当前位置:主页 > 论文百科 > 研究生论文 >

会计金融学dissertaion:中国民生银行实施作业成本法之研究

发布时间:2016-08-09 07:13

Dedication and acknowledgements奉献和致谢


为了完成论文,我都直接或间接地从很多人公认的一些支持。首先,我需要给我的赞赏·马哈茂德·赛义德,,谁是理想的上司,让我的一些想法和建议,对我论文的过程。更重要的是,由于一些应该给我的朋友,燕王,谁的作品在该分支机构出纳员,中国民生银行。正是因为她的帮助,我可以在该分支机构的采访中,中国民生银行顺利。此外,与银行总裁张研,客户经理林颖,操作经理夏小,大堂经理黎明薛和柜员源源刘的合作,我已经获得从分支A,中国民生银行一些有用的信息完成我的论文。最后,我要感谢我的父母给谁当我累了我鼓励,以及我的朋友谁支持我的研究,并分享他们的意见和我在一起。总之,我无法完成我的论文,不仅在专业知识方面,而且还连接,并与他人合作的能力的过程中学到了很多。我会记住这方面的经验,并希望有更多的机会来提高自己。In order to finish this dissertation, I have acknowledged some support directly or indirectly from many people. Firstly, I need to give my appreciation to Mahmoud Al-Sayed, who is the ideal supervisor that gives me some ideas and suggestions on the process of my dissertation. What’s more, some thanks should be given to my friend, Yan Wang, who works as a teller in the branch A, China Minsheng Bank. It is precisely because her help that I can make an interview in the branch A, China Minsheng Bank smoothly. In addition, with the cooperation of the bank president Yan Zhang, the customer manager Ying Lin, the operation manager Xia Xiao, the lobby manger Liming Xue and the teller Yuanyuan Liu, I have acquired some useful information from the branch A, China Minsheng Bank to complete my dissertation. Lastly, I am grateful to my parents who give me encouragements when I am tired, as well as my friends who supported my research and share their opinions with me. In a word, I learned a lot from the process of completing my dissertation, not only on the aspect of specialized knowledge, but also the ability of connecting and cooperation with others. I will remember this experience and want to have much more chances to improve myself.

Abstract摘要


Activity Based Costing ( herein after called “ABC) is a kind of effective costing management methods which means the ABC not only can provide enterprise with appropriate costing information, but also can eliminate non-value added activities and optimize business processes.


The aim of the research is to have a good understanding about the application of ABC in the China Minsheng Banking Corporation and know how to change current cost management for Chinese commercial banks. The objectives of this research is to know the limitations of current cost management in Chinese commercial banks, to have an understanding about application of ABC in China Minsheng Banking Corporation, to obtain how to change current system to better adopt ABC. This dissertation will use the secondary data from the official resources and make interviews to the staffs in branch A, China Minsheng Bank. 
The dissertation describes current cost management of China Minsheng Bank, and realizes its ability of cost control is relatively weak under the traditional cost accounting with other commercial banks in China. Taking branch A of China Minsheng Bank as an example to apply ABC and compares the product costs with that under the current traditional cost method, the variances then demonstrate the advantages on the application of ABC in China Minsheng Bank and know the limitations of current cost accounting methods, which may also provide reference significance for the other commercial banks in China. What’s more, suggestions on how to better apply the ABC in Chinese commercial banks are given. 
Additionally, interviews with 10 employees at one branch revealed six factors that would block the implementation in the future: the lack of clear business purpose, a lack of education about ABC, poor model design, a lack of participants, individual and organizational resistance to change, and the fact that few outsourcers were available.

