外文翻译为什么作业成本法在中国的银行应用失败.docx

1、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 Why Did ABC Fail at the Bank of China? 外文出处 Bank Accounting & FinancePublic Money&Manegement, 2006（3）:3942 外文作者 杰弗里.怀特 / 罗纳德W.希尔顿 原文：Why Did ABC Fail at the Bank of China?EXECUTIVE SUMMARY Few authors have explored the implementation of activity-bas

2、ed costing (ABC) in East Asian companies. This study investigates factors that led to the failure of an ABC implementation at a major Chinese financial institutionthe Bank of China. Interviews with 18 employees at one branch revealed six factors that blocked the implementation: the lack of clear bus

3、iness 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. The study represents a real example of why ABC implementation might fail in an organization.The key purpose o

4、f the Bank of Chinas strategic plan is to generate, process, track, and close its leads in the Chinese financial market. As part of the plan, the bank aimed to introduce an activity-based costing (ABC) system across all of its regions in order to reduce costs and increase management control. The imp

5、lementation failed, however, and the traditional costing system is still employed. We investigated factors that blocked the implementation of activity-based costing and management (ABC/M) in one provisional bank branch, the name and location of which are not disclosed for confidentiality reasons.Our

6、 interviews with 18 of the branch employeesrevealed six factors that blocked the implementation ofABC. These are:Lack of a clear business purpose about theimplementation,1.Lack of education about ABC,2.Poor ABC model design,3.Lack of participants,4.Individual and organizational resistance to change,

7、5.Few outsourcers available.Although some or all of these factors have been mentioned in previous studies, our work is new in terms of its application to the bank sector in China, which allows us to contribute to the knowledge of ABC in practice.Today，Chinese banks are facing strong competition，espe

8、cially from foreign banks that have entered the Chinese financial market. Those foreign banks, which had opened in Shanghai earlier have started to expand their business into Jiangsu and Zhejiang provinces. They grabbed a large number of giant clients from their Chinese counterparts, causing a decre

9、ase in bank loans in the provinces, according to a 2002 press release by the Peoples Bank of China, Nanjing Branch in eastern Jiangsu province. To eradicate such problems and prevent the situation from getting worse, Chinese banks needed to apply more effective management methods and technologies to

10、 improve their competitive advantage. Furthermore，the government of the Peoples Republic of China decided to turn state-owned banks into publicly listed ones to enhance the banks self-controllability and flexibility that help them react to market conditions in a timely and effective manner. As one o

11、f the big four state-owned banks, Bank of China Ltd. had started to restructure itself and tried to implement management accounting in order to manage its costs. The implementation of such management accounting techniques in China is difficult, however，because of the varied economic, institutional,

12、and cultural settings.An interview with the general manager of the branch revealed that it tried to implement ABC three years ago， but the effort was unsuccessful. The failure to implement ABC cost the organization money, and there is a need to reduce these costs by identifying and analyzing factors

13、 that blocked the ABC implementation. If those barriers cannot be resolved, this may continue to obstruct the application of new management accounting techniques and further influence the organizations capabilities.Although most of the existing literature extols the benefits of ABC and, in particula

14、r, the benefits of ABC/M, few authors have explored its implementation in East Asian companies, especially financial institutions.ABC VS. TRADITIONAL COSTING SYSTEMSBefore we describe the results of our study, lets look at the conflicting views about ABC. Ronald W. Hilton, among others, defined ABC

15、as a two-stage model.1 In the first stage, overhead costs are allocated into different activity-based cost pools with respect to their classifications. In the second stage, using a series of cost driver-based rates, the pooled costs are allocated to product lines. Gary Cokins argued that, compared t

16、o the two-stage model, a traditional costing system is like a “checkbook” where one can read the total amount spent but can never know the purpose and results of each check.Traditional cost systems are always employee payroll related, which hinders a managers ability to judge and improve employees a

17、ctivities and performance. Furthermore, the payroll-related costs do not indicate the interaction and relationships between one activity and others or products and customer services. Managers will not be able to identify which events cause activity costs to vary. Based on managers views, however, an

