Using management accounting information to enhance competitive advantage for enterprises in Vietnam

of the marketing department of the customer can be valid for the research and development department in the development of products or services which are suitable to the taste of customers (Moorman and Miner, 1998). 4. Conclusions and Policy Implications Based on the Resource-Based View, research has analyzed and confirmed that management accounting information is the resource which satisfies VRIN attributes. According to Barney (1991), these enterprises which use efficiently VRIN resources will likely improve the competitive advantage in the market. From the result of the study, to enhance competitive advantage in the intense competition and high volatility environment today, businesses need to have a plan to build and perfect the system of management accounting information to provide information with the broad scope, timeliness, aggregation, and integration. This helps the management make the decisions of business activities control rightly. Thus, the study result once again confirms the role of management accounting information in supporting the management to perform the functions of planning, control, and decision-making. In addition, the study result also contributes to the filling of the research gap on the relationship between the use of management accounting information and competitive advantage of Vietnamese enterprises. Any studies will exist some certain limitations and our study is the same. Firstly, the sample size is quite small (n = 279) and is chosen through the convenient method, so it may not be high representative for the population. Secondly, this study only considered the relationship between the use of management accounting information and the competitive advantage of enterprises basing on the view of Resource-Based View. Some studies in the future may combine both the Contingency theory and the Resource-Based View to study the use of management accounting information which is suitable to types of various business strategies to bring competitive advantage for Vietnamese enterprises. Thirdly, this study does not include firm control variables which can affect the relationship between the use of 223 management accounting information and competitive advantage. Thus, the further studies may examine to the control variables such as size, firm age, corporate ownership, industry category, geographical region and so on. Fourthly, the respondents' perceptions of enterprises have an advantage over their competitors in the same industry, which is not assess accurately about their competitive advantage. The next researchs will be more meaningful if researchers use the actual data on the company's financial statements and compares it with the competitor. Finally, this study employs static and cross-sectional data, which has inevitable drawbacks in reflecting the function and evolution of the use of management accounting information and competitive advantage. The use of panel data may be the future direction of following-up studies. In summary, however, we believe that the results of the empirical study reported in this paper support the importance of management accounting system and suggest that the managers should use management accounting information with the broad scope, timeliness, aggregation, and integration in order to enhance the competitive advantage of their firms. Furthermore, we believe that the Resource-Based View is useful to explain that management accounting information is VRIN resources and it is an antecedent of the competitive advantage of the firms on the market. 5. References Abernethy, M. A., & Brownell, P. (1999). The role of budgets in organizations facing strategic change: an exploratory study. Accounting, Organizations and Society, 24(3), 189- 204. Agbejule, A. (2005). The relationship between management accounting systems and perceived environmental uncertainty on managerial performance: a research note. Accounting and business research, 35(4), 295-305. Amit, R., & Schoemaker, P. J. (1993). Strategic assets and organizational rent. Strategic management journal, 14(1), 33-46. Baines, A., & Langfield-Smith, K. (2003). Antecedents to management accounting change: a structural equation approach. Accounting, Organizations and Society, 28(7-8), 675-698. Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of management, 17(1), 99-120. Barney, J., Wright, M., & Ketchen Jr, D. J. (2001). The resource-based view of the firm: Ten years after 1991. Journal of management, 27(6), 625-641. Bisbe, J., & Otley, D. (2004). The effects of the interactive use of management control systems on product innovation. Accounting, Organizations and Society, 29(8), 709-737. Bromwich, M. (1990). The case for strategic management accounting: the role of accounting information for strategy in competitive markets. Accounting, Organizations and Society, 15(1-2), 27-46. 224 Bruggeman, W., & Van der Stede, W. (1993). Fitting management control systems to competitive advantage. British Journal of Management, 4(3), 205-218. Cadez, S., & Guilding, C. (2008). An exploratory investigation of an integrated contingency model of strategic management accounting. Accounting, Organizations and Society, 33(7-8), 836-863. Calantone, R. J., Cavusgil, S. T., & Zhao, Y. (2002). Learning orientation, firm innovation capability, and firm performance. Industrial Marketing Management, 31(6), 515- 524. Chang, C.-H. (2011). The influence of corporate environmental ethics on competitive advantage: The mediation role of green innovation. Journal of Business Ethics, 104(3), 361- 370. Chenhall, R. H., & Langfield-Smith, K. (1998). The relationship between strategic priorities, management techniques and management accounting: an empirical investigation using a systems approacha. Accounting, Organizations and Society, 23(3), 243-264. Chenhall, R. H., & Langfield‐Smith, K. (2003). Performance Measurement and Reward Systems, Trust, and Strategic Change. Journal of Management Accounting Research, 15(1), 117-143. doi:10.2308/jmar.2003.15.1.117 Chenhall, R. H., & Morris, D. (1986). The impact of structure, environment, and interdependence on the perceived usefulness of management accounting systems. Accounting Review, 16-35. Chia, Y. M. (1995). Decentralization, management accounting system (MAS) information characteristics and their interaction effects on managerial performance: a Singapore study. Journal of Business Finance & Accounting, 22(6), 811-830. Chong, V. K. (1996). Management accounting systems, task uncertainty and managerial performance: a research note. Accounting, Organizations and Society, 21(5), 415-421. Conner, K. R., & Prahalad, C. K. (1996). A resource-based theory of the firm: Knowledge versus opportunism. Organization science, 7(5), 477-501. Dess, G. G., & Robinson, R. B. (1984). Measuring organizational performance in the absence of objective measures: the case of the privately‐held firm and conglomerate business unit. Strategic management journal, 5(3), 265-273. Doan, N. P. A. (2016). Factors Affecting the Use and Consequences of Management Accounting Practices in A Transitional Economy: The Case of Vietnam. Journal of Economics and Development, 18(1), 54-73. Fisher, C. (1996). The impact of perceived environmental uncertainty and individual differences on management information requirements: A research note. Accounting, Organizations and Society, 21(4), 361-369. 225 Gordon, L. A., & Miller, D. (1976). A contingency framework for the design of accounting information systems. In Readings in Accounting for Management Control (pp. 569-585): Springer. Gordon, L. A., & Narayanan, V. K. (1984). Management accounting systems, perceived environmental uncertainty and organization structure: an empirical investigation. Accounting, Organizations and Society, 9(1), 33-47. Grant, R. M. (1996). Toward a knowledge‐based theory of the firm. Strategic management journal, 17(S2), 109-122. Gul, F. A., & Chia, Y. M. (1994). The effects of management accounting systems, perceived environmental uncertainty and decentralization on managerial performance: a test of three-way interaction. Accounting, Organizations and Society, 19(4-5), 413-426. Harrison, G. L. (1992). The cross-cultural generalizability of the relation between participation, budget emphasis and job related attitudes. Accounting, Organizations and Society, 17(1), 1-15. Henri, J.-F. (2006). Management control systems and strategy: A resource-based perspective. Accounting, Organizations and Society, 31(6), 529-558. Kaplan, R. S., & Norton, D. P. (1996). The Balanced Scorecard: Translating strategy into action. In: President and Fellows of Harvard College reserved. Langfield-Smith, K. (2006). A Review of Quantitative Research in Management Control Systems and Strategy. In C. S. Chapman, A. G. Hopwood, & M. D. Shields (Eds.), Handbooks of management accounting research (Vol. 2, pp. 753-783): Elsevier. Larcker, D. F. (1981). The perceived importance of selected information characteristics for strategic capital budgeting decisions. Accounting Review, 519-538. Li, & Liu, J. (2014). Dynamic