Instructional Resources


The goal of this section of our website is to share instructional ideas and resources. While we have provided some of these resources, our hope is that the majority of this information will come from the members of our section. If you have resources that you would like to share, or if you know of someone who has resources that might benefit other members of the section, please let us know. You can email your contribution ideas to the Chair of the Instructional Resources Committee at


  1. Cases/case adaptations
    This section is to focus on favorite cases you might have and/or adaptations you have made to a case. The example provided here relates to alternative uses and questions for the Chemico case.

  2. Supplementary classroom materials:
    This section provides the opportunity to showcase your favorite video clip or financial press article. Two vide-clip examples are provided here.

    A. Video clips
    B. Financial press articles
    C. Excel Based Tasks

  3. The innovative classroom
    This section is likely to include examples of classroom materials that are a bit different. Our example relates to some materials used in lectures (large class sizes) tending towards a ‘flipped-classroom’ experience.

  4. Thoughts on teaching and learning
    This section provides a forum for more general pieces of work relating to pedagogy and related issues.

  5. Recent Publications on Management Accounting Education
    A. The Accounting Educators' Journal
    B. IMA Educational Case Journal
    C. Issues in Accounting Education
    D. The Journal of Accounting Case Research

American Accounting Association
2016 IMA/MAS Teaching Case Conference
September 23-24, 2016 – San Antonio, Texas

Approximately 41 fortunate individuals attended the debut of the IMA/MAS Teaching Case Conference.  This was once an annual event, and there was much enthusiasm for the return of this conference, hopefully once again as an annual event.  So be on the lookout for the conference again next year.

The format of future editions of the Case Conference may vary from the format we experienced in San Antonio, and which I describe here.  Friday afternoon was entitled a “Case-Writers Roundtable”, which entailed a wide-ranging conversation on writing cases and the IMA Educational Case Journal.  Saturday’s agenda included an opening Plenary Session and an ending General Session where presenters provided helpful examples of how one might teach using cases, and specific cases that might be taught.  During the other two sessions a total of four cases were presented by their authors, providing attendees with an opportunity to become more familiar with these specific cases.

In general, I think it is safe to say: a good time was had by all.  Thanks to the conference organizers: Tom Albright, Raef Lawson, Paul Juras, Tom Klammer, and Pete Brewer.

Summary by Nick Fessler, The University of Texas at Tyler

To view the teaching case program see:

BBC In the Factory series
In a previous posting Monte Swain from Brigham Young University provided an excellent article on the use of ‘video’ clips in the classroom.  With lots of advice on identifying, adapting and using clips, the article might be worth a look before exploring the series of clips outlined below.

Many of you may already know this and be using them in class. But, I came across the In the factory series of shows produced by the BBC. In terms of bringing alive our cost and management classes with 'real-life' experiences, this set of recordings may be useful.  Essentially, these recordings show how things are made. While the shows also contain other information, it is the focus on the ‘how’ that might be useful for classes. The development of a number of discussion questions around each show would be time inexpensive.  For example, in the ‘bicycles’ episode from series 2, one of the bike designers makes reference to the “…constant challenge for the design team to balance the bike’s weight, durability and cost…”  This seems a suitable issue for discussion and how management accounting performs a role.
The details of series 1 and 2 can be found at:

Episode titles of each series is below

Series 1




Series 2



Baked Beans

Accounting in the headlines blog
Dr Wendy Tietz from Kent State University has established a blog called accounting in the headlines (see:, which contains a  set of resources useful for our management accounting classes (as well as financial accounting resources).  Well worth taking a look!

Bob Kaplan: Distinguished Advocate
The August 2016 edition of Strategic Finance contained an interview by Jeffrey Thompson with Professor Bob Kaplan.    The interview explores a range of management accounting issues and would be useful for an advanced management accounting class group.

AICPA Teaching Innovation Awards
The American Institute of CPAs recently announced the winners of its Effective Learning Strategies Awards (   Winners are briefly mentioned below.  We hope to highlight some of the work of the winners in coming postings. Thanks to Monte Swain for the alert and contributing to this notice.

Award winner




Professor Karen Braun


“Excel-Based Active-Learning for the Managerial Accounting Course.”

Case Western University

Kelvie Crabb
Professor Gail Hoover-King
Dr Kimberley Swanson-Church

Introductory (honorable mention)

“Launch Learning: Students Create, Collaborate and Comprehend Managerial Accounting!”

University of Kansas
Purdue University Northwest
University of Missouri-Kansas City

Dr Sandria Stephenson

Junior and senior level

“Reflective Ethical Decision: A model for ethics in accounting education.”

Kennesaw State University

Associate Professor Tracie Miller-Nobles

Junior and senior level (honorable mention)

“Utilizing Concept Mapping in Individual Income Tax”

Austin Community College

Team: Dr. Leflar, Katie Terrell, and JaLynn Thomas.


“Interviewing for Requirements in the Advanced AIS Classroom.”

University of Arkansas

Professor Cassy Budd

Graduate (honorable mention)

“Case Method Teaching in a Graduate Class: Setting the Stage for Success.”

Brigham Young University

Resources from the 2016 MAS Teaching Symposium

The Organizing Committee for the 2016 Teaching Symposium did a terrific job in assembling the 2016 Teaching Symposium Program. For those who are interested, you can now access the slide sets and other associated materials from each of the presentations from the Symposium Program page.

For those who attended the Symposium, each slide set will in essence, speak for itself. For those not able to attend, missing the context in which they were delivered is unfortunate, but nevertheless, the slides provide a snapshot of the content and presentation.




Abstracts of Management Accounting Related Educational Articles

The Educational Resources Committee of the MAS is pleased to provide section members with the abstracts of relevant articles published to date in all the major accounting education journals. These abstracts relate both to research studies (e.g., "Main Section" articles) and instructional resources (e.g., teaching-related papers and cases). We hope you find the information contained herein to be useful, for both instructional and research purposes. Please forward to the Chairs of the MAS Instructional Resources Committee, Albie Brooks ( your comments and suggestions. Do you find the information contained herein to be useful? How can we improve this site? Thanks for your feedback.

