Các nhân tố ảnh hưởng đến việc áp dụng kế toán quản trị chiến lược và sự tác động đến thành quả hoạt động tại các doanh nghiệp sản xuất – nghiên cứu ở khu vực đông nam bộ việt nam tt tiếng anh

MINISTRY OF EDUCATION AND TRAINING
UNIVERSITY OF ECONOMICS, HO CHI MINH CITY

BUI THI TRUC QUY

FACTORS AFFECTING THE APPLICATION OF STRATEGIC
MANAGEMENT ACCOUNTING IMPACT ON FIRM PERFORMANCE EVIDENCE FROM MANUFACTURING ENTERPRISES IN SOUTH EAST
REGION OF VIETNAM

MAJOR

: ACCOUNTANCY

CODE

: 9340301

DOCTORAL THESIS - SUMMARY

HO CHI MINH CITY – 2020


The thesis was complete at:
University of Economics Ho Chi Minh City
Supervisor: 1. Assoc. Prof. Dr. Pham Van Duoc
2. Dr. Tran Anh Hoa
Reviewer 1: .....................................................................................................................
Reviewer 2: ......................................................................................................................
Reviewer 3: ......................................................................................................................
The Thesis will be presented to the University Dissertation Board at: .............................
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At hours day

month

year

The thesis can be found at the library:
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INTRODUCTION
1. Motivations
In the last decades of the twentieth century, the global business environment has been strongly
affected by technological development. Due to the development, Vietnamese manufacturing enterprises
(VME) suffer not only the increasing pressure of product quality, price, raw material supply, but also the
more shorten product life cycle.
In order to survive and develop in the new business environment, VMEs need to plan new strategies
and adopt new management methods to increase value for organizations based on operating performance, not
only on the financial competition. Implementing new management techniques helps firms effectively
respond to changes in the business environment, then achieve sustainable competitive advantages. To do so,
managers tend to adopt Strategic Management Accounting (SMA), which provides fundamental techniques
in strategic planning. Compared to traditional management accounting, SMA outperforms in creating
relevant business strategies due to its combination of internal and external information (Bromwich and
Bhimani, 1994).
In Vietnam, the application of management accounting implemented in businesses and teaching
programs primarily focuses on the content of traditional management accounting. The application at this
level makes management accounting not fully play its role in supporting firms’ operation (Võ Văn Nhị,

2014). As of now, empirical research on the role of SMA has been ignored, except for Đoàn Ngọc Phi Anh
(2012). Đoàn Ngọc Phi Anh (2012) shows that the adoption of SMA in Vietnamese medium and big firms
improves firm performance in both financial and non-financial aspects.
Based on the importance of using SMA to help VMEs achieve their strategic goals, we follow and
expand Đoàn Ngọc Phi Anh (2012) to investigate factors affecting the adoption of SMA in VMEs, in
addition to the competition and management decentralization. Besides, despite the same methodologies and
research objectives, the subject and survey period in this study are different from those of Đoàn Ngọc Phi
Anh (2012). In other words, this study contributes to the extant literature in some ways. First, this study
examines the potential application of SMA in manufacturing enterprises, not all firms. Second, this study
attempts to offer some managerial implications that help managers increase the possibility of applying SMA
in VMEs, then improve VMEs’ operating performance. Finally, this study provides more evidence of the
roles of SMA in improving firms’ operating performance.
2. Research Objectives
- Common objectives: This study investigates determinants of the adoption of SMA in VMEs and
its impact on VMEs’ operating performance.
- Specific objectives: In this study, we break down the common objectives into the specific objectives
as follows:
+ Identifying factors affecting the application of SMA in VMEs.
+ Calibrating the influence that the factors have on the application of SMA in VMEs.
+ Testing the causal relationship between the application of SMA and operating performance in VMEs.
3. Research Questions


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This study attempts to answer the following questions:
(1) What are the factors affecting the application of SMA in VMEs?
(2) How do the factors influence the application of SMA in VMEs?
(3) Is there the relationship between the application of SMA and operating performance in VMEs?
4. Subjects and Scope of the Study
- Subjects: The determinants of applying SMA and the relationship between the application of SMA

and operating performance in VMEs.
- Research Scope:
In this study, we investigate the possibility of applying SMA in VMEs, which are located in South
East Vietnam, specifically in Ho Chi Minh City, Binh Duong Province, and Dong Nai Province.
We collect data used to test the proposed research model and hypotheses in the period from October
2015 to March 2019.
5. Research Methodology
The study applies the mixed methods approach that combines qualitative and quantitative methods.
- The qualitative method is used with three main techniques, including desk research, expert
interviews, and group discussion. This approach aims to (1) preliminarily explore possible factors that affect
the adoption of SMA in VMEs, (2) construct the proposed research model that expresses the paths among the
variables in the model, (3) build the scales used to measure the variables in the model.
- The quantitative method is applied to test the proposed research model and hypotheses. In
particular, in this stage, we collect data using questionnaires, then analyze the collected data by using SPSS
and AMOS.
6. Research Contributions
6.1 Contributions to Literature
+ Providing a comprehensive understanding of theories of SMA and the relation between the
application of SMA and firms’ operating performance by reviewing extant literature.
+ Building a framework of the determinants of SMA and the causality between SMA and operating
performance in manufacturing enterprises.
+ Providing empirical evidence of factors affecting the adoption of SMA, and the causal relationship
between the adoption of SMA and operating performance in VMEs.
6.2 Managerial Implications
This study provides useful information for managers in manufacturing enterprises. This helps them
have enough information in making decisions about designing and implementing SMA, then improve
operating performance in manufacturing enterprises.
7. The outline of disertation
The dissertation includes five chapters as follows:
Chapter 1: Literature Review

Chapter 2: Theoretical Background
Chapter 3: Research Design


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Chapter 4: Empirical Results and Discussions
Chapter 5: Conclusions and Implications