18、 organizations activity costs could be the most controllable part that managers can influence. Nonetheless, without knowing the costs drivers, managers are virtually unable to organize a companys production costs efficiently.In contrast, ABC concentrates on activities involved in the work process th

19、at help managers operate a business or an organization. “ABC/M is work-centric, whereas the general ledger (traditional costing system) is transaction-centric.”3 Nonetheless, both systems have their points: The traditional cost system is easy and inexpensive to implement, but the information obtaine

20、d could be too raw to be analyzed. ABC solves that problem but is expensive and very time-consuming.FACTORS LEADING TO THE SUCCESS OR FAILURE TO IMPLEMENT ABCDespite its growing popularity, a number of companies started to experience difficulties with ABC implementation that blocked them from taking

21、 it further. A series of factors has been found to be related to the success and/or failure of addressing ABC. Michael Shields identified six “behavioral and organizational” factors that make ABC successful. They are:1. The support of top management;2. Integration between ABC and competitive strateg

22、iessuch as total quality management (TQM) andJust-in-Time (JIT);3. ABCs relation to performance evaluations andmanagers compensation;4. Adequate training during design, implementation,and use;5. “Non accounting ownership”; and6. The availability of adequate resources.Annie S. McGowan and Thomas P. K

23、lammer, as well as George Foster and Dan G. Swenson, confirmed factors 1, 3, 4, and 6.11 According to Innes, Mitchell, and Sinclair, this is consistent with the findings of U.S. studies of ABC in practice.12 Based on the results of their 1994 and 1999 surveys, however, they found that the support of

24、 top management is strongly associated with the success of ABC. On the other hand, Ian Cobb, John Innes, and Falconer Mitchell suggested that the lack of adequate internal resources, particularly staff time and computer resources, are major factors.13 Furthermore, Chris Argyris and Bob Kaplan explai

25、ned ABC failure by providing a “behavioral model of why and how employees resist ABC.”14 The origin of this model came from Argyris, who pointed out that “barriers to change arise from the defensive routines that participants trigger to protect themselves from experiencing embarrassment and threat f

26、rom the new ideas.”15 Robin Cooper, Bob Kaplan, Lawrence Maisel, Eileen Morrissey, Ronald Oehm, and M. Lynne Markus further argued that resistance to new information systems can be understood in terms of organizational power and politics.Different researchers see different factors that strongly affe

27、ct ABC implementation. All in all, Anthony Atkinson, Rajiv Banker, Bob Kaplan, and S. Mark Young discussed them in terms of five factors:1. Lack of clear business purpose,2. Lack of senior management commitment,3. Delegating the project to consultants,4. Individual and organizational resistance to c

28、hange,and5. Poor ABC model designWHY IMPLEMENTATION FAILEDHere is a closer look at the six factors that interviewers identified as obstacles to ABC implementation.No clear business purpose. The ABC project was initiated by the accounting department, and a basic ABC model was designed, but no one fro

29、m the management level or from each individual department showed an interest in the work. People from the accounting department were disappointed and lost their motivation. On the other hand, employees from each individual department felt confused about ABC. They did not know its purpose, and some g

30、uessed that it was a tool to limit their daily spending. Others thought it might help to redesign the work process, while a few believed it would redesign their current department structure. From the view of the general manager, ABC should be an instrument that would increase the transparency in man

31、agement control. Therefore, no clear business purpose was initially designed for the implementation.“The purpose of implementing ABC was to introduce a more effective costing system to BOC,” respondents from the accounting department said. “However, the term effective costing system was too general

32、to be followed. All employees had different ideas about ABC. People felt confused and lost interest in ABC. We then felt bored when no one looked at our work; the project stopped at this point.”Lack of education/knowledge. The interviews revealed that few employees understood ABC. Despite the accounting departments efforts, one respondent from the corporate banking department revealed that he had heard about ABC but did not understand its key points. Two managers mentioned that they knew about ABC，but only one of them could provide details about the syste