Accounting Education: A Journal of Theory, Practice and Research

Accounting Education: An International Journal

The Accounting Educators' Journal

Advances in Accounting Education

The Journal of Accounting Case Research and Accounting Perspectives
(Note: JACR merged into Accounting Perspectives in 2007)

The Journal of Accounting Education

IMA Educational Case Journal

Issues in Accounting Education:

Main Section Articles
Instructional Resources


Management Accounting Section Case Resources

Sites listed below provide a wealth of materials pertaining to managerial accounting topics. Please refer also to the "Committee Description and Charge" page for links to other teaching-related sites that include cases among an array of other materials. We will be pleased to add to this list based upon your report to us of successful access to other case-related sites.

Please Note: This page contains sources of case material other than accounting education journals. Please refer to the educational abstracts section (above) to find abstracts of management accounting related cases published in the following journals: Journal of Accounting Case Research, Issues in Accounting Education, the Journal of Accounting Education, Accounting Education: An International Journal, The Accounting Educators' Journal, and Advances in Accounting Education.

Sources for Cases

Ivey Publishing new case releases

Individual Cases

Summary of and Teaching Resources for "Deluxe Corporation Case Series on Activity-Based Costing and Activity-Based Management," by Peter B. B. Turney, Darden Graduate School.


In case you missed it
This posting has been created to provide some reminders of materials relating to cases previously published or created, that might have evaded us the first time round. Some of these will have been included in the bibliographic resources previously posted. The focus here is on case-based materials. 

To that end, I would like to highlight the recently created accounting case search site. Developed at Notre Dame University, and highlighted in a Journal of Accounting Education article by Meyer and Meyer (2014), the site provides a landing page (see: for published cases classified according to level and accounting topics. This is an excellent resource. For further information please see the site and/or:

Meyer, M. and Meyer, T. 2014, ‘Accounting case search: A web-based search tool for finding published accounting cases’, J. of Acc. Ed. 32: 16-23.


Instructional Resources Committee

The Instructional Resources Committee of the MAS was constituted to make recommendations for enhancing the amount and quality of educational materials available to Section members and to encourage greater participation on the part of Section members in education-related activities of the AAA.

IMA Educational Case Journal

Article Title Authors Volume
SEWMEX: Short-Term Profit Planning in an International Setting” Gus Gordon, David E. Stout, Sarah Hartzog, Matt Lusty, and Jay Nelson Vol. 5 Issue 1 (2012)
Budgeting for an Academic Department at a State University: Can You Believe the Numbers?” Gloria Vollmers and Wendy Coons Vol. 5 Issue 1 (2012)
Jensen Pharma: A Governance Roleplay” J. Kay Keels and Norman T. Sheehan Vol. 5 Issue 1 (2012)
Deploying Sustainability at Solea” Jan Bell, Sinan Erzurumlu, and Holly Fowler Vol. 5 Issue 2 (2012)
Caribbean Brewers: Transfer Pricing, Ethics, and Governance” Douglas Kalesnikoff and Suresh Kalagnanam Vol. 5 Issue 2 (2012)
Pikesville Lightening: Evaluating Strategic Business Expansion Opportunities” Thomas G. Cancace and Paul E. Juras Vol. 5 Issue 2 (2012)
A Green Winter: The Case of Proposed Jiminy Peak Mountain Resort Wind Turbine” John MacArthur and Thomas Barton Vol. 5 Issue 3 (2012)
Alliance Healthcare Network: Using a Balanced Scorecard to Motivate Change” Anne Sergeant and Paulette Ratliff-Miller Vol. 5 Issue 3 (2012)
The BBDE Health Center: A Case Study of Business Ethics” Jason Porter and Darryl Woolley Vol. 5 Issue 3 (2012)
The Tennessee Valley Authority: The Cost of Power” Bob G. Wood, Steven B. Isbell, and Cass Larson Vol. 5 Issue 4 (2012)
Alchemy—An Internal Auditing Case” Herbert Snyder, James Clifton, and William Bowlin Vol. 5 Issue 4 (2012)
Unilever: The Financial Implications of Outsourcing IT Services in a Global Organization” Barbara E. Tarasovich Vol. 5 Issue 4 (2012)
“Bastion Finance” Shane Moriarity and Andrew Slessor Vol. 6 Issue 1 (2013)
“Performance Measurement at Great Persons, Inc.: An Application of the Balanced Scorecard” William Bowlin Vol. 6 Issue 1 (2013)
“Koss Corporation Corporate Governance, Internal Controls, and Ethics: What Went Wrong?” Melanie O. Anderson Vol. 6 Issue 1 (2013)
“From Sparks to Fired: Ethical and Internal Control Violations Surrounding Business Entertainment Expenses” M. Elizabeth Haywood and Marge O’Reilly-Allen Vol. 6 Issue 2 (2013)
“Product Costing at Fine Foods: Is it a Symptom or the Problem?” David Axelsson, Marcus Fogelkvist, and Gary M. Cunningham Vol. 6 Issue 2 (2013)
“A Partnership with Unlimited Possibilities: A Case of Allocation of Partnership Income and Common Costs” Marc I. Lebow, Veronique Frucot, and Jacob Angima Vol. 6 Issue 2 (2013)
“Autoliv, Inc.: Using Lean Practices to Improve the A/P Reconciliation Process” Rosemary Fullerton, Staci F. Gunnell, and R. Chance Murray Vol. 6 Issue 3 (2013)
“Considering Information System Acceptable Use Policies and Ethical Issues” Bonnie W. Morris, Virginia Franke Kleist, and Richard B. Dull Vol. 6 Issue 3 (2013)
“The a-12 Stealth Bomber: Escalating Commitment to a Failing Project” David S. Christensen and Robin Boneck Vol. 6 Issue 3 (2013)
“Patterson Manufacturing” Shane Moriarity and Andrew Slessor Vol. 6 Issue 4 (2013)
“SuperHeroes LLP: A Super Management Control Case” Norman T. Sheehan and Ganesh Vaidyanathanl Vol. 6 Issue 4 (2013)
“General Lab” Oriol Amat and Mart Guasch Vol. 6 Issue 4 (2013)
“KPG Grocers: Capital Budgeting Information Elicitation Case” Linda M. Lovata and Susan M. Murray Vol. 7 Issue 1 (2014)
“Prairie Addiction Society” Vince Bruni-Bossio, Suresh Kalagnanam, and Doug Kalesnikoff Vol. 7 Issue 1 (2014)
“The IMA Educational Case Journal: A Retrospective of the First Five Years (2008-2012)” Timothy C. Miller, Sean A. Peffer, Matthew T. Sooy, and Dan N. Stone Vol. 7 Issue 1 (2014)
“A Declaration of War: A Case of Competition in the Video Game Industry” Vol. 7 Issue 2 (2014)
“Over-land Trucking and Freight: Relevant Costs for Decision Making” Thomas L. Albright, Paul Juras, and Russ Elrod Vol. 7 Issue 2 (2014)
“Dynamic Medical Solutions: Expanding the Application of Cost Management Principles to Channel and Customer Profitability Analysis” Casey J. McNellis and Ronald F. Premuroso Vol. 7 Issue 2 (2014)
“Product Costs: Application in an Insurance Company” Scott McGregor Vol. 7 Issue 3 (2014)
Sunk Costs: What Costs do you Sea?” Marty Stuebs, Cari Edison, and Kathy Hurt Vol. 7 Issue 3 (2014)
“Cat & Joe’s Pig Rig: Should We Stay or Should We Go?” Tony Bell and Andrew Fergus Vol. 7 Issue 3 (2014)
“Diamond Foods, Inc.” JomoSankara and Deborah L. Lindberg Vol. 7 Issue 4 (2014)
“The Glenridge Retail Development” Regina Anctil, Michael Borneman, and Theodore Long Vol. 7 Issue 4 (2014)
“XYZ Company: An Integrated Capital Budgeting Instructional Case.” David E. Stout, Raymond J. Shaffer, and Jeremy T. Schwartz Vol. 8 Issue 1 (2015)
“Forge Group Ltd Case Study (A): The Revealing Nature of Numbers” Suzanna Maloney Vol. 8 Issue 1 (2015)
“Forge Group Ltd Case Study (B): Director Duties, Management Compensation and Ownership, Risk, and Ethics.” Suzanne Maloney Vol. 8 Issue 1 (2015)
“The Moulder Company: Alternative Strategies for Toxics Use Reduction” George Joseph and Mark Myles Vol. 8 Issue 2 (2014)
“Out of Control: Lax Procedures at National Capital Trust?” Ron Messer Vol. 8 Issue 2 (2015)

