ABSTRACT
This chapter outlines the benefits gained for practice from looking at the Operations Management phenomenon through multiple angles, in particular by including Accounting, performance measurement, and incentives angles. It explores the opportunities for interdisciplinary contributions to both the academic Operations Management and Accounting literature. Accounting focuses on the role of accounting information in assessing, valuing, and predicting the performance of firms and individuals. Furthermore, Financial Accounting is concerned with the role of such information to improve external (to the firm) decision making such as lending decisions by banks and trading decisions by financial market participants. Management Accounting, on the other hand, focuses on the role of accounting information internally within the firm. The chapter discusses the importance of considering incentives and performance measurement in Operations Management. It takes the opposite perspective and discusses how the organization of operations affects what can and cannot be measured by Accounting.