CHAPTER 1: LITERATURE REVIEW
1.1 Related Studies
SMA, as of now, has been investigated by domestic and foreign scholars in two main veins,
including (1) the application of SMA and (2) factors affecting the adoption of SMA and the relationship
between the adoption of SMA and firm performance. In the first stream, prior studies mainly focus on two
aspects: the first is researching the importance of applying SMA, and the second is how to apply SMA using
some specific techniques.
1.2 Review of foreign studies
1.2.1 The Adoption of SMA
SMA is essential for decision makers in planning long-term targets, so scholars support the adoption
of SMA in firms like Bromwich (1990), Bromwich and Bhimani (1994), Tayles et al. (2002), Chenhall
(2003); Valanciene and Gimzauskiene (2007), Tillman and Goddard (2008), Ma and Tayles (2009), Wall et
al. (2009), Shah et al. (2011), Almaryani and Sadik (2012), Ramljak and Rogosic (2012), Abolfazl et al.
(2017), Oboh and Ajibolade (2017), Emiaso et al. (2018), and Thapayom (2019).
Some empirical works also point out the benefits of applying SMA using specific techniques. Among
these studies, we can list some influential ones like Anderson et al. (2002), Lindholm and Suomala (2007),
Ansari et al. (2007); Yek et al. (2007); Cadez et al. (2008), Smith (2008), Fowzia (2011), Woods et al. (2012),
Ramljak and Rogosic (2012), Al-Hosaini et al. (2015), Alsoboa (2015), and Noordin et al. (2015).
1.2.2 Determinants of the Adoption of SMA, and Effects of SMA on Firm Performance
There have been many empirical works investigating factors affecting the adoption of SMA and the
relationship between the adoption of SMA and operating performance in firms, for examples, Ноquе (2004),
Cadez and Guilding (2008), Ojra (2014), and Аbоthfаzl et al. (2017).

1.3 Review of domestic studies
1.3.1 The Adoption of SMA
Like the foreign studies, many Vietnamese authors examine the importance of applying SMA in the
modern business environment, such as Đoàn and Trinh (2014); Đoàn Ngọc Quế and Trịnh Hiệp Thiện
(2014); Đỗ Thị Thanh Hương and Lê Trọng Bình (2016), Nguyễn Thị Thanh Loan (2016), and Huỳnh Đức
Lộng (2018).
In recent years, some empirical works research on how to implement SMA in firms using specific
techniques. In particular, scholars attempt to find out effective ways to apply SMA in a specific firm or a
group of firms having similar characteristics or operating in the same industry, like Đặng Thị Hương (2010),
Bùi Thị Thanh (2011), Huỳnh Tấn Dũng et al. (2013), Vũ Thùy Dung (2017), and Đàm Phương Lan (2019).
1.3.2 Determinants of the Adoption of SMA, and Effects of SMA on Firm Performance


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In Vietnam, except for Đoàn Ngọc Phi Anh (2012), there have been no studies investigating factors
affecting the adoption of SMA in firms, especially in manufacturing enterprises.
1.4 Some comments
Based on the literature review, we extract some main comments on prior studies as follows:
- In terms of research topics, prior studies examine SMA in different aspects as follows:
+ The importance of applying SMA in firms: previous works indicate that the adoption of SMA is
necessary for providing managers more information to plan strategic goals. Besides, these works suggest that
the business environment today gets more complicated, changed, and competitive, so firms are required to
adopt new management methods such as SMA in their operations. Finally, these works also point out the
limitation of traditional managerial accounting in fully meeting information management requirements and
strategic planning.
+ The application of SMA in firms: there have been many different ways to apply SMA in firms due
to different understandings about or definitions of SMA. Moreover, although SMA outperforms traditional
management accounting in collecting and processing information, the application of SMA has been not as
popular as expected.
+ Factors affecting the adoption of SMA and the relationship between the adoption of SMA and firm

performance: there has been much evidence proving that the adoption of SMA driven by various factors.
However, as of now, these driving factors are not consistent. The relationship between the adoption of SMA
and firm performance has not been investigated extensively. Furthermore, among studies examine this
relationship, the evidence is still mixed.
- Talking about research methodologies, most previous studies only rely on quantitative, not combine
quantitative and qualitative methods.
The literature review shows that research on SMA, especially the determinants of applying SMA and
the relationship between the application of SMA and firm performance in Vietnam, has not been
appropriately investigated.
Although some earlier studies identify the determinants of applying SMA and explore the effect of
applying SMA on firm performance, this study only focuses on applying SMA in VMEs to gain a better
understanding of SMA.
1.5 Research Problems – Research Design
Inheriting and expanding previous studies, this study examines factors affecting the application of
SMA and the relationship between the application of SMA and operating performance in VMEs. We apply
the mixed methods approach (combine quantitative and qualitative methods) to answer the above research
questions. On the one hand, we identify potential driving factors affecting the adoption of SMA in VMEs
using the qualitative approach. On the other hand, we conduct quantitative research using questionnaires to
test the framework and hypotheses proposed in the first stage. From the results, the study suggests some
managerial implications in applying SMA, then improve operating performance and competitive advantages
as well in VMEs.


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CHAPTER 2: THEORETICAL BACKGROUND
2.1 Strategic Management Accounting
2.1.1 Effects of Changes in the Business Environment on Management Accounting
Facing effects of recent changes in the business environment on management accounting, scholars
and practitioners have to change their minds on management accounting. They suggest that firms’
management accounting should be flexible to frequently changed strategies, called SMA.

2.1.2 Definitions of SMA
Langfield – Smith (2008) indicate that SMA was mentioned the first in Simmonds (1981). From that,
there have been many studies related to SMA conducted like Shank (1989), Bromwich (1990), Ward (1992),
Roslender and Hart (2003), CIMA (2012a), Langfield-Smith (2008), Ma and Tayles (2009), and Ojua (2016).
There has been no widely accepted definition of SMA. However, definitions of SMA have some common
characteristics as follows. Fisrt, SMA goes beyond collecting and processing internal affairs, and it collects
more information related to externals (customers, competitors, etc.). Second, SMA accepts both financial
(production costs, profit margins, etc.) and non-financial (product quality, market share, customer
satisfaction, etc.) information. Third, SMA tends to serve long-term targets of firms.
In this study, SMA is referred as a management accounting information system that supports managers in
planning strategies.
2.1.3 The role of SMA
- Collect and process data to provide information for marketing, production, and other departments,
including financial accounting, to identify strategic business units.
- Collect information related to external business situations to help managers make relevant
decisions and respond to uncontrollable changes.
- Help firms develop and conduct planned strategies at the lowest costs.
- Forecast economic situations in the future, in turn, help firms improve their market share.
2.1.4 Characteristics of SMA
SMA integrates different information, including customers, competitors, and the market. This
integration allows firms to identify their competitive advantages, then improve their profitability.
2.1.5 Techniques in SMA
Up to date, there has been no clear set of techniques used in SMA due to different definitions of
SMA. Techniques used in SMA are not merely a set of tools, but a multi-dimensional construction
(Cuganesan et al., 2012). Therefore, in this study, we define the techniques of SMA by following the
classification of Cravens et al. (2008), activity-based costing method in Cinquini and Tenucci (2007), and
five groups of techniques in Cravens et al. (2008). These techniques are widely accepted in many studies like
Ojra (2014), Al-Mawali (2015), etc.
Group 1: Strategic Costing
Group 2: Customer Accounting

