuals. 3.60 72% 2.31 4
General weighted Mean = 3.72, Sample ( N ) = 20,

The results above show that respondents see th at the application and use of the techniques of strategic
management accounting achieve to the Romanian comp anies many benefits and features, where the first
column shows that and the general weighted mean (3.72) which was high and confirms that, and the standard deviations did not show differences in the responses of this pa rt of the questionnaire, and the last column show
the ranking of these benefit and features , where it was a ssist in better decision-making was the first one. From
these results, we can accept the third hypothesis, which confirmed that there are many benefits and features can
be achieved to the Romanian companies from the ap plication and use of strategic management accounting
techniques.

6. Conclusions and recommendations:

The use of methods and techniques of strategic cost accounting and strategic management accounting has
become an urgent necessity for all organizations and at various kinds in order to survive and grow in the light
of the complex and changing environment. The manage ments of companies studied realize the importance of
the use and application of strategic management accounting techniques at the present time in order to achieve
the strategic goals of these companies and their success and survival and growth in the markets. The management of companies studied realize that there are ma ny constraints and difficulties facing the process of
application and use of these techniques by these companies. The managements of companies studied realize
that there are benefits and features can be achieved fo r companies in the case of the application and use the
techniques of strategic management accounting, which leading to the achievement of strategic goals and objectives for these companies. Through all the above, we can make the following recommendations: The necessity for companies to apply and use these techniques in a commensurate with the expected interest and the
nature of the work of each company and its strategic goals; Interesting to conduct further studies on the
methods and techniques of strategic co st accounting and strategic management accounting on different aspects
and in different economic sectors; Conducting further studies for the application of other methods and
techniques effectively in the reality of the field and co mpared the results obtained with the results of other
countries and with the theoretical results expected to be achieved from the application; Use others methods of
research and different meth odology, as well as different approaches in the application and conduct studies and
research on these methods and techniqu es , where we expect to achieve different results and other benefits.

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