“SEWMEX: Short-Term Profit Planning in an International Setting”. Gus Gordon, David E. Stout, Sarah Hartzog, Matt Lusty, and Jay Nelson. Vol. 5 Issue 1 (2012).

Abstract: This case focuses on short-term profit planning for SEWMEX—a newly formed Mexican subsidiary of a U.S. company. The case is based on a real company in the sewing industry and as such forces students to think critically about the application of CVP concepts to a real-life situation. Sensitivity analysis is required to determine the impact of changes in production efficiencies on CVP relationships and profitability for the SEWMEX plant. Some applications of Excel are required to complete the case. Students are required to construct a written summary report regarding major issues raised in the case. Optional requirements focus on various issues regarding foreign exchange rates. Because of the richness of the case, it is targeted for use at the graduate level (e.g., MBA managerial accounting) or at an upper-level undergraduate course for accounting majors (e.g., cost accounting).

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“Budgeting for an Academic Department at a State University: Can You Believe the Numbers?”. Gloria Vollmers and Wendy Coons. Vol. 5 Issue 1 (2012).

Abstract: Determining the fate of an academic department: a case in university budgeting. The case involves an academic department with a chronic budget deficit. The upper administration wants to close the department or its bachelor’s program, believing that such action would save money. The problem is the university’s budget system. It treats all academic departments as cost centers without understanding that the static cost budget bears no relationship to the real costs of departments and fails to consider that departments generate revenues that would disappear in their absence. Because base budgets were set years ago and never realigned with changing needs, this department consistently runs a deficit. The case requires an ability to sort out relevant information and to deal with uncertainty. It demands that the student recognize that calculated and printed “results” are not sacred and that they may be wrong and misleading. It also illustrates the utter failure of budgets to plan and control when they are not established in a realistic manner.

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“Jensen Pharma: A Governance Roleplay”. J. Kay Keels and Norman T. Sheehan. Vol. 5 Issue 1 (2012).

Abstract: Jensen Pharma is a role-play that explores governance and ethical issues where shareholder demands and stakeholder considerations are in direct conflict. Board members and the members of the firm’s management team attending the meeting are asked to act out a broad range of issues, including concern for Jensen Pharma’s shareholders, its stakeholders, their personal values, career progression, and personal wealth. Learning objectives include learning about the role of governance and applying best practice guidelines to improve governance, while recognizing the ethical leadership responsibilities of the board of directors. The role-play has been tested several times and 99% of masters’ students and managers (n=150) using earlier versions of the role-play recommended that instructors at other universities adopt the role-play. The two most common reasons for recommending that other instructors adopt the role-play were that they found it fun, interesting, and an engaging way to learn about governance (n=47), while others recommended the role-play because they thought it was a good way to see what boards do and learn about governance (n=42).

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“Deploying Sustainability at Solea”. Jan Bell, Sinan Erzurumlu, and Holly Fowler. Vol. 5 Issue 2 (2012).

Abstract:Solea, a multinational food and facilities management company, announced a global sustainability initiative. Within Solea, sustainability meant considering the environmental and social impacts of operations along with profitability. This case focuses on how the implementation of the sustainability initiative created organizational conflict between the sustainability group and the supply management group. Most of the disagreement arose from supply management strategies, designed to increase immediate profits, which conflicted with sustainability strategies, aimed to yield longer-term impacts. Even with upper management supporting sustainability, the case demonstrates how complicated it is to implement sustainability when actions get in the way of immediate profits and financial data is missing. Students understand the need to explicitly link (map) the new strategy to financial performance metrics, to specify when and how the benefits of a new strategy should impact profitability, and to monitor lead and lag performance measures.

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“Caribbean Brewers: Transfer Pricing, Ethics, and Governance”. Douglas Kalesnikoff and Suresh Kalagnanam. Vol. 5 Issue 2 (2012).