Group 3: Competitor Accounting
Group 4: Strategic Planning


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Group 5: Management and Control
2.2 Firm Performance
As economies become developed, and social relationships get complicated, the firm performance
includes both financial and non-financial outcomes. Therefore, to estimate operating performance accurately
requires firms having a system of financial and non-financial criteria. This system helps managers gauge the
growth rate of firms precisely.
2.3 Grounded Theories
2.3.1 The Provision of Information
The provision of information shows how features of the business environment and firm affect the
use of management accounting information. Following Gordon and Miller (1976), this study uses the
provision of information to explain the effect of the business environment (competition) and organization
characteristics (strategic planning, firm size, technology) on organizational behaviors (the adoption of
SMA).
2.3.2 Agency Theory
Agency Theory is the basis for the management decentralization used to build relevant SMA systems
for each unit or each department. Based on the agency theory, we expect that “management decentralization”
and “the participation of accounting in strategic planning” affect the adoption of SMA in firms.
2.3.3 Information-Processing Theory
According to the information-processing theory, we suggest that the adoption of SMA in VMEs
would improve operating performance.
2.4 Research Framework
Based on the above grounded theories, including the provision of information, agency theory,
information-processing theory, we provide the theoretical framework for this study as Figure 2.5:

Informaton-Processing Theory

Operatng
Performance

Adopton of
SMA

Management Decentralizaton
Partcipaton of Accountng in Strategic
Planning
Competton
Firm Size
Strategic Planning
Technology

Figure 2.5. The theoretical framework
Source: Reading comprehension

Agency
Theory
Provisio
n of
Informa
ton


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2.5 Hypothesis Development
2.5.1 Firm Size
Based on earlier works, the firm size would affect the adoption of management accounting in general
and SMA in particular in firms. Therefore, Hypothesis H1 is stated as follows: firm size positively affects the

adoption of SMA in VMEs.
2.5.2 Competition
The more intensive competition is, the more techniques/tools of SMA firms have to apply to get
more information that helps managers make the right decisions to reach their goals. Therefore, Hypothesis
H2 is stated as follows: the competition positively affects the adoption of SMA in VMEs.
2.5.3 Strategic Planning
Many previous studies indicate that there is a relationship between strategic planning and the
adoption of management accounting in general and SMA in particular (Hoque, 2004; Cadez and Guilding,
2008; Ojra, 2014). Consequently, Hypothesis H3 is stated as follows: Strategic planning positively affects the
adoption of SMA in VMEs.
2.5.4 Accounting Information in Making Decisions
According to Nyamori et al. (2001), the participation of accountants into strategic planning would
help them better understand managers’ demand for information. As a result, we state Hypothesis H4 as
follows: the participation of accounting into strategic planning positively affects the adoption of SMA in
VMEs.
2.5.5 Management Decentralization
Many previous papers illustrate that management decentralization impacts the adoption of SMA.
Besides, the expert interviews in this study show that the adoption of SMA is necessary for estimating costs,
then making appropriate decisions. Therefore, Hypothesis H5 is stated as follows: Management
decentralization positively affects the adoption of SMA in VMEs.
2.5.6 Technology
Previous studies prove that the extent to which firms apply new technologies in their operations
would affect the adoption of management accounting or SMA. Therefore, we hypothesize H6 as follows:
Technology positively affects the adoption of SMA in VMEs.
2.5.7 The relationship between the adoption of SMA and operating performance in firms
Extant literature related to SMA shows that the adoption of SMA will improve firm performance
(Hoque, 2004; Cadez and Guilding, 2008; Đoàn Ngọc Phi Anh, 2012; Ojra, 2014; Аbоӏfаzl et al., 2017).
We, therefore, hypothesize H7 as follows: The adoption of SMA increases the operating performance in
VMEs.

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2.6 The proposed research model
Firm Size
Competton
Adopton of SMA

Strategic Planning

Firm
Performance

Partcipaton of Accountng in
Strategic Planing
Management Decentralizaton

Technology

Figure 2.6. The proposed research model
Source: Reading comprehension

CHAPTER 3: RESEARCH DESIGN
3.1 Research methods and processes
3.1.1 Overview of research methods
The mixed methods research is a combination of qualitative research method and quantitative
research method and is being used by many scientists. The thesis applied this method to test the research
hypotheses, too.
3.1.2 The research process
Phase 1: Qualitative research
- Desk study: The author has summarized previously published studies from reliable sources. Then,

combining with the knowledge and theories related to the field of SMA, the author identified the research
problems, thereby, the research summarized the preliminary factors affecting SMA adoption.
- Face-to-face interview: Based on the proposed research model and draft scales, the author has
used the face-to-face interview technique organized to the questionnaire for collecting specialized
information from the Interviewees. The results of interviews helped the author to confirm that the proposed
research model is appropriate and to design a preliminary scale. At the same time, based on the preliminary
scales, the author built survey questionnaire preparing for the next research phases..
Phase 2: Preliminary quantitative research
In this phase, the author collected data with small sample by convenient sampling method, and
processed this data with SPSS program. The analysis has included: assessing the reliability of the scale by
Cronbach’s Alpha coefficient and performing exploratory factor analysis (EFA) to eliminate the invalid
observed variables.


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Phase 3: Qualitative research
Based on the results from the preliminary study, the author used a focus group method with the
participation of experts. The goal of this phase is for experts to provide insights into research issues. The
author used an open-structured questionnaire to record ideas from group discussions. The results of this step
helped the author build the final scales and formulate the official questionnaire.
Phase 4: Official quantitative research
At this time, the data collection is done by sending survey questionnaires to interviewees. The author
also conducted the assessment of the reliability of the scale and EFA similar to that done in the preliminary
quantitative research. Next, the author performed CFA to verify the fit of data. The scales that satisfied the
CFA criteria have joined in the testing of the SEM through AMOS software to evaluate the research
hypotheses.
3.2 Designing qualitative research
Qualitative research is used for two main purposes: (i) Identifying factors affecting the adoption of
SMA; (ii) Develop a scale of research concepts considered in the thesis.
3.2.1 Qualitative research data