Table of contents目录


Chapter 1 Introduction 6
1.1.Rationale for the research 6
1.1.1.The background of the study 6
1.1.2 Aim and objectives 7
1.1.3. The significance of the research 8
Chapter 2 Literature Review 9
2.1 The definitions of ABC system 9
2.2 The development prospect of ABC 9
2.3 The examples of ABC system- focus on the service industry or banks 10
2.4 The cost accounting principle of ABC 13
2.5 ABC implementation and challenge 14
Chapter 3 Methodology 15
3.1 Previous research 15
3.2 Research method 17
Chapter 4 Findings & Results 17
Chapter 5 Conclusion & Expectation 19
5.1 Conclusions 19
5.2. Recommendations to the China commercial banks 20
5.3. Limitations & expectations 21

Chapter 1 Introduction介绍


1.1. Rationale for the research
1.1.1.The background of the study
Under the background of depth adjustment of economy globalization, the growth of Chinese economy plays a positively significant role on promoting the development of world economy. China Banking industry opened its door to the outside world since 11 Dec. 2006. In accordance with the data of China Securities Regulatory Commission, there have been 35 foreign corporate banks, 45 foreign banks which were supposed to handle RMB transactions, 25 foreign corporate banks, 25 foreign-owned bank branches which were supposed to run the financial derivative product transactions and 5 foreign corporate banks which were supposed to issue RMB currency financial bonds until the end of 2011. Through six years’ development, foreign-owned banks have been more comfortable with the competitive model of China market, expanding stably in the China. For example, foreign capital banks open up the situation quickly in the business of bankcard, electronic banking and personal loan through flexible design of products and pricing strategies. In the meantime, foreign capital banks usually tend to offer more and steady promises of capital preservation in the term of financial services. Furthermore, many foreign capital banks push out comprehensive financial service plan taking meeting the family’s long-term financial demand as subject, in order to build the brand image of sweet financial partner and cultivate long term and stable cooperative relationship with clients. And the annual reports of many banks show that the expenditure of foreign capital banks is increasing with its expansion. In addition, there has been a dramatic shift in the China banking financial system. Municipal commercial banks and country banks and many other kinds of banks are constantly merging. Bank products and services of various kinds of banks tend to be same, which leads to the banks’ market share become smaller and operation risk become greater. What’s more, People's Bank of China adjusted the floating range of deposit, making the banks’ net interest margins reduced. All the above factors lead to commercial banks’ profit margin becomes narrow.

5.3. Limitations & expectations
As the limited personal capacity and poor bank working experiences, there are some weaknesses of this dissertation. On the one hand, the collection of data is not enough. For example, the costing information about the whole bank lacks and only the information about branch A can be obtained, which make the persuasion of the specific case analyses not enough. On the other hand, with the limitation of objective condition, the classification of the activities and cost drivers is too easy. This makes the study not thorough enough. Hoping the future research can collect enough information and analyze the case more comprehensive, making the research better.  