Abstract:Caribbean Brewers is a fictitious company, although the case depicts a real international business situation focusing on transfer pricing, ethics, and governance. It exposes students to the role of management accounting concepts, such as cost allocation and transfer pricing, in terms of how they impact the performance and reward of individuals at different levels within the organization. Students are also exposed to the impact of the management accounting and control tools/methods used upon stakeholder interests. The case puts the new advisor to the Chief Financial Officer in a difficult position with respect to discharging his or her professional and ethical responsibilities when the interests of the different stakeholders are at odds with one another (e.g., majority and minority shareholders, individual managers, and tax authorities). It contains a good balance of quantitative and qualitative analyses, and forces students to delve into the issues in some depth. The ethical issue forces students to think hard about how they would react when facing similar situations. The case offers considerable flexibility to the instructor to emphasize different aspects contained within, depending upon the specific course and the level at which it is being used; it can also work well as an integrative case. The case is most suitable for use in advanced undergraduate management accounting courses as well as graduate level courses including those in MBA programs. It has been successfully used as a discussion case in an MBA capstone course; the positive student feedback, with mean ratings on four questions ranging from 7.7 to 7.9 on a ten-point scale, suggests that the case fulfilled its learning objectives.

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“Pikesville Lightening: Evaluating Strategic Business Expansion Opportunities”. Thomas G. Cancace and Paul E. Juras. Vol. 5 Issue 2 (2012).

Abstract: Greg Storm, owner, is striving to make his organization a market leader by finding unique ways to grow the business. He views his accountants as consultants who not only have the technical skills to provide financial and analytical information, but who also have the strategic thinking to provide valuable input to him and the business leaders to help improve the profitability and expansion potential of the business. This case asks the student to play the role of a member of the accounting team and perform some financial and strategic analysis of operating results. The student is also asked to view the role of accountant as that of a strategic business partner by making a specific strategic recommendation to improve the operating results of the organization.

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“A Green Winter: The Case of Proposed Jiminy Peak Mountain Resort Wind Turbine”. John MacArthur and Thomas Barton. Vol. 5 Issue 3 (2012).

Abstract: When consumers reel from the sticker shock of high energy costs, smart business managers are looking for creative and profitable ways to insulate themselves from the vagaries of the energy marketplace. This teaching case is about a successful medium-sized ski resort in the Berkshire Mountains of Western Massachusetts, Jiminy Peak Mountain Resort (Jiminy Peak), and its deliberations about a wind turbine installation as a way to add a high degree of stability to its energy costs while helping to fulfill a corporate mission to protect the environment and allow the use of “green marketing” to attract more visitors to its popular ski slopes. This case allows undergraduate and graduate students to explore the economic, environmental, social, and other factors associated with the decision to invest in green energy sources based on the real-world example of Jiminy Peak wind turbine investment project. The case can be adapted for use in cost/managerial/management accounting undergraduate and graduate classes.

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“Alliance Healthcare Network: Using a Balanced Scorecard to Motivate Change”. Anne Sergeant and Paulette Ratliff-Miller. Vol. 5 Issue 3 (2012).

Abstract: Alliance Healthcare network considers the use of the balanced scorecard as a tool to motivate change in organizational culture. This real-life-based company owns and operates a number of hospitals and healthcare networks and is actively acquiring new facilities. This case focuses on motivating physicians of newly acquired facilities to properly use the information technology (IT) system. Students are asked to consider the differences between hospital and manufacturing environments, what motivates healthcare providers, and how performance measures can be used to assist in change. Objectives of the case are 1) to integrate performance measures and strategy into a motivational framework, 2) to foster an understanding of incentives and motivation for different types of individuals, 3) to explore the balanced scorecard as a means to motivate desired behavior or outcomes, and 4) to expose students to some current issues in healthcare management.

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“The BBDE Health Center: A Case Study of Business Ethics”. Jason Porter and Darryl Woolley. Vol. 5 Issue 3 (2012).

Abstract: Recent accounting scandals have emphasized the need to consider ethics in a wide variety of accounting scenarios. The typical focus in accounting ethics education, however, is on the creation and assurance of the financial statements. While this focus is understandable, it ignores the many other ethical dilemmas that accountants face on a daily basis. This case attempts to widen this focus by examining an ethical dilemma faced by a young controller as part of his daily responsibilities. More specifically, the case adapts a real scenario to help students consider the ethical issues behind excessive reimbursements, using company resources to benefit family members, and theft of resources. The case also provides opportunities to talk with students about reporting ethical violations and about the pressures individuals feel to conform to the status quo.

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“The Tennessee Valley Authority: The Cost of Power”. Bob G. Wood, Steven B. Isbell, and Cass Larson. Vol. 5 Issue 4 (2012).

Abstract: The Tennessee Valley Authority (TVA) must make a strategic decision to ensure sufficient power generation while at the same time continuing to provide affordable power to a growing number of customers in its service area. Complicating the decision is that TVA is faced with replacing a significant part of their existing power generation capability. Potential sources of new power generation include the construction of nuclear, natural gas, coal, and renewable energy production plants or the purchase of power needs from other electricity producers. The power generation options have highly differing costs, expected cash flows, and useful lives. Moreover, any construction decision is constrained by a limited capital budget. Not simply a financial decision, any strategy must also consider the political, social, and environmental impacts of the choice. Further complicating any decision is changing technologies and the complicating factors of their integration.

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“Alchemy—An Internal Auditing Case”. Herbert Snyder, James Clifton, and William Bowlin. Vol. 5 Issue 4 (2012).

Abstract: Auditing Alchemy is a multimedia internal auditing case concerned with a possible inventory fraud in the firm’s manufacturing process. The company is a fabricated, simplified organization designed to introduce students to fraud investigation through active learning. The case is in three parts: analyzing production to look for evidence, observing the workplace to determine how a fraud could occur, and investigating individual employees to find a perpetrator. The case uses a variety of techniques, such as analytical procedures and net worth analysis, and requires students to observe a workplace and employee interviews through the use of a video walkthrough of the manufacturing facility. Students have the option of requesting and using supplemental information in the case as a means of determining a likely suspect. Deliverables are predication of fraud, weaknesses in the internal control system, a likely mechanism for the crime, suspect(s), and a final fraud report.

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“Unilever: The Financial Implications of Outsourcing IT Services in a Global Organization”. Barbara E. Tarasovich. Vol. 5 Issue 4 (2012).

