为什么作业成本法在中国的银行应用失败[文献翻译] 学位论文.docVIP

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 Finance?》Public MoneyManegement, 2006（3）:39－42 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-based costing (ABC) in East Asian companies. This study investigates factors that led to the failure of an ABC implementation at a major Chinese financial institution—the Bank of China. Interviews with 18 employees at one branch revealed six factors that blocked the implementation: 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. The study represents a real example of why ABC implementation might fail in an organization. The key purpose of the Bank of China’s 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 implementation 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 interviews with 18 of the branch employees revealed six factors that blocked the implementation of ABC. These are: Lack of a clear business purpose about the implementation, 1.Lack of education about ABC, 2.Poor ABC model design, 3.Lack of participants, 4.Individual and organizational resistance to change, 5.Few outsourcers available. Although some or all of these factors have been mentioned in previous studies, our work is new in terms of