Abstract
This study proposes a managerial accounting research design that bridges a gap between firm productivity based on frontier techniques and strategic management. In doing so, it operationalizes the theoretical frameworks based on the endogenous components of across-firms heterogeneous resources and routines, which are fundamental for firm performance. The design focuses on industry-level benchmarking to analyze changes in performance and organizational knowledge investments, and proposes some indicators for firm-level strategic benchmarking. An analysis of a 12-year panel of the U.S. technology hardware and equipment industry illustrates the usefulness of the proposals. Findings reveal wider gaps between better and worse performers following economic distress. Increasing intangibles stocks is positively associated with changes in frontier benchmarking, while enhancing R&D spending is linked to frontier shifts. The discussion develops managerial interpretations suitable for control and reward systems.
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Notes
Note that “routines” is the usual management theory of the firm terminology, while managerial accounting and productivity literature generally refers to “practices”. In this paper, the two terms are equivalent.
Abell et al. (2008) provide an in-depth perspective (including a modeling effort) on the foundations of routines and their link to performance. Note that these authors upgrade the model of Coleman (1990) by introducing arrow 1a. This study interprets this relationship slightly differently given its different focus.
Felin et al. (2012) propose to extend the research agenda on the foundations of routines, and in doing so they enter the process of sequential time periods’ influences on organizational routines.
Given the duality between the profit function and the directional distance function (Luenberger 1992; Chambers et al. 1998), in the presence of data on quantities and prices, profit efficiency could be estimated and decomposed into technical and allocative efficiency. In this study however, data on prices and quantities cannot be well identified and therefore the Luenberger indicator is specified in terms of inputs and outputs.
Chambers and Pope (1996) argue that restricting the returns to scale to constant should be avoided unless one analyses firms in long run equilibrium.
See Briec (1997) for further technical aspects.
Alternative specifications of the indicator use an arithmetic mean to avoid the arbitrary selection of a base year (Chambers et al. 1996). Nonetheless, this method is less suitable for strategic benchmarking which requires a clear target. Using a technology based on a certain year (t) is common in the benchmarking literature (see a related discussion in Epure et al. (2011)). A well-determined frontier is needed since most times managers attempt to understand their competitive environment at a certain point and then assess firms.
This decomposition is similar to that of the Malmquist index (see Färe et al. 1994).
This rationale is similar to Epure et al. (2011). This proposal is however fundamentally different in employing the benchmarking frontier and using endogenous firm data, which yield new decompositions and interpretations.
For robustness, random effects and OLS regressions are also estimated. Additionally, standard errors are clustered at firm, and firm and year levels. Robustness tests and sensitivity checks are discussed in detail in Sect. 5.4.
Tests for potential outliers were run based on Andersen and Petersen’s (1993) super-efficiency coefficient and Wilson (1993). The super-efficiency estimations indicate potentially influential units in the sample, which are sequentially removed and the efficiency measures re-estimated. Following Prior and Surroca (2010), this procedure is repeated as long as the null hypotheses of equality between efficiency scores cannot be rejected.
The same results are obtained (significant differences at 1 %) if the Wilcoxon signed rank test is employed instead of the Kolmogorov–Smirnov equality of distributions test.
See the various inputs-output specifications for sensitivity checks in the description of Fig. 8. Sensitivity checks also consider including R&D spending as an individual input. Results do not change significantly. Results do not change their tenor if R&D spending and intangibles are only employed in the second stage—while R&D spending is removed from the inputs side of the benchmarking measure—however, this inputs’ specification would be flawed as it does not respect the firms’ profit function.
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Acknowledgments
I thank two anonymous referees, participants at the European Workshop on Efficiency and Productivity Analysis in Helsinki, the European Accounting Association conference in Paris, the Strategic Management Society conference in Copenhagen, and the Barcelona Accounting Seminar at ESADE for useful comments. This research received financial support from the Spanish Ministry of the Economy and Competitiveness through Grant ECO2014-57131-R. Usual disclaimers apply.
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Appendix: Sensitivity checks
Appendix: Sensitivity checks
1.1 Accounting for variable and fixed inputs
Separate the vector of inputs \({\mathbf{x}} = (x_{1} , \ldots x_{N} ) \in R_{ + }^{N}\) into a vector of variable inputs \({\mathbf{x}}_{{\mathbf{v}}} = (x_{v1} , \ldots x_{vP} ) \in R_{ + }^{P}\) and a vector of fixed inputs \(\left( {{\text{x}}_{{\mathbf{f}}} = (x_{f1} , \ldots ,x_{fJ} ) \in R_{ + }^{J} } \right)\). The output vector maintains its initial specification \(\left( {{\mathbf{y}} = (y_{1} , \ldots ,y_{M} ) \in R_{ + }^{M} } \right)\). Technology is now defined by the set \(T^{t} \left( {{\mathbf{x}}_{{\mathbf{f}}}^{{\mathbf{t}}} ,{\mathbf{x}}_{{\mathbf{v}}}^{{\mathbf{t}}} ,{\mathbf{y}}^{{\mathbf{t}}} } \right)\), which represents the set of all feasible output vectors (y t) that can be produced using the variable \(\left( {\mathbf{x}}_{{\mathbf{v}}}^{{\mathbf{t}}}) {\text{ and fixed }} ({{\mathbf{x}}_{{\mathbf{f}}}^{{\mathbf{t}}} } \right)\) input vectors in period t (Fig. 8):
To estimate the inefficiency of firm k’, the linear programming problem that expands outputs, contracts variable inputs, and accounts for fixed inputs—without contracting them—is now:
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Epure, M. Benchmarking for routines and organizational knowledge: a managerial accounting approach with performance feedback. J Prod Anal 46, 87–107 (2016). https://doi.org/10.1007/s11123-016-0475-1
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DOI: https://doi.org/10.1007/s11123-016-0475-1