In qualitative research, data collected includes primary data and secondary data collected as follows:
+ Primary data: collected from discussions with colleagues and interviewing experts, managers and
accountants at the surveyed enterprises.
+ Secondary data: Secondary data is collected from previous researches published, journals related
to research topics, accountant related textbooks, ...
3.2.2 Qualitative research sampling
The author has determined the "cut point" when conducting the 11th expert interview. The author
continued to interview the 12th expert and had the same results. Therefore the qualitative research sample for
this study is 12 experts.
Criteria for selecting experts: Experts participating in this study are divided into 2 groups, including
experts working in enterprises and experts working in the field of education or research. Specifically:
- For experts working in enterprises:
+ Requirements on experience: working in the field related to management accounting more than 10
years; Or have experience in positions such as chief accountant, enterprise manager for more than 5 years;
Or adviser or responsible for implementing SMA in enterprises.
+ Qualification requirements: bachelor or above.
- For experts working in the field of education or research
+ Requirements for experience: working for over 10 years in the field of accounting management
+ Qualification requirements: Having a master's degree or above.
3.2.3 Before interview
3.2.3.1 Identifying the questions to be investigated
+ What factors affect the adoption of SMA in enterprises?
+ Which criteria do enterprises rely on to determine its size?
+ In the modern business environment, what are the competitive pressures usually faced?
+ How is enterprise built strategies?
+ What is the role of accountant in the process of strategic decision making in enterprises?


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+ In enterprises, what tasks do they usually authorize?

+ Which advanced technology is interested for the operation of enterprises?
+ Which SMA tools usually do enterprise use to collect and analyze information on strategic
management?
+ Which criteria do enterprise usually use to measure performance?
+ Do these factors affect the adoption of SMA in enterprises?
+ Does the adoption of SMA affect the performance of enterprises?
3.2.3.2 Identifying question types for case studies
For this study, in order to ensure that all necessary information is collected, most of the questions
used are explicit and designed with close-structured questions. And to limit the omission of information due
to the disadvantages of this type, the questionnaire also uses open questions such as "Do you add anything
else?". Thus, in this study, the questionnaire has used both types of question.
3.2.3.3 Designing interview question outline
The in-depth questionnaire was developed by the author based on the proposed research model and
influencing factors. Since then, the author has built an interview outline. The content of those interviews
revolved around factors affecting the adoption of SMA in enterprise, and SMA adoption affect to the
performance of enterprise.
3.2.4 The in-depth interview
Due to the fact that experts work in different positions and businesses, the time and location
requirements were different, so it was difficult to arrange experts in a single session, so, the author chose indepth interview method. Implementation time: the interviews were conducted between January 2018 and
March 2018.
3.2.5 The focus group interview
After conducting a preliminary survey, the author has continued to use focus group interview with 15
management accounting experts. In this section, the author used it in conjunction with data from the
preliminary survey. The purpose of this section is to help the author build the final scales and formulate the
official questionnaire.
3.2.6 Model, scales and research concepts
3.2.6.1 Research models and hypotheses

Firm size
Competton

H1

+

Strategic Planning

H2
+

Partcipaton of
Accountng in Strategic
Planning

H7

H3

Adopton of
SMA

+

H4
+

Management
Decentralizaton

H5

+

+
+

Technology

H6 +

+

Firm Performance


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Figure 3.3. The proposed research model
Source: Reading comprehension
Research hypotheses
Based on the previous results, research gaps and theoretical basis presented in Chapter 1 and Chapter 2,
the proposed research model has the following hypotheses:
-

H1: Firm size has a positive influence on SMA adoption in enterprise.

-

H2: Competition has a positive influence on SMA adoption in enterprise.

-

H3: Strategic planning has a positive influence on SMA adoption in enterprise.

-

H4: Participation of Accounting in Strategic Planning has a positive influence on SMA adoption in
enterprise.

-

H5: Management Decentralization has a positive influence on SMA adoption in enterprise.

-

H6: Technology has a positive influence on SMA adoption in enterprise.

-

H7: Adoption of SMA has a positive influence on Firm performance.
3.2.6.2 Measurements
+ Scale of Firm size
Firm size is essentially the extent of the organization (Khandwalla, 1972). This scale is designed by

Mintzberg (1979), Hoque and James (2000) with 3 observed variables.
+ Scale of Competition
The Competition scale proposed by Tuan Mat (2010) includes 7 observed variables.
+ Scale of Strategic Planning
The scale of Strategic Planning is proposed by Mintzberg (1987a) including 3 observed variables. +
+ Scale of Participation of Accounting in Strategic Planning
Through the literature review, the Participation of Accounting in Strategic Planning scale inherited
from Wooldridge and Floyd (1990) and measured through 5 observed variables.

+ Scale of Management Decentralization
The Management Decentralization scale is constructed with five items that assess the extent to which
the decentralized business is made by Gordon and Nayananan (1984) and Chia (1995).
+ Scale of Technology
The technology scale discovered by Ojra (2014) includes 4 observed variables.
+ Scale of Adoption of SMA
The scale of adoption of SMA has been developed by many studies such as Kaplan and Norton
(2005); Cadez and Guilding (2008); Cinquini and Tenucci (2007); Fowzia (2011); Ojra, (2014); Ojua (2016).
From the theoretical and empirical research, the author built this scale measured through 5 observed
variables.
+ Scale of Firm performance


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The scale of firm performance is proposed by Hoque and James (2000). The original scale consists
of 7 observed variables. Later, it was developed by Tuan Mat (2010) and Ojra (2014). From theoretical and
empirical studies, the author built the firm performance scale that is measured through 7 observed variables.
3.3 Process and methods of quantitative data analysis
3.3.1 Preliminary quantitative research
In this study, the questionnaire was designed with 40 questions corresponding to 40 variables. The
author selected samples according to the convenient sampling method. In order to ensure the standard of
EFA, 150 surveys were issued which were distributed to firms in industrial parks in Binh Duong Province
and collected 139. After that, the author removed the invalid surveys. Finally, 125 firms were eligible for
preliminary quantitative research.
 Cronbach’ Alpha test
In this study, the observed variables, with Item-total correlation greater than 0.3, and Cronbach's Alpha
coefficient of 0.6 or higher, are not be excluded.
 Exploratory Factor Analysis (EFA)
In this study, the author used Promax method with eigenvalue > 1 because after EFA, the study
continued to analyze CFA and SEM. Thus, EFA results are more accurate (Nguyen Dinh Tho, 2012). KMO

coefficient is within 0.5 for a small proportion.
3.3.2 Official quantitative research
Official quantitative research is conducted with the aim of identifying factors and measuring the
impact of these factors on the adoption of SMA, as well as to examine the impact of SMA adoption on firm
performance.
3.3.2.1 Samples
Including firms in the Southeast region - Vietnam. However, due to limited geographical conditions,
the author has chosen the manufacturing enterprises currently operating in industrial parks in Binh Duong,
Ho Chi Minh City and Dong Nai provinces.
3.3.2.2 Respondents
Respondents were identified for official research as representatives of firm that has the accountants,
such as the managers / deputy managers of departments, the director, vice directors in these enterprises.
3.3.2.3 Sample size
In this study, the author selected the sample according to the above criteria with the ratio of number
of observations to variable of 5:1, and due to the using of SEM, the size of sample is at least 300
observations.
3.3.2.4 The sampling method
With limited time and resources, this study used non-probability sampling method. However, the
study also noted the distribution of sample numbers by province / city to ensure a balanced number of
businesses by region and area.
3.3.2.5 Sampling
The sampling method used in this study is to use questionnaires to collect data from firms in some
industrial parks in the Southeast region. The questionnaire is done as an individual.
3.3.2.6 Survey process
- Completing scales and official questionnaire


