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The results of a study seeking to advance a typology of hotel owners as well as examining the composition of hotel owners in Australia and New Zealand are reported. Interview observations resulted in the six hotel ownership categories, discernible from prior commentaries, being broadened to nine hotel owner types. Considerable insights with respect to differentials in the investment time horizon and capital expenditure strategy applied by different owner types were gleaned from the interview data. From a questionnaire survey phase it was found that high net worth private investors and hotel management companies each own approximately a quarter of large 3-5 star Australian and New Zealand hotels. Several distinct hotel operational characteristics are also apparent across the hotel owner types. These include the observation that developer, high net worth investor and strata-title owned hotels tend to be smaller in terms of revenue generated and also these owner types tend to own less hotels. Also, general managers tend to hold their position for shorter periods in hotels owned by hotel management companies and high net worth private investors tend to own older hotels. Keywords: Hotel owner classification Investment time horizon Capital expenditure strategy Hotel industry Ownership Hotel, 1. Introduction Despite a substantial broadening in the ownership base of the global hotel industry (Haast et al., 2006), literature concerning hotel owner types remains partial, fragmented and piecemeal and [...]

To authenticate to the full-text of this article, please visit this link: http://dx.doi.org/10.1111/j.1467-629X.2010.00347.x Byline: Michael J. Turner (a), Chris Guilding (b) Keywords: FF&E reserve accounting; Hotel management contract Abstract: Abstract The somewhat idiosyncratic accounting procedure of maintaining reserves to fund furniture, fittings and equipment (FF&E) capital expenditure in hotels mediated by a management contract is examined. Five research objectives have been pursued: (i) ascertaining contrasting motives of owners and operators with respect to FF&E reserve accounting; (ii) determining FF&E reserve accounting approaches adopted in hotels; (iii) determining the amount assigned to FF&E reserves in hotels; (iv) determining the sufficiency of FF&E reserves in hotels; and (v) appraising the degree of ease with which hotel operators can draw on FF&E reserve funds. These objectives have been pursued through the analysis of qualitative field data as well as survey data collected in Australia and New Zealand. The study's more significant findings include the determination that, consistent with the wishes of operators, maintaining cash funded FF&E reserves is the most popular approach (particularly in small hotels). It has also been found that FF&E reserves are 40 per cent underfunded. This deficiency beckons a question over whether hotel FF&E reserve accounting serves any meaningful role. Author Affiliation: (a)UQ Business School, University of Queensland, St Lucia, 4072, Australia (b)Griffith Business School, Griffith University, Gold Coast, 4222, Australia Article History: Received 15 October 2009; accepted 8 January 2010 by Robert Faff (Editor).

This study examines the effect of strategic choices, market orientation, and company size on two distinct dimensions of strategic management accounting (SMA) and, in turn, the mediating effect of SMA on company performance. A model is advanced and tested using structural equation modelling and data collected from a sample of 193 large Slovenian companies. The validity of the quantitative data findings has been appraised using qualitative data collected in ten exploratory interviews. The study's findings support contingency theory's tenet of no universally appropriate SMA system, with factors such as company size and strategy having a significant bearing on the successful application of SMA.

The intersection of accounting and marketing studies pertinent to customer accounting is examined. Results show potential for advancing customer-focused accounting. The achievements in customer accounting literature are also evaluated.

The results of a survey appraising the frequency and perceived merit of customer accounting (CA) practices are reported. Given the limited attention afforded the subject in the normative and empirical literatures, CA usage appears to be greater than what might have been reasonably anticipated. Evidence of a positive association between market orientation and CA, as well as a weak positive association between competition intensity and CA is provided.

Marketing academics in the UK show a higher external knowledge strategy than non-marketeers. Furthermore, they tend to use and value the personal knowledge strategy more than their non-marketing colleagues. However, there is no evidence to support the view that they have a lower collegial knowledge strategy than non-marketing faculty. It appears that university marketing education in the UK is less connected with the imaginative acquisition of knowledge than is seen in other business school disciplines.

An empirical study concerned with investigating the prevalence and nature of brand valuation activity in strongly-branded New Zealand based companies is reported. Analysis of data provided by 60 companies responding to a questionnaire mailed to all New Zealand companies identified as owning recognizable brand names revealed that 15 (25%) had been involved in brand valuation activity. Support for a hypothesized relationship between the acquisitive orientation of companies and the propensity to value brands has been provided. The extent to which brand valuation is conducted as an information service to management suggests that the financial accounting orientation that has characterized much of the brand valuation debate may be somewhat inappropriate. (Reprinted by permission of the publisher.)