References 文献


Adam, S. (2014) ‘Assessing self-selection and endogeneity issues in the relation between activity-based costing and performance’, Advances in accounting, 30(2), pp. 251-262
Amel, B., Hadj, S.&Bahia, B. (2012) ‘Value management and activity based costing model in the Tunisian restaurant’, International Journal of Contemporary Hospitality Management, 24(2), pp.269 - 288
Amir, H., Akif A. & Bulgak, A (2013) ‘A cost of quality decision support model for lean manufacturing: activity-based costing application", International Journal of Quality & Reliability Management, 30(7), pp.751 - 764
Baines, A. (1992) ‘Activity-based costing’, Work Study, 41(2), pp.12 – 13
Beshkouh, M. &Kazemi, H. (2013) ‘Time Driven Activity Based Costing (TDABC), a novel approach in Costing’, Presentation in 4th Conference of Accounting Students
Cannavacciuolo, L., Iandoli, L., Ponsiglione, C., &Zollo, G. (2012). An analytical framework based on AHP and activity-based costing to assess the value of competencies in production processes. International Journal Of Production Research, 50(17), 4877-4888. doi:10.1080/00207543.2012.657974
Cinquini, L., Collini, P., Marelli, A., &Tenucci, A. (2015). Change in the relevance of cost information and costing systems: evidence from two Italian surveys. Journal Of Management & Governance, 19(3), 557-587. doi:10.1007/s10997-013-9275-4
(Accessed: 13th August, 2015)
Davood, A., Hassan, Y. & Saeed, A. (2010) ‘ Supply chain management, activity-based costing and organisational factors’, International Journal of Production Economics, 127(2), pp. 238-248.
Dick, A. et al. (1999) ‘Activity Based Costing and Decision Support’, The International Journal of Logistics Management, 10(1), pp.71 – 82
Drew, S., Sanghamitra, P. &Erik, B. (2004) ‘Activity-based costing for logistics and marketing’, Business Process Management Journal, 10(5), pp.584 – 597.
Fisher, J. G., &Krumwiede, K. (2015). Product Costing Systems: Finding the Right Approach. Journal Of Corporate Accounting & Finance (Wiley), 26(4), 13-21. doi:10.1002/jcaf.22045
Gall, J.P., Gall, M.D. & Borg, W.R. (1999) Applying educational research: A practical guide. New York: Longman. 
Gray, D.E. (2013) Doing research in the real world. California: Sage.
Gunasekaran, H. & Marri, Y. (1999) ‘Application of activity-based costing: some case experiences’, Managerial Auditing Journal, 14(6), pp.286 - 293
Hsien, W. (1998) ‘Quality cost measurement under activity-based costing’, International Journal of Quality & Reliability Management, 15(7), pp.719 – 752.
John C. (2000) ‘Activity‐based costing: a powerful tool for pricing’, Journal of Business & Industrial Marketing, 15(1), pp.23 – 33
Joon, J. & Brian, H. (1997) ‘How to implement activity-based costing’, Logistics Information Management, 10(2), pp.68 - 72
Kim, S. & Paul, C. (2013) ‘Risk and risk management in management accounting and control’, Management Accounting Research, 24(2), pp. 82-87. 
Kostakis, H, George, B.&George, P. (2011) ‘Modelling activity‐based costing in restaurants’, Journal of Modelling in Management, 6(3), pp.243 – 257
Lorella, C. et al. (2015) ‘An activity-based costing approach for detecting inefficiencies of healthcare processes’, Business Process Management Journal, 21(7), pp.55 - 79
Mahmoud, et al. (2011) ‘The diffusion of activity-based costing in Jordanian industrial companies’, Qualitative Research in Accounting & Management, 8(2), pp.180 – 200
Mahmoud, N. et al. (2013) ‘Factors that catalyse, facilitate and motivate the decision to implement activity-based costing in Jordanian industrial companies’, Journal of Applied Accounting Research, 14(1), pp.18 – 36
Malcolm, S., Zaharah, A., Rafizan& Abdul, R. (2008) ‘The diffusion of technological and management accounting innovation: Malaysian evidence’, Asian Review of Accounting, 16 (3), pp.197 – 218.
Martha, R., Clara, I. & Lourdes, R. (2014) ‘ Is the activity based costing system a viable instrument for small and medium enterprises? the case ofMexico’,EstudiosGerenciales, 30 (1), pp. 220-232.