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Through preliminary quantitative results, the author adjusted the scale after removing unsatisfactory

observed variables and redesigned the official questionnaire.
- Performing survey
Due to the previous contact with each person, the number of surveys issued was 422 and collected
352, reaching a high rate of 84% compared to the author's expectation. This sample has ensured the required
size of samples serving the EFA, CFA and SEM, so the author stopped collecting survey data.
- Coding and processing the missed data
For missing responses, the author excluded them so as not to affect statistical analysis results. The
final sample of this study was 321.
3.3.2.7 Data analysis method
The study conducted data analysis through the following steps: (1) Descriptive statistical analysis,
(2) Cronbach's Alpha reliability test, (3) EFA for preliminary checking of scales; (4) CFA to verify the
composite reliability, convergent validity and model-fit of the scales, (5) SEM analysis and estimation of
Maximum Likehood used for testing relevance of model and testing of research hypotheses.

CHAPTER 4: RESEARCH RESULTS AND DISCUSSION
4.1 Qualitative research results
The model of factors affecting the adoption of SMA in firms is: Firm size; Competition; Strategic
planning; Participation of Accounting in Strategic Planning; Management Decentralization; Technology, and
the adoption of SMA have an impact on the firm performance. The scales inherited the studies presented in
the research method. But it is necessary to adjust the context for Vietnam environment, the author has
discussed with experts to modify the scale.
+ Firm size
Table 4.1. Scale of adjusted factors according to expert opinion
Code

Context

Scale of Firm size (Code: QUYMO)
QUYMO1

Annual average number of employees

QUYMO2

Capitol

QUYMO3

The total value of assets on the balance sheet

Scale of Competition (Code: MDCT)
MDCT1

Enterprises must face competitive pressure on raw materials

MDCT2

Enterprises must face competitive pressure on human resources

MDCT3

Enterprises must face competitive pressure on sales and distributions

MDCT4

Enterprises must face competitive pressure on product quality

MDCT5

Enterprises must be under competitive pressure on product diversity

MDCT6

Enterprises must be under competitive pressure on price

MDCT7

Enterprises must be under competitive pressure on other aspects such as:
environment, technology, ...

Scale of Strategic planning (Code: XDCL)
XDCL1

In firms, strategies should be analyzed before implementing them


14
XDCL2

During strategy development, businesses can realize the slow development or
changes of the business environment

XDCL3

Strategies in businesses are usually randomly developed to deal with changes in
the business environment

Scale of Participation of Accounting in Strategic Planning (Code: KTTG)
KTTG1

Accountants are involved in identifying problems and goals

KTTG2

Accountants are involved in creating business plans

KTTG3

Accountants participate in the evaluation of the firm’s operational plans

KTTG4

Accountants are involved in the development of details of operational plans

KTTG5

Accountants can perform necessary actions to create necessary changes in the
operations of firms

Scale of Management Decentralization (Code: PCQL)
PCQL1

Firms have decentralized management of new product development

PCQL2

Firms have decentralized management on hiring and firing employees

PCQL3

Firms have decentralized management of asset purchase

PCQL4

Firms have decentralized management of evaluating prices

PCQL5

Firms have decentralized management of product distribution

Scale of Technology (Code: TDCN)
TDCN1

Technology is a key factor in enterprise operating system

TDCN2

Production techniques of businesses are always based on advanced technology

TDCN3

Accounting information system is implemented with the supporting accounting
softwares

TDCN4

Firms prioritize investment in software supporting other operating components
(HRM, ERP, ...)

Scale of Adoption of SMA (Code: SMA)

SMA1

Firms set up and operate a TQM system

SMA2

Firms set up and operate an operational-based management system

SMA3

Firms use balanced scorecards to measure performance comprehensively

SMA4

Accountant keeps track of the cost of a product at each stage of its life cycle

SMA5

Accountant sets the costs separately for each activity in the value chain from the
production stage to the distribution stage.

SMA6

Firms produce products that customers require to create added value for them

Scale of Firm performance (Code: HISU)
HISU1

Product cost norms of production units

HISU2

Profit after VAT

HISU3

Number of satisfied employees

HISU4

Number of satisfied customers

HISU5

Product quality

HISU6

Number of new products

HISU7

Market share
Source: Reading comprehension


15
4.2 Preliminary quantitative research results
- Reliability test
There were 4 observed variables excluded in the study because the total-item correlation coefficient

less than 0.3 is MDCT7; KTTG5; PCQL5 and HISU7.
- The EFA results of preliminary quantitative research
The EFA extracted 6 factors with the KMO coefficient = 0.829, showing that data are suitable for the
study. The EFA results of the SMA dependent factor and HISU dependent factor with KMO coefficient =
0.886 and 0.891 respectively suggest that those factors are appropriate.
4.3 Official quantitative research results
4.3.1 Sample description
The sample showed that 48.6% are female and 51.4% are male. Respondents between the ages of 19
and 25 accounted for 16.8%, from 26 to 35 years accounted for 49.2%, from 36 to 45 years accounted for
27.4%, and over 45 years of age accounted for 6.6 %. Regarding qualifications of the surveyed people, 8.4%
have college degrees, 82.6% have university degrees and 9% have higher degrees.
4.3.2 Reliability test
The study consists of 8 scales with 36 observed variables. The reliability test results through the
Cronbach’s Alpha coefficient show that all scales meet the requirements. All 36 observed variables for 8
scales were included in the CFA.
4.3.3 Exploratory factor analysis (EFA)
After the reliability test, the next step of official quantitative research is the EFA. The results of 8
factors met the requirements when analyzing the EFA.
4.3.4 Confirmatory factor analysis (CFA)
The CFA result gives the result CMIN / DF = 1.647 <2; TLI = 0.934> 0.9, CFI = 0.941> 0.9;
RMSEA = 0.045 <0.08. The CFA results of the critical model have shown that the scales of the model
confirmed the convergent validity, discriminant validity, reliability and godness of fit with the survey data of
the study.
4.3.5 SEM and research hypotheses checking
4.3.5.1 Model verification by SEM
The SEM result gave the df = 572; Chi-Square = 999,247; Chi-Square/df = 1,747 is less than 2; TLI
= 0.924> 0.9; CFI = 0.931> 0.9; And RMSEA = 0.048 <0.08 and P = 0.000. The results of this study showed
that the theoretical model fit with the research data.
The results of estimating the relationship between these concepts in the study have shown that the
relationships among the factors in the model are statistically significant (p <0.05), except the relationship