capabilities, environmental dynamism, and competitive advantage: Evidence from China. Journal of business research, 67(1), 2793-2799. Li, & Zhou, K. Z. (2010). How foreign firms achieve competitive advantage in the Chinese emerging economy: Managerial ties and market orientation. Journal of business research, 63(8), 856-862. Mahoney, J. T., & Pandian, J. R. (1992). The resource‐based view within the conversation of strategic management. Strategic management journal, 13(5), 363-380. Mia, L., & Chenhall, R. H. (1994). The usefulness of management accounting systems, functional differentiation and managerial effectiveness. The Usefulness Of Management Accounting Systems, Fuctional Differentiation and Managerial Effectiveness, 19(1), 1-13. Mia, L., & Clarke, B. (1999). Market competition, management accounting systems and business unit performance. Management Accounting Research, 10(2), 137-158. Moorman, C., & Miner, A. S. (1998). The Convergence of Planning and Execution: Improvisation in New Product Development. Journal of Marketing, 62(3), 1-20. 226 doi:10.2307/1251740 Naranjo-Gil, D., & Hartmann, F. (2007). Management accounting systems, top management team heterogeneity and strategic change. Accounting, Organizations and Society, 32(7-8), 735-756. Newbert, S. L. (2008). Value, rareness, competitive advantage, and performance: a conceptual‐level empirical investigation of the resource‐based view of the firm. Strategic management journal, 29(7), 745-768. Nguyen, P. N. (2018). Performance implication of market orientation and use of management accounting systems: The moderating role of accountants’ participation in strategic decision making. Journal of Asian Business and Economic Studies. doi:DOI 10.1108/JABES-04-2018-0005 O'Connor, N. G. (1995). The influence of organizational culture on the usefulness of budget participation by Singaporean-Chinese managers. Accounting, Organizations and Society, 20(5), 383-403. Otley, D. (1980). The contingency theory of management accounting: achievement and prognosis. Accounting, Organizations and Society, 5(4), 413-428. Otley, D. (2016). The contingency theory of management accounting and control: 1980–2014. Management Accounting Research, 31, 45-62. Peteraf, M. A. (1993). The cornerstones of competitive advantage: a resource‐based view. Strategic management journal, 14(3), 179-191. Powell, T. C. (1992). Organizational alignment as competitive advantage. Strategic management journal, 13(2), 119-134. Simons, R. (1990). The role of management control systems in creating competitive advantage: new perspectives. In Readings in accounting for management control (pp. 622- 645): Springer. Simons, R. (1994). How new top managers use control systems as levers of strategic renewal. Strategic management journal, 15(3), 169-189. Smith, K. A., Vasudevan, S. P., & Tanniru, M. R. (1996). Organizational learning and resource-based theory: an integrative model. Journal of Organizational Change Management, 9(6), 41-53. Soobaroyen, T., & Poorundersing, B. (2008). The effectiveness of management accounting systems: Evidence from functional managers in a developing country. Managerial Auditing Journal, 23(2), 187-219. Spanos, Y. E., & Lioukas, S. (2001). An examination into the causal logic of rent generation: contrasting Porter's competitive strategy framework and the resource‐based perspective. Strategic management journal, 22(10), 907-934. Stalk, G. (1988). Time--the next source of competitive advantage. Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic 227 management. Strategic management journal, 18(7), 509-533. Tsui, J. S. (2001). The impact of culture on the relationship between budgetary participation, management accounting systems, and managerial performance: An analysis of Chinese and Western managers. The international journal of accounting, 36(2), 125-146. Wang, C. L., & Ahmed, P. K. (2007). Dynamic capabilities: A review and research agenda. International journal of management reviews, 9(1), 31-51. Waterhouse, J. H., & Tiessen, P. (1978). A contingency framework for management accounting systems research. Accounting, Organizations and Society, 3(1), 65-76. Wernerfelt, B. (1984). A resource‐based view of the firm. Strategic management journal, 5(2), 171-180. Wu, L.-Y. (2010). Applicability of the resource-based and dynamic-capability views under environmental volatility. Journal of business research, 63(1), 27-31. Zott, C. (2003). Dynamic capabilities and the emergence of intraindustry differential firm performance: insights from a simulation study. Strategic management journal, 24(2), 97-125.