Abstract: This case is intended for students in an undergraduate or graduate level course. At the undergraduate level, this case is suitable for a senior-level course such as a capstone senior seminar, current issues in accounting, business strategy, information technology, or managerial accounting special topics course. At the graduate level, this case can be used in managerial and cost accounting courses as well as in a business ethics, information technology, or capstone course. The case provides an introduction to the financial and business considerations which occur when outsourcing a business process to a third-party supplier. This is an actual case based on a real decision and information made available by Unilever, a Global 200 company. Students analyze the information, financial project costs, and projected savings of a project to outsource part of the IT function to a third-party supplier. Students are asked to identify some of the business issues involved in outsourcing and identify any financial considerations.

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“Bastion Finance”. Shane Moriarity and Andrew Slessor. Vol. 6 Issue 1 (2013).

Abstract: An opportunity has arisen to purchase a stake in Bastion Finance. The seller of a minority interest in the firm has provided summary financial statements and copies of selected internal documents. Students are asked to use the information to prepare forecasted financial statements, to identify and evaluate risks associated with the investment, and to make a recommendation of whether the opportunity should be pursued. Although Bastion Finance is not a real firm, the case is based on actual practices that have occurred in the industry as revealed through court cases and media commentaries. The case is suitable for second-level, undergraduate cost/managerial courses or courses in forensic accounting.

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“Performance Measurement at Great Persons, Inc.: An Application of the Balanced Scorecard”. William Bowlin. Vol. 6 Issue 1 (2013).

Abstract: This case provides students with a real-world, hands-on experience in developing a balanced scorecard. It is different from other balanced scorecard cases in that it takes place in a charitable not-for-profit environment. Unlike a business, profit is not the primary objective of this organization’s existence. Great Persons, Inc.’s primary reason for existing is to provide services to disabled individuals. Profits or finances are a supporting objective as opposed to an end objective. Another interesting aspect of this case is the organization’s approach to developing the balanced scorecard perspectives and critical success factors (CSFs). The perspectives were identified after the CSFs were identified and aggregated into like groups by the development team.

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“Koss Corporation Corporate Governance, Internal Controls, and Ethics: What Went Wrong?”. Melanie O. Anderson. Vol. 6 Issue 1 (2013).

Abstract: The Koss Corporation, a small manufacturer or stereo headphones, suffered a $34 million corporate fraud at the hands of a trusted key executive over a five-year time period. (The investigation only covered five years, but the total longevity of the fraud was allegedly 12 years.) This case reviews the facts of the fraud and asks students to evaluate the internal controls and corporate governance in place at Koss Corp. at the time of the fraud and to make recommendations for improvements. Students are also asked to make a recommendation as to what ethical action(s) to take if, as a management accountant, they were faced with demands by a supervisor to make fraudulent entries.

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“From Sparks to Fired: Ethical and Internal Control Violations Surrounding Business Entertainment Expenses”. M. Elizabeth Haywood and Marge O’Reilly-Allen. Vol. 6 Issue 2 (2013).

Abstract: The purpose of this case is to identify internal control weaknesses elating to business entertainment and travel expenses and then to ascertain why these actions also violate ethical standards of behavior. While the case reads like a fictional short story, we incorporated actual violations at a Fortune 500 company into the case details. The case requires students to refer to the Committee of Sponsoring Organizations of the Treadway Commission (COSO) Enterprise Risk Management (ERM)—Integrated Framework (2004) to identify the internal control weaknesses listed in the case, to provide recommendations to prevent or minimize their recurrence in the future, and to classify the ethical violations in accordance with the standards of competence, confidentiality, integrity, and credibility of the IMA® (Institute of Management Accountants) Statement of Ethical Professional Practice. Student feedback demonstrates that the case is an interesting and useful learning tool in discussing internal controls and ethical issues.

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“Product Costing at Fine Foods: Is it a Symptom or the Problem?”. David Axelsson, Marcus Fogelkvist, and Gary M. Cunningham. Vol. 6 Issue 2 (2013).

Abstract: This case focuses on issues that appear to beproblems but are symptoms of more fundamental problems. These are common issues in management accounting and management control situations. It also provides a good overview of product costing and performance evaluation, accounting for special orders, and agency costs and benefits including non-quantifiable costs and benefits. The case is based on an actual food processing company that had these issues. It can be used to cover manufacturing accounting in many other contexts as well.

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“A Partnership with Unlimited Possibilities: A Case of Allocation of Partnership Income and Common Costs”. Marc I. Lebow, Veronique Frucot, and Jacob Angima. Vol. 6 Issue 2 (2013).

Abstract: Most cases are written for upper- and graduate-level accounting classes, however, this case was written to be used in introductory accounting classes. It involves a recent college graduate who, while eating lunch, is asked by a potential client about the benefits of entering into a partnership. Three issues must be addressed: are the risks of entering the partnership worth the increase in income; is the partnership allocation formula fair to the potential partner; and should the common costs be allocated differently? Students need to use the accounting information provided and advise the client about making important business decisions. The student has to write a memo explaining the benefits and risks of joining the partnership. The facts of the case add a real-world element to this discussion.

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“Autoliv, Inc.: Using Lean Practices to Improve the A/P Reconciliation Process”. Rosemary Fullerton, Staci F. Gunnell, and R. Chance Murray. Vol. 6 Issue 3 (2013).

Abstract: This case describes a process improvement project that occurred in collaboration between the finance department at an Autoliv Inc. facility and a graduate cost accounting class. The graduate students were asked to use their understanding of lean concepts to help identify and eliminate waste in the AP reconciliation process at Autoliv. Students were assigned to small groups, and the group with the solution that best fit the customer needs was chosen by the Autoliv finance team. The new process was implemented at Autoliv by the student team leader. The case study duplicates this collaborative experience and provides a real-world example for using problem-solving skills, accounting knowledge, Excel experience, lean practices, and creative thinking to prepare a feasible, simple, and sustainable improved process. There is no right answer to the case study, but the process to come up with a solution can be used for many different types of applications.

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“Considering Information System Acceptable Use Policies and Ethical Issues”. Bonnie W. Morris, Virginia Franke Kleist, and Richard B. Dull. Vol. 6 Issue 3 (2013).