between SMA and PCQL. have P = 0.805> 0.05.
4.3.5.2 Bootstrap test
Bootstrap test showed that the Bias and standard deviation error (SE-Bias) appear but not large. The
absolute value index CR is less than 2. So it can be said that the standard deviation is very small, and not
statistically significant at the 95% confidence level. Therefore, the estimation of the research model has
reached reliability.
4.3.5.3 Hypotheses test
From the results of model testing and Bootstrap test in SEM analysis it can be concluded that 6
hypotheses in the study were accepted and 1 hypothesis was rejected.


16
H1: Firm size has a positive influence on SMA adoption in enterprise.
SEM analysis has shown the positive relationship between the QUYMO and SMA. With the
coefficient β = 0.164 and β (standardized) = 0.178. Significance level P = 0.004 <0.05. That is, the H1
research hypothesis is accepted by the research sample. This result showed that firm size affects SMA
adoption in firms in the Southeast region - Vietnam.
H2: Competition has a positive influence on SMA adoption in enterprise.
SEM analysis has shown the positive relationship between the MDCT and SMA. With the coefficient
β = 0.228 and β (standardized) = 0.272. Significance level P = 0.000 <0.05. That is, the H2 research
hypothesis is accepted by the research sample. This result showed that Competition affects SMA adoption in
firms in the Southeast region - Vietnam.
H3: Strategic planning has a positive influence on SMA adoption in enterprise.
SEM analysis has shown the positive relationship between the XDCL and SMA. With the coefficient
β = 0.194 and β (standardized) = 0.190. Significance level P = 0.002 <0.05. That is, the H3 research
hypothesis is accepted by the research sample. This result showed that Strategic planning affects SMA
adoption in firms in the Southeast region - Vietnam.
H4: Participation of Accounting in Strategic Planning has a positive influence on SMA
adoption in enterprise.
SEM analysis has shown the positive relationship between the KTTG and SMA. With the coefficient

β = 0.247 and β (standardized) = 0.186. Significance level P = 0.008 <0.05. That is, the H4 research
hypothesis is accepted by the research sample. This result showed that Participation of Accounting in
Strategic Planning affects SMA adoption in firms in the Southeast region - Vietnam.
H5: Management Decentralization has a positive influence on SMA adoption in enterprise.
With the coefficient β = -0,019 and β (standardized) = -0,016. The significance level P = 0.805>
0.05. This means that the H5 hypothesis is rejected. This result showed that the management decentralization
does not affect the adoption of SMA in firms in the Southeast region of Vietnam..
H6: Technology has a positive influence on SMA adoption in enterprise.
SEM analysis has shown the positive relationship between the TDCN and SMA. With the coefficient
β = 0.163 and β (standardized) = 0.156. Significance level P = 0.036 <0.05. That is, the H6 research
hypothesis is accepted by the research sample. This result showed that Technology affects SMA adoption in
firms in the Southeast region - Vietnam.
H7: Adoption of SMA has a positive influence on Firm performance.
SEM analysis has shown the positive relationship between the HISU and SMA. With the coefficient
β = 0.268 and β (standardized) = 0.239. Significance level P = 0.000 <0.05. That is, the H7 research
hypothesis is accepted by the research sample. This result showed that Adoption of SMA affects firm
performance in the Southeast region - Vietnam.
4.4 Discussion
4.4.1 Main results discussion
Table 4.19: Summary of results on research hypotheses
Context

Hypothesi
s

Independent variables

H1

Firm size

H2

Competition

Expected
Dependent variable

SMA
SMA

+
+

Conclusion
Supported
Supported


17
H3

Strategic planning

H4

Participation of Accounting in

SMA
SMA

+

Supported

+

Supported

SMA
SMA

+

Rejected

+

Supported

Firm performance.

+

Supported

Strategic Planning
H5

Management Decentralization

H6

Technology
Adoption of SMA

H7

Source: Reading comprehension
The SMA has a direct impact on the HISU with a significance of 5%. With this result, it means that
to increase the firm performance, it is necessary to increase the adoption of SMA, which means that firm
needs to use a combination of SMA various tools to help firms have more information for making strategic
decisions. Considering the relationship between the effects of 5 independent factors on the SMA variable, the
impact level of the factors is arranged in descending order as follows: Competition; Participation of
Accounting in Strategic Planning; Strategic planning; Firm size; Technology.
4.4.2 Discussion about the results of research on the factors affecting the adoption of SMA in firms
4.4.2.1 Competition
The research results show that the higher the level of competition, the higher the demand to adopt
SMA of enterprises. This result is completely consistent with studies such as Hwang (2005); Cooper (1995);
Doan Ngoc Phi Anh (2012).
4.4.2.2 Strategic planning
The research results show that Strategic planning has a positive impact on the adoption of SMA in
firms. This result is completely consistent with the researches such as Mintzberg (1987a); Fisher (1995);
Cadez and Guilding (2008); .... In fact, the SMA system is adopted to ensure proper implementation of the
organization's strategies.
4.4.2.3 Participation of Accounting in Strategic Planning
The research results show that participation of Accounting in Strategic Planning have the same
direction to adopt SMA in firms. This result is completely consistent with studies such as Wooldridge and
Floyd (1990); Oliver (1991) ...
4.4.2.4 Firm size

Research results show that firm size has a positive influence on SMA adoption. This result is
completely consistent with studies such as Guiiding (1999); Cinquini and Tenucci (2010); Cadez and
Guilding (2008) ...
4.4.2.5 Management Decentralization
Research results show that management decentralization has no effect on the application of SMA.
This result is consistent with the study of Williams and Seaman (2001).
4.4.2.5 Technology
Research results show that technology has a positive influence on the adoption of SMA in firms.
This result is completely consistent with the research such as Choe (2004); Ojra (2014); Abolfazl et al
(2017); ...


