[Accounting histories have dated the advent of sophisticated cost management from the mid-1880s (Solomons 1952). The scientific management movement is credited with instituting and popularizing cost management techniques. However, it might be suspected that British entrepreneurs of the Industrial Revolution would have developed sophisticated costing techniques earlier, given their significant methodological advances in other economic areas. This article reports the findings from surviving business records of 25 sizeable British industrial firms (mostly in the iron and textile industries) from 1760 to 1850. Substantial evidence of a relatively mature cost management has been found in four major areas of activity: cost control techniques, accounting for overhead, costing for routine and special decision making, and standard costing. Speculations about the motivations for cost management and about specific factors influencing the iron and textile industries are considered. Because the accounting practices of these firms predated the genesis of "the costing renaissance" a century later, our understanding of cost management practices in the Industrial Revolution is augmented by the survey.]

The office has become a large scale organisational phenomenon accommodating large numbers of organisational employees most often housed in open plan and Activity Based Working settings that arguably resemble the new factory. This study examines contemporary Big 4 accounting firm office design innovations and their representation with a view to eliciting their claimed rationales, reflections of historical office design and management thinking, and apparent strategic agendas with respect to office efficiency, client relations and cost control involved in their offering of professional services. In doing so, it also explores the implications that public practice firms' office design may have for auditor independence and audit quality. Informed by Goffman's theories of impression management, the study employs historical and website analysis, finding a predominant firm focus on office efficiency and client relations with an undercurrent of cost reduction and revenue enhancement aspirations. While represented as innovative current office design and work pattern developments, public practice accounting firm office innovations and intentions are found to significantly reflect historical office design and management thinking, with dramaturgical circumspection of floor designs and props oriented towards creating front stage performances predesigned for clients' impression management. Where backstage redesign and frame breaking does not produce desired employee performance changes, some signs of retreating to more traditional floor redesign and territorial marker usage are evident. The study also signals the potential for innovative accounting firm office designs to carry some significant impacts upon audit independence and audit quality.

ABSTRACT The office has been a central site of organizational planning, accountability, and control since the 19th century. Yet it has been the subject of relatively little accounting research. Through the dual theoretical lenses of Foucaultian and Labour Process theories, this study employs historical photo‐elicitation methodology to investigate the implementation of management control and accountability in the scientifically managed office which emerged in the United States during the late 19th and early 20th centuries. Our analysis reveals the manner in which accounting records created new modes of disciplinary control and surveillance within the office and how accounting tasks were de‐skilled in a gradually feminized and mechanized office environment. We also witness the role of accounting in the physical structuring of office space through the assembly line arrangement of office furniture to facilitate paper flows and the installation of record‐keeping systems of surveillance. In addition, our visually derived historical account of these transformations in office administration allows us to reflect on some contemporary issues. The production‐line design and efficiency so promoted by scientific management served as a forerunner to today's open‐plan office, as well as influencing contemporary office management philosophies such as Activity‐Based Working. Furthermore, we seek to inform current debates on the role of accounting in contemporary neo‐liberal society. In the history of the scientific office, we gain an early glimpse of the subsequent role that accounting comes to play within a neo‐liberal agenda as a powerful technology of micro‐measurement and micro‐management.

Reviews the book "Currency Fluctuations and the Perception of Corporate Performance," by Loretta Graziano.

Accounting histories have dated the advent of sophisticated cost management from the mid-1880s (Solomons 1952). The scientific management movement is credited with instituting and popularizing cost management techniques. However, it might be suspected that British entrepreneurs of the Industrial Revolution would have developed sophisticated costing techniques earlier, given their significant methodological advances in other economic areas. This article reports the findings from surviving business records of 25 sizeable British industrial firms (mostly in the iron and textile industries) from 1760 to 1850. Substantial evidence of a relatively mature cost management has been found in four major areas of activity: cost control techniques, accounting for overhead, costing for routine and special decision making, and standard costing. Speculations about the motivations for cost management and about specific factors influencing the iron and textile industries are considered. Because the accounting practices of these firms predated the genesis of "the costing renaissance" a century later, our understanding of cost management practices in the Industrial Revolution is augmented by the survey.