外文翻译为什么作业成本法在中国的银行应用失败.docx

外文翻译为什么作业成本法在中国的银行应用失败.docx

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外文翻译为什么作业成本法在中国的银行应用失败

中文3400字

本科毕业论文（设计）

外文原文

外文题目WhyDidABCFailattheBankofChina?

外文出处《BankAccounting&Finance 》PublicMoney&Manegement,2006（3）:

39－42

外文作者杰弗里.怀特/罗纳德W.希尔顿

原文：

WhyDidABCFailattheBankofChina?

EXECUTIVESUMMARYFewauthorshaveexploredtheimplementationofactivity-basedcosting（ABC）inEastAsiancompanies.ThisstudyinvestigatesfactorsthatledtothefailureofanABCimplementationatamajorChinesefinancialinstitution—theBankofChina.Interviewswith18employeesatonebranchrevealedsixfactorsthatblockedtheimplementation:

thelackofclearbusinesspurpose,alackofeducationaboutABC,poormodeldesign,alackofparticipants,individualandorganizationalresistancetochange,andthefactthatfewoutsourcerswereavailable.ThestudyrepresentsarealexampleofwhyABCimplementationmightfailinanorganization.

ThekeypurposeoftheBankofChina’sstrategicplanistogenerate,process,track,andcloseitsleadsintheChinesefinancialmarket.Aspartoftheplan,thebankaimedtointroduceanactivity-basedcosting（ABC）systemacrossallofitsregionsinordertoreducecostsandincreasemanagementcontrol.Theimplementationfailed,however,andthetraditionalcostingsystemisstillemployed.Weinvestigatedfactorsthatblockedtheimplementationofactivity-basedcostingandmanagement（ABC/M）inoneprovisionalbankbranch,thenameandlocationofwhicharenotdisclosedforconfidentialityreasons.

Ourinterviewswith18ofthebranchemployees

revealedsixfactorsthatblockedtheimplementationof

ABC.Theseare:

Lackofaclearbusinesspurposeaboutthe

implementation,

1.LackofeducationaboutABC,

2.PoorABCmodeldesign,

3.Lackofparticipants,

4.Individualandorganizationalresistancetochange,

5.Fewoutsourcersavailable.

Althoughsomeorallofthesefactorshavebeenmentionedinpreviousstudies,ourworkisnewintermsofitsapplicationtothebanksectorinChina,whichallowsustocontributetotheknowledgeofABCinpractice.

Today，Chinesebanksarefacingstrongcompetition，especiallyfromforeignbanksthathaveenteredtheChinesefinancialmarket.Thoseforeignbanks,whichhadopenedinShanghaiearlierhavestartedtoexpandtheirbusinessintoJiangsuandZhejiangprovinces.TheygrabbedalargenumberofgiantclientsfromtheirChinesecounterparts,causingadecreaseinbankloansintheprovinces,accordingtoa2002pressreleasebythePeople’sBankofChina,NanjingBranchineasternJiangsuprovince.

Toeradicatesuchproblemsandpreventthesituationfromgettingworse,Chinesebanksneededtoapplymoreeffectivemanagementmethodsandtechnologiestoimprovetheircompetitiveadvantage.Furthermore，thegovernmentofthePeople’sRepublicofChinadecidedtoturnstate-ownedbanksintopubliclylistedonestoenhancethebanks’self-controllabilityandflexibilitythathelpthemreacttomarketconditionsinatimelyandeffectivemanner.

Asoneofthebigfourstate-ownedbanks,BankofChinaLtd.hadstartedtorestructureitselfandtriedtoimplementmanagementaccountinginordertomanageitscosts.TheimplementationofsuchmanagementaccountingtechniquesinChinaisdifficult,however，becauseofthevariedeconomic,institutional,andculturalsettings.

AninterviewwiththegeneralmanagerofthebranchrevealedthatittriedtoimplementABCthreeyearsago，buttheeffortwasunsuccessful.ThefailuretoimplementABCcosttheorganizationmoney,andthereisaneedtoreducethesecostsbyidentifyingandanalyzingfactorsthatblockedtheABCimplementation.Ifthosebarrierscannotberesolved,thismaycontinuetoobstructtheapplicationofnewmanagementaccountingtechniquesandfurtherinfluencetheorganization’scapabilities.

AlthoughmostoftheexistingliteratureextolsthebenefitsofABCand,inparticular,thebenefitsofABC/M,fewauthorshaveexploreditsimplementationinEastAsiancompanies,especiallyfinancialinstitutions.

ABCVS.TRADITIONALCOSTINGSYSTEMS

Beforewedescribetheresultsofourstudy,let’slookattheconflictingviewsaboutABC.RonaldW.Hilton,amongothers,definedABCasatwo-stagemodel.1Inthefirststage,overheadcostsareallocatedintodifferentactivity-basedcostpoolswithrespecttotheirclassifications.Inthesecondstage,usingaseriesofcostdriver-basedrates,thepooledcostsareallocatedtoproductlines.GaryCokinsarguedthat,comparedtothetwo-stagemodel,atraditionalcostingsystemislikea“checkbook”whereonecanreadthetotalamountspentbutcanneverknowthepurposeandresultsofeachcheck.