18
4.4.3 Discussion about the results of the research on the adoption of SMA affecting the firm
performance
The research results show that the adoption of SMA has a positive effect on the firm performance in
the Southeast region - Vietnam. This result is completely consistent with studies such as Chenhall (2003);
Otley (1980), Doan Ngoc Phi Anh (2012), Ojra (2014) ...
CHAPTER 5: CONCLUSIONS AND IMPLICATIONS
5.1 Conclusion
The author’s objective in this study is to identify the factors affecting the application of SMA,
evaluate the impact of each factor affecting the application of SMA, and examine the impact of SMA
application to firm performance of VMEs. There are some implications to help improve the efficiency of
SMA application, contribute to improve firm performance in manufacturing enterprises from the research
results of this study.
The study was started from the reference of grounded theories, previous studies related to SMA, the
author proposed the theoretical model to study the factors that affect the application of SMA to impact on
operating achievements of VMEs, it includes six factors such as Firm Size; Competition; Strategic Planning;
Participation of Accounting in Strategic Planning; Management Decentralization; Technology. Qualitative
research was conducted through the technique of interviewing experts and focus group discussions in order

to discover, revise and adjust the research variables of the model as well as adjust the research scale. The
data is collected through answering the questionnaire of the surveyed objects, then SPSS, AMOS software
processed the data.
Among the factors affecting the application of SMA, the influential level of the factors to the
application of SMA in VMEs ranked from high to low, it consists of the level of : Competition; Strategic
Planning; Participation of Accounting in Strategic Planning; Firm Size; and Technology; and SMA
application affecting firm performance of manufacturing enterprises in South East region of Vietnam.
5.2 Implications from research results
5.2.1 Theoretical implications
This study has contributed to clarify the theory of SMA and the relationship between SMA and the
operating achievements of enterprises on the basis of systematizing domestic and foreign studies.
It has contributed the measurement model and tested the factors affecting the application of SMA
and the impact of applying SMA to firm performance of manufacturing enterprises.
It has provided empirical research results on factors affecting the application of SMA and the impact
on firm performance of manufacturing enterprises in the Southeast region, Vietnam but it hasn’t been studied
so far.
5.2.2 Administrative implications
5.2.2.1 Competition
Research is also a basis for manufacturing enterprises to realize the importance of improving
competitiveness to plan appropriate business strategies in each stage of business development. At the same
time, it is the basis for manufacturing enterprises to build up a joint strategy, regional cooperation strategies
to improve competitiveness in a global business environment
5.2.2.2 Strategic Planning


19
The more suitable way manufacturing enterprises develop and choose their business strategy, the
more effective they are to apply SMA. Because SMA is closely linked with the strategy, so when the strategy
changes, the SMA system will have to change as well. Long-term product strategies need to be developed to
meet the needs of the market and customers, and to find more sources of raw materials to limit dependence

on a given material.. In order to do so, manufacturing enterprises must be proactive in accessing research and
forecast information to review and adjust the strategies set accordingly.
5.2.2.3 Participation of Accounting in Strategic Planning
Managers should pay more attention to the role of SMA employees in enterprises, they should
provide incentives for those who have been and will join to work there, there are policies to support SMA
employees participating refresher courses of prestigious professional associations to update and apply
modern SMAs, which are suitable to the business model of each enterprise.
5.2.2.4 Firm size
Large scale is an advantage that helps manufacturing enterprises can successfully apply SMA. A
manufacturing enterprise needs to increase the scale of operations to be able to survive and increase the
competitiveness in its operating environment. This may be due to the increase in the number of employees,
increased sales, or the increase in total assets on the balance sheet.
5.2.2.5 Technology
When manufacturing enterprises have advanced technology, the SMA is more applied. Therefore,
administrators should also note to invest in technology which there are also own risks, not only are the large
investments required, but also many uncertainties related to technology development in order to improve the
level of technology such as changes in customer needs, the phenomenon of "stealing technology" of
competitors and the change of technology itself. In addition to the technological transformation process in
enterprises, It should take place simultaneously with the training and retraining of workers to acquire skills to
meet management and production requirements in the new period.
5.2.2.6 Applying SMA in manufacturing enterprises
In the current era, the application of SMA is an indispensable requirement to support and develop
business strategies to sustainably compete and improve the operational performance of manufacturing
enterprises. In order for SMA to be applied in manufacturing enterprises, it requires the support from many
sides.
- On the role of government
Economic experts identify three main constraints of the domestic manufacturing enterprises
mentioned: weak financial resources, inconsistent technology, limited management capacity and experience.
Meanwhile, foreign enterprises can easily borrow capital at low interest rates from the parent company or
from the local capital market (Đàm Phương Lan, 2017). As for VMEs, it is difficult to access cheap capital,

making uncompetitive financial costs, which has hindered their business activities. In addition, most of the
VMEs are small and medium-sized, so the ability to build long-term business strategies is very difficult, and
the limited potential also makes them unable to do well in the market. ... Therefore, improving the
competitiveness of these businesses is extremely difficult.
The government and credit institutions should have preferential policies for manufacturing
enterprises to borrow investible capital to increase access to credit by establishing a simple and obvious
enforcement mechanism to shorten the gap between policy and implementation reality to solve this problem.
On the basis of creating favorable conditions to access credit capital for manufacturing enterprises, not


20
merely increasing business capital, but also creating opportunities to access and use production technologies,
technical machines and advanced information technologies.. This is also a factor affecting the
implementation of SMA application in manufacturing enterprises. When the capital base is dismantled,
manufacturing enterprises are easier to engage in creating a closed production chain, improving the ability to
control costs and quality in process. At the same time, it is easier for manufacturing enterprises to harmonize
benefits and costs when deciding to apply SMA in enterprises.
In addition, the government also needs to have policies to encourage and support associated
enterprises to develop supporting industries, implement major strategies on capital structure and develop
modern distribution systems, open the export market. and protect the domestic market.
- From the Ministry of Finance
Management accounting is a term officially recognized in the Accounting Law 03 issued on June 17,
2013. After that, the circular 53/2006/TT-BTC was issued by the Ministry of Finance on "Guidelines for the
application of management accounting in enterprises", and until now, the circular 53/2006 being still a legal
document on management accounting maths to this point. Although the accounting law was amended and
completed in 2015, it can be seen that the regulations on management accounting in Vietnam are still
inclined to consider management accounting as a part of accounting or internal accounting, with the main
task of providing information on the operation of the business to the internal administrators of the business.
More in-depth documents and further guidance are required for businesses, especially manufacturing
enterprises in order for the Management Accounting in general and the SMA in particular to become a