Purpose: A management accounting perspective that underscores a quest for reducing conventionally appraised costs, negative output costs as well as heightened eco-efficiency has been used in pursuit of the study’s two main study objectives. The purpose of this paper is twofold: first, the study seeks to further understanding of the relationship between product output volume, carbon costs, and CO2emission volume in carbon-intensive firms. Second, it identifies factors affecting climate change abatement strategies pursued by these firms. Heightening appreciation of the climate change challenge, combined with minimal CO2emission research undertaken from a cost management perspective, underscores the significance of the study. Design/methodology/approach: A triangulation of quantitative and qualitative data collected from Slovenian firms that operate in the European Union Emissions Trading Scheme has been deployed. Findings: CO2polluting firms exhibit differing carbon cost structures that result from distinctive drivers of carbon consumption (product output vs capacity level). Climate change abatement strategies also differ across carbon-intensive sectors (energy, manufacturing firms transforming non-fossil carbon-based materials, and other manufacturing firms) but are relatively homogeneous within them. Practical implications: From a managerial perspective, the study demonstrates that carbon efficiency improvements are generally not effective in triggering corporate CO2emission reduction when firms pursue a growth strategy. Social implications: Global warming signifies that CO2emissions constitute a social problem. The study has the potential to raise societal awareness that the causality of the manufacturing sector’s CO2emissions is complex. Further, the study highlights that while more efficient use of environmental resources is a prerequisite of enhanced ecological sustainability, in isolation it fails to signify improved ecological sustainability in manufacturing operations. Originality/value: The paper has high originality as it reports one of the first management accounting studies to explore the distinction between combustion- and process-related CO2emissions. In addition, it provides distinctive support for the view that eco-efficiency is more consistent with the economic than the environmental pillar of sustainability.

A survey was conducted to evaluate the apparent benefits and frequency of competitor-focused accounting (CFA) practices. Three major findings have been gleaned from the investigation. First, given the limited number of studies on CFA in management accounting literature, CFA usage was observed to be higher than what might have been reasonably expected. The second finding involves the relative use and perceived helpfulness of each CFA practice evaluated. Competitive monitoring is the most popular CFA practice and is perceived to be the most beneficial. The third finding is with regards to the study's contingency framework and the important relationships between CFA and competitive strategy, strategic mission and firm size. It was observed that, compared to other firms, prospector companies make more use of CFA practices.

The information age has greatly increased the scope and variety of information available to managers, yet organizations often struggle to find the most effective means to use the information. Executives [...]

AbstractMulti-titled golf development (MTGD) complexes represent an increasingly popular form of living in Australia. This form of living presents some particular challenges due to the number of stakeholders involved (eg, complex developer, body corporate service provider, accommodation owners, golf-course owner and other potential commercial operators). In this study, qualitative data collected from thirteen interviews with Queensland-based developer representatives and body corporate managers experienced in MTGDs is examined to explore issues arising from the protracted involvement of developers in the life of an MTGD complex. The role of the body corporate management function is also examined and a potential for a conflict of interest arising noted. The importance of developing a sense of community in a MTGD is also observed and commented on. Academic and practical implications as well as future research opportunities are outlined.

AbstractThis study provides an examination of governance issues arising in residential golf communities. Drawing on qualitative data collected from thirteen interviews with Queensland-based developer representatives and body corporate managers experienced in MTGDs, it has been found that there is a legislative trend towards accommodation owners experiencing diminished levels of influence on golf course management and operations. All interviewees felt this to be the most appropriate model for future MTGDs. It is nevertheless noted that this development signifies a degree of neighbourhood disenfranchisement for residential owners and that a poorly managed golf course can negatively influence residential property values and political harmony in an MTGD.

This paper reports the results of a survey appraising the extent to which large Australian companies outsource trade credit management (TCM). Of six distinct credit management functions appraised, credit risk assessment is found to be the most frequently outsourced activity. A cross‐industry differential in TCM outsourcing is evident and it appears that sales‐oriented companies have a greater propensity to outsource TCM. Little support has been found, however, for the expectation that smaller companies have a greater propensity to outsource TCM.

In the context of the accounting, hospitality, and marketing literatures, this article explores the potential of applying novel customer accounting methodologies to hotel management. A review of the accounting literature has revealed little consideration given beyond allocating costs differentially across customers. The restricted nature of this approach is highlighted by considering differences in hotel patrons’ purchasing patterns occurring subsequent to the purchase of accommodation. Attention is also drawn to the minimal degree to which accounting commentaries have built on the “relationship marketing” philosophy that has recently commanded much attention in the marketing literature. In light of this philosophy, the notion of customers as assets is promoted and consideration is given to the methodology and implications of valuing customers as assets.