Traditionalcostsystemsarealwaysemployeepayrollrelated,whichhindersamanager’sabilitytojudgeandimproveemployees’activitiesandperformance.Furthermore,thepayroll-relatedcostsdonotindicatetheinteractionandrelationshipsbetweenoneactivityandothersorproductsandcustomerservices.Managerswillnotbeabletoidentifywhicheventscauseactivitycoststovary.Basedonmanagers’views,however,anorganization’sactivitycostscouldbethemostcontrollablepartthatmanagerscaninfluence.Nonetheless,withoutknowingthecosts’drivers,managersarevirtuallyunabletoorganizeacompany’sproductioncostsefficiently.

Incontrast,ABCconcentratesonactivitiesinvolvedintheworkprocessthathelpmanagersoperateabusinessoranorganization.“ABC/Miswork-centric,whereasthegeneralledger（traditionalcostingsystem）istransaction-centric.”3Nonetheless,bothsystemshavetheirpoints:

Thetraditionalcostsystemiseasyandinexpensivetoimplement,buttheinformationobtainedcouldbetoorawtobeanalyzed.ABCsolvesthatproblembutisexpensiveandverytime-consuming.

FACTORSLEADINGTOTHESUCCESSORFAILURETOIMPLEMENTABC

Despiteitsgrowingpopularity,anumberofcompaniesstartedtoexperiencedifficultieswithABCimplementationthatblockedthemfromtakingitfurther.Aseriesoffactorshasbeenfoundtoberelatedtothesuccessand/orfailureofaddressingABC.MichaelShieldsidentifiedsix“behavioralandorganizational”factorsthatmakeABCsuccessful.Theyare:

1.Thesupportoftopmanagement;

2.IntegrationbetweenABCandcompetitivestrategies

suchastotalqualitymanagement（TQM）and

Just-in-Time（JIT）;

3.ABC’srelationtoperformanceevaluationsand

managers’compensation;

4.Adequatetrainingduringdesign,implementation,

anduse;

5.“Nonaccountingownership”;and

6.Theavailabilityofadequateresources.

AnnieS.McGowanandThomasP.Klammer,aswellasGeorgeFosterandDanG.Swenson,confirmedfactors1,3,4,and6.11AccordingtoInnes,Mitchell,andSinclair,thisisconsistentwiththefindingsofU.S.studiesofABCinpractice.12Basedontheresultsoftheir1994and1999surveys,however,theyfoundthatthesupportoftopmanagementisstronglyassociatedwiththesuccessofABC.Ontheotherhand,IanCobb,JohnInnes,andFalconerMitchellsuggestedthatthelackofadequateinternalresources,particularlystafftimeandcomputerresources,aremajorfactors.13Furthermore,ChrisArgyrisandBobKaplanexplainedABCfailurebyprovidinga“behavioralmodelofwhyandhowemployeesresistABC.”14TheoriginofthismodelcamefromArgyris,whopointedoutthat“barrierstochangearisefromthedefensiveroutinesthatparticipantstriggertoprotectthemselvesfromexperiencingembarrassmentandthreatfromthenewideas.”15RobinCooper,BobKaplan,LawrenceMaisel,EileenMorrissey,RonaldOehm,andM.LynneMarkusfurtherarguedthatresistancetonewinformationsystemscanbeunderstoodintermsoforganizationalpowerandpolitics.

DifferentresearchersseedifferentfactorsthatstronglyaffectABCimplementation.Allinall,AnthonyAtkinson,RajivBanker,BobKaplan,andS.MarkYoungdiscussedthemintermsoffivefactors:

1.Lackofclearbusinesspurpose,

2.Lackofseniormanagementcommitment,

3.Delegatingtheprojecttoconsultants,

4.Individualandorganizationalresistancetochange,

and

5.PoorABCmodeldesign

WHYIMPLEMENTATIONFAILED

HereisacloserlookatthesixfactorsthatinterviewersidentifiedasobstaclestoABCimplementation.

Noclearbusinesspurpose.TheABCprojectwasinitiatedbytheaccountingdepartment,andabasicABCmodelwasdesigned,butnoonefromthemanagementlevelorfromeachindividualdepartmentshowedaninterestinthework.Peoplefromtheaccountingdepartmentweredisappointedandlosttheirmotivation.Ontheotherhand,employeesfromeachindividualdepartmentfeltconfusedaboutABC.Theydidnotknowitspurpose,andsomeguessedthatitwasatooltolimittheirdailyspending.Othersthoughtitmighthelptoredesigntheworkprocess,whileafewbelieveditwouldredesigntheircurrentdepartmentstructure.Fromtheviewofthegeneralmanager,ABCshouldbeaninstrumentthatwouldincreasethetransparencyinmanagementcontrol.Therefore,noclearbusinesspurposewasinitiallydesignedfortheimplementation.

“ThepurposeofimplementingABCwastointroduceamoreeffectivecostingsystemtoBOC,”respondentsfromtheaccountingdepartmentsaid.“However,theterm‘effectivecostingsystem’wastoogeneraltobefollowed.AllemployeeshaddifferentideasaboutABC.PeoplefeltconfusedandlostinterestinABC.Wethenfeltboredwhennoonelookedatourwork;theprojectstoppedatthispoint.”

Lackofeducation/knowledge.TheinterviewsrevealedthatfewemployeesunderstoodABC.Despitetheaccountingdepartment’sefforts,onerespondentfromthecorporatebankingdepartmentrevealedthathehadheardaboutABCbutdidnotunderstanditskeypoints.TwomanagersmentionedthattheyknewaboutABC，butonlyoneofthemcouldprovidedetailsaboutthesyste