Abstract: This case addresses acceptable use policies (AUPS) and the legal and ethical issues elated to the discovery of illegal materials on an employee’s organization-issued computer. The case also provides a context for student research and discussion of several other topics, including policy notifications to users, privacy laws, an employee’s right to privacy in the workplace, use of whistleblower hotlines, and conditions leading to a hostile work environment. The student materials include detailed background and context information for the organization and individuals involved. Topical discussion questions are provided to guide students through the learning process and provide a framework for classroom discussion. The case can be effectively adapted for a variety of accounting, information systems, and ethics courses.

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“The a-12 Stealth Bomber: Escalating Commitment to a Failing Project”. David S. Christensen and Robin Boneck. Vol. 6 Issue 3 (2013).

Abstract: The a-12 was the Navy’s top aviation priority. he carrier-based stealth bomber was designed to replace the aging and crippled A-6 Intruder. In 1991 the program was cancelled due to cost overruns, schedule delays, technical problems, and a culture that suppressed bad news about the A-12 from Congress. To increase moral awareness, students are required to reflect, write about, and discuss the facts and moral implications of an ethical dilemma experienced by a cost analyst whose cost estimate about the A-12 was suppressed by supervisors in her chain of command. Students use the IMA® Statement of Ethical Professional Practice as a framework to explore applicable values, standards, and actions. This note provides information on the learning objective, assessment method, and comments relevant to the requirements.

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“Patterson Manufacturing”. Shane Moriarity and Andrew Slessor. Vol. 6 Issue 4 (2013).

Abstract: A subsidiary has been asked to recommend a plan for improving their profitability. They have proposed to outsource the production of its largest-selling product, thereby reducing its cost and allowing more competitive pricing. Students are asked to evaluate the proposal and make a recommendation to management on whether the proposal should be adopted.

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“SuperHeroes LLP: A Super Management Control Case”. Norman T. Sheehan and Ganesh Vaidyanathanl. Vol. 6 Issue 4 (2013).

Abstract: This short, graphic case involves designing a management control system for a recently incorporated group of superheroes who sell their unique, creative crime-fighting services to a large, crime-ridden metropolis. While the superheroes have managed to reduce the metropolis’s crime rate, they also have caused significant collateral damage to its citizens and property in the process. Students are asked to devise a management control system that best controls the superheroes’ actions without jeopardizing their ability to effectively fight crime. The case was written to introduce students to the use and development of management control systems, but it also provides instructors with an opportunity to discuss why and how management controls vary across firms. Students rated the case as “effective,” as 91% (n=81) of students recommend that the case be adopted by instructors at other universities. Student feedback indicates that the innovative context, concise length, and graphic format of the case gains and retains their interest and thus enhances the students’ potential for learning about management control systems.

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“General Lab”. Oriol Amat and Mart Guasch. Vol. 6 Issue 4 (2013).

Abstract: General Lab is a case study that shows the current situation of a European company operating in the healthcare industry. In particular, General Lab has conducted clinical analysis and managed clinical laboratories in Spain since the early 1990s and has expanded its operations in Europe in the past decade. The case presents information from different corporate areas (strategy, quality, human resources, control, and internationalization) so that students obtain vast information from many different perspectives. The appendices at the end of the case provide financial information that’s compared to General Lab’s main competitor, Laboratorio Dr. F. Echevarne. The purpose of the case is for students to identify the factors that explain General Lab’s success.

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“KPG Grocers: Capital Budgeting Information Elicitation Case”. Linda M. Lovata and Susan M. Murray. Vol. 7 Issue 1 (2014).

Abstract: The KPG grocers case study requires students to analyze a complex capital budgeting problem. The case describes a grocery store investigating if they should open a new distribution center close to their Midwestern stores. The impetus for the move is to improve the company’s sustainability efforts, but freshness and service are also improved. Students are required to use capital budgeting to analyze the four alternatives. It’s appropriate for cost or managerial accounting classes at the undergraduate or graduate level. The case is enriched through the information elicitation process. The information elicitation methodology requires students to interview the vice president of distribution for the company to obtain the relevant facts then correspond via e-mail to gather additional information as required. The final deliverable is a presentation of the analysis and a recommendation to the vice president. This process requires students to develop core competencies often used in the workplace but seldom addressed in the classroom.

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“Prairie Addiction Society”. Vince Bruni-Bossio, Suresh Kalagnanam, and Doug Kalesnikoff. Vol. 7 Issue 1 (2014).

Abstract: Prairie Addiction Society (PAS) is based on the situations in an existing not-for-profit community organization, although the name is disguised. The case focuses on the governance and management control issues following a fraud investigation involving the Board of Directors. PAS was advised to reorganize its management and governance systems to prevent the occurrence of such an event in the future. The case can be used to cover several management control topics such as organization structure, budgeting, and performance management. The case can also be used to increase students’ understanding of governance roles, responsibilities, policies, and protocols in a not-for-profit organization. One of the authors was involved in investigating the fraud and another provided a strategic roadmap for improvement.

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“The IMA Educational Case Journal: A Retrospective of the First Five Years (2008-2012)”. Timothy C. Miller, Sean A. Peffer, Matthew T. Sooy, and Dan N. Stone. Vol. 7 Issue 1 (2014).

Abstract: This report provides a guide to the first five years of cases published in the IMA® Educational Case Journal (IECJ). Its goal is to promote the use of IECJ cases by facilitating instructors’ case searches based on teaching needs. It indexes published IECJ cases, classifying them according to several teaching-relevant dimensions: managerial accounting topic, CMA® (Certified Management Accountant) topic, target audience, case firm size, case industry, case firm legal entity type, and number of case downloads. It concludes with an analysis of case contributors and potential areas where future work could better link management accounting instruction and case use. It also provides an electronic resource to facilitate identifying relevant cases. Searchable Excel spreadsheet (“IECJ Index”) is available to IMA Academic Members. Spreadsheet located in the Teaching Note section of IMA’s website.

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“A Declaration of War: A Case of Competition in the Video Game Industry”. Vol. 7 Issue 2 (2014).

