By Maria Barbera, Jane Baxter, William Birkett
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Taxation policy was also mentioned as another driver of (and constraint on) resource management in multi-national organisations: Our manufacturing is extremely efficient and can produce things at a lower cost per unit than even Singapore. The bigger problem is though that regardless of how efficiently you manufacture, at the end of the day if the shareholders are getting less dollars in their pocket because there is more coming out in Australian taxation, they are not going to choose to use Australia.
You have got the rest of the business looking harder at themselves from an external point of view, from the consumer point of view, looking more at how the customer perceives that organisation. That customer perceives that organisation through its product, delivery, quality and the services in the interaction of areas like Finance. So I think there has been a recognition there that takes something that was hidden deep down in the depths of an organisation does have an impact on the outside business as well, so `get on board, fellas, you have got to keep moving'.
With the merger with [Y], that is going to happen more and more because the view is that to 38 INNOVATIVE MANAGEMENT ACCOUNTING try and maximise the economy scale available to the size of the business — that will be driven or will result in a reduction in a number of plants around the world and therefore we need to make sure that we are attractive enough to be one of the winners in that process. 26 Cost consciousness Practitioners also indicated that an organisational culture of cost consciousness provides an impetus for internally motivated innovations in management accounting work.
Innovative Management Accounting: Insights from Practice (Strategic Resource Management Series) by Maria Barbera, Jane Baxter, William Birkett