Management Accounting in Enterprise Resource Planning Systems Summary and Conclusions

Severin Grabski*, Stewart Leech, Alan Sangster, S Grabski, S Leech, A Sangster

*Corresponding author for this work

Research output: Chapter in Book/Report/Conference proceedingForeword/postscript


This chapter outlines the results and conclusions of the preceding chapters. This project has resulted in numerous rich insights that are critical for understanding the way the role of management accountants in an ERP environment differs from their role. Time, scope, and budget control are very important to successful projects, none more so than when ERP implementations are involved. It was found to be critical in our study that management accountants be involved in ERP implementations from the start, that they are recognized as key members of the project team and that they champion the change process and management. When an organization moves to a complex ERP environment, changes in staff relationships generally occur and employees will likely need to acquire new skills, assume additional responsibilities, create new working relationships, and share information among departments. It is clear that the role of management accountants in an ERP environment is more like a business advisor to top management than that of a traditional management accountant. This chapter further stresses on the importance of ERP implementation with a concluding remark that it will not be too far into the future before an ERP approach is the norm across all organizations.

Original languageEnglish
Title of host publicationManagement Accounting in Enterprise Resource Planning Systems
Number of pages4
ISBN (Print)978-1-8561-7679-8
Publication statusPublished - 2009

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