Abstract: This case places students in the context of the video game industry and a developing competition between the best-selling video game in history, the Active Duty series, and Video Game Entertainment’s directly competing product, the TrueWar series. The industry is enormous—the best-selling video games have higher sales than the best-selling movies, and video game development costs (all of which are incurred prior to earning any revenue) can amount to hundreds of millions of dollars. Many students participate in this segment of the entertainment industry as consumers. This fictionalized case helps students better understand the business behind the entertainment. In the context of a parent and subsidiary organization, instructors can use the case to discuss accounting topics such as what-if analysis, transfer pricing, return on investment (ROI) calculations, and product line evaluation (the purchase of a subsidiary business). The case primarily covers cost and managerial accounting topics but does so in a context where consolidated financial statements are prepared by the parent company.

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“Over-land Trucking and Freight: Relevant Costs for Decision Making”. Thomas L. Albright, Paul Juras, and Russ Elrod. Vol. 7 Issue 2 (2014).

Abstract: Over-land trucking and freight has a long-established and mutually beneficial business relationship with a major international automotive parts company, FHP Technologies. Management at FHP has approached Over-land with a request to provide additional routes that are important to the efficiency of its supply chain. Over-land’s management wishes to nurture the business relationship with FHP but is concerned about the available capacity to service the new routes, potential risks, and profitability associated with FHP’s request.

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“Dynamic Medical Solutions: Expanding the Application of Cost Management Principles to Channel and Customer Profitability Analysis”. Casey J. McNellis and Ronald F. Premuroso. Vol. 7 Issue 2 (2014).

Abstract: This case describes the sales of dynamic medical solutions (DMS), a medical products supplier (as a retailer of products manufactured by others), whose reimbursements for sales made to customers eligible for Medicare and Medicaid appear to be in violation of government reimbursement guidelines. The case is an illustration of one of the major emerging trends in management accounting: expansion of profitability analysis from cost allocations focused primarily on product costs to sales channels and/or customer types, including the allocation of non-product costs. This real-world case requires students to first understand the dilemma faced by the company, including information regarding certain products and sales channels and related product cost data, departmental processes, and related operating expenses from its latest year of operations. The student’s task is to evaluate alternatives the company should consider with regard to cost allocations to specific products and sales channels along with their resulting impact on product pricing and channel profitability. Students will then be in a position to make recommendations ensuring both qualitative and quantitative compliance with government regulations for Medicare and Medicaid reimbursements.

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“Product Costs: Application in an Insurance Company”. Scott McGregor. Vol. 7 Issue 3 (2014).

Abstract: Cost accounting textbooks typically focus on manufacturers with less emphasis on applying cost accounting practices in service companies. But, understanding the costs to sell, produce, and administer products is extremely important in both service and manufacturing industries. Many service companies, such as banks and insurance companies, have very large administrative functions and use cost accounting principles as a means to understand costs, improve cost effectiveness, and profit margins. The case is based on an actual project that updated the product cost allocation process at a large insurance company (we used a fictional company name and accompanying data).

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“Sunk Costs: What Costs do you Sea?”. Marty Stuebs, Cari Edison, and Kathy Hurt. Vol. 7 Issue 3 (2014).

Abstract: Companies’ responsibilities for safety are important social and environmental concerns. This fictional case—inspired by recent actual events—presents a capital investment intended to improve cruise ship safety. Both managerial accounting investment analyses and ethical recognition of responsibilities play necessary roles in the safety investment decisions. The case also refers to and encourages use of the IMA® Statement of Ethical Professional Practice. Since the case blends managerial accounting and ethics, it is suitable for a number of managerial accounting and accounting ethics courses.

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“Cat & Joe’s Pig Rig: Should We Stay or Should We Go?”. Tony Bell and Andrew Fergus. Vol. 7 Issue 3 (2014).

Abstract: Cathy Obertowitch and Joe Thompson had just received an invitation to bring their food truck, Cat & Joe’s Pig Rig, to a rodeo event in a town 70 kilometers away. They weren’t sure whether attending the special event would be worth their time, effort, and expense or if they would be better off not attending at all and continuing with business as usual. This case encourages students to analyze the profitability and viability of attending the event and to examine both the financial and nonfinancial aspects of the decision. Students will be called upon to perform breakeven calculations, a target profit analysis, and a “what if?” analysis of the opportunity. This case represents a straightforward, real-world application of Cost-Volume-Profit (CVP) analysis.

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“Diamond Foods, Inc.”. JomoSankara and Deborah L. Lindberg. Vol. 7 Issue 4 (2014).

Abstract: This case examines a real-life occurrence of alleged financial statement fraud by Diamond Foods, Inc. Specifically, the company purportedly understated walnut costs in order to falsify earnings to meet estimates by stock analysts. The facts of this case are drawn from Securities & Exchange Commission (SEC) accounting and auditing enforcement releases and administrative proceedings releases. Learning objectives specific to this case include increased awareness of real-life ethical dilemmas, understanding the reasons for earnings management, understanding the costs of earnings management, and greater awareness of appropriate auditing responses to potential earnings management fraud. The case can be used for either managerial classes or auditing classes. 

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“The Glenridge Retail Development”. Regina Anctil, Michael Borneman, and Theodore Long. Vol. 7 Issue 4 (2014).

Abstract: This case follows a wholesale grocery distributor planning to develop newly acquired property into a large retail store. The wholesaler will build and finance the store for a given operator/buyer. At the time of the case, the buyer has not been identified nor has the type of retail grocery store been determined. Company management concurs that the site should either be developed into a conventional supermarket or a warehouse supermarket. The format determination will narrow the choice of potential buyers to either conventional store operators or warehouse store operators. Company management is under pressure to honor existing customer relationships and pursue a local warehouse store operator within their current customer base. But strategic considerations also motivate the company to pursue an external buyer of strategic importance. That potential buyer operates conventional stores. A comparison of the potential competitiveness of the conventional vs. warehouse formats for the site could greatly influence the pursuit of a specific buyer.Internal analysts are given the task of projecting and analyzing master budgets, including income statements and balance sheets, to help assess which type of operation would be stronger in this site. Analysts have access to a data workbook containing sales forecasts under the two formats for the site and historical financial statements from comparable conventional and warehouse stores in the region. Analysts are required to decide how information should be incorporated into their budgets and justify their work to decision makers.

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“XYZ Company: An Integrated Capital Budgeting Instructional Case.” David E. Stout, Raymond J. Shaffer, and Jeremy T. Schwartz. Vol. 8 Issue 1 (2015).