Marvin, E. et al. (2005) ‘Building an activity-based costing hospital model using quality function deployment and benchmarking’, Benchmarking: An International Journal, 12(4), pp.310 – 329
Maxwell, J.A. (2012) Qualitative Research Design: An Interactive Approach: An Interactive Approach. California: Sage.
Mishra, B., &Vaysman, I. (2001).Cost-System Choice and Incentives--Traditional vs. Activity-Based Costing. Journal Of Accounting Research, 39(3), 619-641.
Michael, J. & Lawrence, K. (2011) ‘Activity-Based Costing and Management in a Hospital-Based GI Unit’, Clinical Gastroenterology and Hepatology, 9(11), pp. 947-949. 
Paige, V., Carola, R.& Kathleen, B. (2010) ‘The application of activity-based costing to a support kitchen in a Las Vegas casino’, International Journal of Contemporary Hospitality Management, 22(7), pp.1033 – 1047
Phan, T. N., Baird, K., & Blair, B. (2014).The use and success of activity-based management practices at different organisational life cycle stages. International Journal Of Production Research, 52(3), 787-803. doi:10.1080/00207543.2013.839893
Punch, K.F. (2013) Introduction to social research: Quantitative and qualitative approaches. California: Sage.
Rezaie, K., Ostadi, B., &Torabi, S. A. (2008).Activity-based costing in flexible manufacturing systems with a case study in a forging industry. International Journal Of Production Research, 46(4), 1047-1069. doi:10.1080/00207540600988121
Richard, H. et al. (2011) ‘Activity-based costing user satisfaction and type of system: A research note’, The British Accounting Review, 43(1), pp.65-72. 
Ríos-Manríquez, M., Muñoz Colomina, C. I., & Rodríguez-Vilariño Pastor, M. L. (2014). Is the activity based costing system a viable instrument for small and medium enterprises? The case of Mexico. EstudiosGerenciales, (132), 220-232. doi:10.1016/j.estger.2014.02.014
Rui, R. (2014) ‘Explanations for the gap between management accounting rules and routines: An institutional approach, Management Accounting Research, 17 (1), pp. 88-97.
Sharma, R., &Ratnatunga, J. (1997). Teaching note: Traditional and activity based costing systems. Accounting Education,6(4), 337-345. doi:10.1080/096392897331406
Savin-Baden, M. & Major, C.H. (2013) Qualitative research: The essential guide to theory and practice. London: Routledge.
Silverman, D. (2013) Doing qualitative research: A practical handbook. California: SAGE Publications Limited.
Stake, R.E. (2013) Multiple case study analysis. New York: Guilford Press.
Steve, R. & Letza, K (1994) ‘Should Activity-based Costing be Considered as the Costing Method of Choice for Total Quality Organizations?’, The TQM Magazine, 6(5), pp.57 – 63
Tsai, W., Chen, H., Liu, J., Chen, S., & Shen, Y. (2011).Using activity-based costing to evaluate capital investments for green manufacturing systems. International Journal Of Production Research, 49(24), 7275-7292. doi:10.1080/00207543.2010.537389
Tsai, W., Tsaur, T., Chou, Y., Liu, J., Hsu, J., & Hsieh, C. (2015).Integrating the activity-based costing system and life-cycle assessment into green decision-making. International Journal Of Production Research, 53(2), 451-465. doi:10.1080/00207543.2014.951089
Wen-Hsien, T. et al. (2014) ‘An Activity-Based Costing decision model for life cycle assessment in green building projects’, European Journal of Operational Research, 238(2), pp. 607-619.
Yin, R.K. (2014) Case study research: Design and methods. California: Sage publications.
Yuan, F.&Thomas, N. (2011) ‘Applying activity-based costing approach for construction logistics cost analysis’, Construction Innovation, 11(3), pp.259 – 281
Yuan, S & Thomas, N. (2011) ‘Applying activity-based costing approach for construction logistics cost analysis’, Construction Innovation, 11(3), pp.259 – 281
Zarei, B., Rad, R. S., Ghapanchi, F., &Ghapanchi, A. H. (2015). A Heuristic Approach to the Adoption and Implementation of Activity Based Costing Information Systems. Electronic Journal Of Information Systems Evaluation, 18(1), 59-76.




本文编号:89285

资料下载
论文发表

本文链接:https://www.wllwen.com/wenshubaike/lwfw/89285.html


Copyright(c)文论论文网All Rights Reserved | 网站地图 |

版权申明:资料由用户39c4d***提供,本站仅收录摘要或目录,作者需要删除请E-mail邮箱bigeng88@qq.com