fundamental part of the business, it makes the premise on imposition of using appropriate methods of
management accounting in enterprises.
It is necessary to supplement and specify standards and conditions for management accountants,
hiring as management accountants and providing management accounting services based on the provisions
of the Accounting Law 2015 on standards of accountants, … Since then, helping businesses realize the
importance of management accounting in businesses to improve competitiveness.
- On the duty of business associations, accounting professional organizations
Needing to actively propagate about the benefits of management cccounting in general and SMA in
particular for both administrators and accountants. Regular seminars are organized to propagate SMA tools
to members based on the introduction of SMA models that have been successfully implemented in foreign
businesses. Annual study of management knowledge and management accounting can be considered as one
of the mandatory standards of members.
- For training establishment/ foundation
Currently, when comparing with the training programs of major universities in the world such as the
University of Florida, Villanova University, Bristol University, University of Sydney, University of New
Zealand ... Students have been introducing SMA knowledge with the subjects: Strategic Management
Accounting, or Modern issues in management accounting, or Advanced Management Accounting. Besides,
in the training program of professional associations of accounting and auditing, SMA is also introduced as
ACCA, CIMA, CPA training programs. However, in Vietnam, the content of the current accounting
management subject mainly focuses on traditional management accounting tools, but does not equip learners
with knowledge of management accounting associated with strategic management, so the introduction of
SMA in teaching is essential to train management accountants who are able to solve SMA-related issues, it
meets the needs of learners and manufacturing enterprises in Vietnam. The teaching content needs to focus


21
on clarifying the role of management accounting in strategic planning, implementation and control of
strategic implementation in the current period, which is a strong trend in professional development of
management accounting in the world. This situation requires specialized accounting training institutions to
quickly improve the content of the management accounting course to suit the context of globalization, on the

basis of ensuring its calculation connecting with the content of the curriculum of management accounting
subjects of advanced universities in the world, and it meets the society's requirements for practicing
accounting management in general and SMA in particular.
- On the duty of manufacturing enterprises
The change of a management accounting system in the traditional direction to the modern direction
must originate from the change of thinking, psychology and management style. One of the barriers to the
successful application of SMA is the influence and decision from the administrator (Trần Ngọc Hùng, 2016).
To complete the management accounting system with the application of SMA techniques such as: Total
quality management, ABC, BSC, raw product cycle, value chain and value added in manufacturing
enterprises, Administrators need to:
Firstly, because the change being no longer a trend but indispensable and compulsory for each
individual and manufacturing enterprise is able to adapt and change to create growth, it is necessary to
remove the psychological barrier of "change resistance". Changing mindsets and establishing creative
leadership are based on financial accounting. Management decisions are no longer made on a rudimentary
and empirical basis, but must be transformed quickly, from traditional low-cost, business-based businesses to
innovation in order to better utilization of the economic advantages that each manufacturing enterprise has.
Therefore, simply combining the information of financial accounting and experience is not enough. It is
necessary to invest and innovate directed at the management accounting department, which provides the
basis of the decision. Willingly supporting and facilitating the implementation of SMA, and will change the
management method to promote the efficiency gained from innovation.
Secondly, the managers of manufacturing enterprises need to change their perceptions about SMA,
considering SMA is not only a strategic management tool, but also a tool to connect the vision of leadership
and the activities of employees within the enterprise, in order to be so, the managers of the manufacturing
enterprise need to improve their own management skills in order to meet the requirements of the current
business environment. Creating a training plan for officials and employees in their business at the same time,
so that everyone has an understanding of SMA.
Thirdly, it is necessary to have cohesion and sharing in the work since developing a plan to deploy
SMA in practice and analyze the effectiveness of the application according to the set goals. To do so, if
manufacturing enterprises have sufficient human resources, they should consider separating jobs between
financial accounting and management accounting, selecting individuals with professional qualifications and

analytical skills, and forecasting ability to participate in the development and implementation of SMA.
Fourthly, selecting the appropriate SMA tools in each developmental stage of manufacturing
enterprises. The application of SMA in manufacturing enterprises requires a significant investment of capital,
time and human resources. Therefore, depending on the conditions of each manufacturing enterprise to
research and develop a plan to put SMA tools into practice: the application of all or each tool, the time to
apply.... Besides, the enterprieses should pay special attention to the supply chain and Logistics, these are
necessary tools to provide inputs (materials, equipment, machinery ...) for optimal manufacture, throughout
the manufacturing and distributive process to bring the product to all consumers.


22
5.3 Limitations and further research directions of the topic
Firstly, respondents were asked to subjectively assess the Likert scale for all variables listed in the
questionnaire to measure variables. These assessments may have errors from individuals and their judgment.
Therefore, future research should expand the sources of data collection such as those collected from
companies' internal records and interviews.
Secondly, the review of theories and various studies on SMA, especially for enterprises which have
not been methodically and comprehensively summarized by scientists. Therefore, the problem posed for
further studies is to continue the theoretical research framework perfectly related to SMA in all enterprises in
general and manufacturing enterprises in particular.
Thirdly, the main subjects of this study are the factors that affect the application of SMA affecting
the performance of manufacturing enterprises in the provinces of the Southeast region in the scope of the
research, and not yet testing differences in other business areas such as commercial enterprises, service and
construction ones... so the next research can expand the scope of research to many areas throughout the
country and specific industries.
Fourthly, on the factors that affect the application of SMA, the author mainly studies the impact of
factors in this study, such as Firm size; Competition; Strategic Planning; Participation of Accounting in
Strategic Planning; Management Decentralization; Technology to apply SMA in manufacturing enterprises.
The following studies need to expand the research model, thereby contributing to improve the level of
interpretation of the research model related to the factors affecting the application of SMA.

23

LIST OF THE AUTHOR'S PUBLICATIONS
I- ARTICLES
1. Bùi Thị Trúc Quy (2019), Factors affecting the strategic management accounting application in
Vietnamese enterprises, Viet Nam Trade and Industry Review, No. 4/2019, pp 351-356.
2. Bùi Thị Trúc Quy (2019), Model to improve the operational performance of Vietnamese manufacturing
enterprises in the relationship of applying strategic management accounting, Asia-Pacific Economic Review,
No. 539 April 2019, pp 95-97.
3. (2019), Performance of Vietnamese enterprises in the context of strategic management accounting
application, Viet Nam Trade and Industry Review, No. 4/2019, pp. 334-338.
II- NATIONAL CONFERENCES
Innovating the content of teaching management accounting in the modern business environment, University
of Labor and Social Affairs, 10/2019.