Abstract: This fictional U.S.-based case requires students to evaluate an asset-replacement decision in relation to whether a company should keep an asset it purchased and put into operation two years ago or whether it should replace that asset with a newer, more efficient model. Increasingly, accountants are being called upon to be “value integrators,” that is, to integrate knowledge and skills from across a variety of disciplines. To complete the XYZ case successfully, students will need to draw upon and integrate concepts from accounting (determining relevant cash flows), finance (modeling-related issues associated with the analysis of a capital budgeting decision), and tax (various real-world considerations). In addition, students are asked to complement their financial analysis with strategic and/or qualitative considerations associated with the capital investment proposal under consideration. Extensive use of Microsoft Excel is required to complete the case, including the use of Excel to deal with the issue of uncertainty. A final requirement of the case is to prepare an effective document (or table) that summarizes the various analyses students conduct in conjunction with the present case analysis.

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“Forge Group Ltd Case Study (A): The Revealing Nature of Numbers.” Suzanna Maloney. Vol. 8 Issue 1 (2015).

Abstract: Forge Group Ltd, an engineering and construction company in Australia, was a healthy company that acquired two major construction contracts in 2012 through the purchase of another company. The case presents details of a corporate collapse that occurred at the beginning of 2014. Twelve months prior to the Forge Group Ltd (FGL) collapsing, the company was viewed very favorably by the market and reached a peak share price. The financial statements illustrate the danger of acquisitions, risk, and debt, as well as the need for good internal reporting. The value to students and educators is in illustrating the importance of good fundamental financial basics. The case can be taught at the basic level by having students read, extract, and comment on financial statement information. Or it could be widened at the intermediate level by asking students to combine information from all financial statements to appraise working capital requirements. For advanced-level courses, students would conduct financial statement analysis using common techniques and make judgments. This case also can be teamed with its sister case B to explore more advanced topics, including corporate governance, management ownership, compensation, risk, and ethics.

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“Forge Group Ltd Case Study (B): Director Duties, Management Compensation and Ownership, Risk, and Ethics.” Suzanne Maloney. Vol. 8 Issue 1 (2015).

Abstract: The demise of Forge Group Ltd (FGL) is used to examine corporate governance, management compensation and ownership, risk, and ethics. Forge Group Ltd was a successful engineering company that collapsed within 12 months of a share price peak. The importance of good fundamental internal reporting is demonstrated by giving students the benefit of hindsight. The visceral feel of a corporate collapse with real investors losing money high­lights the relevance and value of accounting and basic financial management. This case and companion case A analyze FGL’s collapse. Case A focuses on the “numbers” by examining the financial statements, working capital management, and growth. Case B focuses on directors’ duties, management compensation and ownership, risk, and ethics. Independently or together, the cases can form the basis for a discussion about the governance of corporations, including reporting, transparency, risk, compensation, and ethics.Basic-level students would be expected to explain and discuss key corporate governance concepts such as director duties, management compensation and ownership, risk, and ethics. Intermediate-level students would be expected to apply concepts such as director duties, management compensation and ownership, risk, and ethics to a real-world scenario. And advanced-level students would be expected to critique and draw conclusions on the application of director duties, management compensation and ownership, risk, and ethics to a real-world scenario.

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“The Moulder Company: Alternative Strategies for Toxics Use Reduction”. George Joseph and Mark Myles. Vol. 8 Issue 2 (2014).

Abstract: Moulder Co. is a U.S.-based manufacturer of stadium seating. This case illustrates the use of capital budgeting to respond to environmental regulatory issues from a business perspective, integrating environmental concerns with business priorities. Increasingly, stakeholder pressures, cost containment, and potential product development opportunities increase the motivation for companies to address environmental issues proactively. The case addresses the complexity surrounding environmental investment decisions, with factors such as environmental cost identification, capital budget criteria, and integration of environmental factors such as risk and taxation that facilitate a more detailed analysis of pollution prevention options. Overall, the case provides a forum to illustrate how management accountants can play a significant role in supporting the increasing complexity of environmental regulation. The case could be used in an MBA-level or Master’s-level course or an upper-level undergraduate management accounting course that integrates sustainability and managerial accounting concepts.

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“Out of Control: Lax Procedures at National Capital Trust?”. Ron Messer. Vol. 8 Issue 2 (2015).

Abstract: The case study based on a real financial institution requires students to students will identify weaknesses in the internal control processes described, which relate to the operations of a trust company. Students will also determine the appropriate controls that need to be in place and their purpose make suggestions for audit tests that will identify whether any improprieties have occurred. This case is particularly timely, as the aging baby boomer generation places significant assets in the care of third parties. The case is intended for a course in auditing, risk management, or management accounting. It is based on actual events that resulted in significant loss to a financial institution, as well as a great deal of negative publicity. To maintain confidentiality, the names of the trust company and persons involved have been changed.




Dear MAS members,

As the incoming Senior Editor of the Journal of Management Accounting Research (JMAR) for the 2019-2021 term, I am excited to announce the team of Editors that will serve during my term. They are a group of 13 strong researchers that are ready to work with you, current and future authors and referees, on publishing high quality and relevant management accounting research.

Continuing on JMAR’s promise to include diverse methodological perspectives, we have editors covering all methods used to address management accounting issues, and have wide geographical representation with 46% of the editors not based in the US. Furthermore, the incoming Editorial Board which are relied upon to do the bulk of the reviewing will, for the first time in JMAR’s history, consists of a majority of non-US based researchers. I will announce the incoming Editorial Board members at the Management Accounting Section’s midyear meeting in January.

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Letter from the President

Allen Webb

Dear MAS Members;

Below you’ll find the first call for 2020-21 MAS volunteers and a full report of our very successful Midyear Meeting held in Houston, January 9-11.

Be a Volunteer!

It is that time of year when our President Elect, Isabella Grabner, is beginning to staff the various committees and other positions that will be doing the important work of the section when her term as President starts in August.

Isabella has over 100 positions for which she needs volunteers. So, don’t wait to be asked, do your part to help the MAS by emailing Isabella at soon to volunteer! If there are certain roles you would most prefer taking on, let Isabella know when you contact her....

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