Digitalization has been going on for a long period of time and has affected large parts of society. Accounting is one of the areas where digitalization has been crucial for efficiency and improved systems. Cloud-based accounting systems, offered by various cloud providers, are one of these systems that has been affected. Collection of data has taken place through a qualitative structure with a multiple case study design, all interviewees have been involved in decision-making around cloud-based accounting systems. By using the service model, TAM-model and TOE-framework, an analysis has been made based on cloud services and what they offer. Based on previous research and the collected data, the service model shows that the advantages of implementing cloud-based accounting systems are cost savings and flexibility. Previous research mentions that the disadvantages of implementation are aspects regarding security and privacy which the collected data partly confirms, however it also shows that developments have taken place in the area. The TAM-model examines factors that influence the acceptance and adoption of cloud- based accounting systems based on usability and ease of use. Previous research and collected data show a positive correlation between these variables and cloud-based accounting systems. The TOE-framework includes factors that influence technology use and technology adoption of cloud-based accounting systems based on technical, organizational and environmental aspects. Previous research and collected data show a positive correlation between these aspects and cloud- based accounting systems.

Artificiell intelligens (AI) blir allt vanligare i dagens samhälle och kan överta många av de arbetsuppgifter redovisningsbyråer utför idag. Det innebär att AI kan efterlikna den mänskliga hjärnan och självständigt lösa problem samt ta beslut. En bransch som kan dra fördelar med AI är redovisningsbranschen och dess tillhörande redovisningssystem. Trots detta visar tidigare forskning att flera aspekter hindrar implementeringen av AI, likaså att flera aspekter är anledningen till att redovisningsbyråer väljer att implementera AI. Däremot krävs vidare forskning för att få en större förståelse för vilket inflytande aspekterna har. Syftet med studien är att öka förståelsen för vad som avgör om en redovisningsbyrå använder AI i sitt redovisningssystem, samt om aspekternas påverkan skiljer sig mellan olika storlekar på redovisningsbyråer. Fokus i studien är fyra aspekter: kostnad, kunskap, personalomsättning, lagstiftning, eftersom alla har pekats ut av tidigare forskning som avgörande i beslutet. Studien grundas på en kvalitativ forskningsstrategi där elva semistrukturerade intervjuer utgör respondenterna. Urvalet består av stora, små, och mikro redovisningsbyråer i Sverige. Studiens resultat indikerar att samtliga aspekter påverkar användandet av AI på ett eller annat sätt. Kostnadsbesparing utmärker sig som en central anledning, likväl okunskap som ett motstånd till implementering. Slutligen berör uppsatsen ett nytt perspektiv då storlek på redovisningsbyråer lyfts. Storleken anses ha en påverkan men är inte den avgörande aspekten. Genom att flera storlekar inkluderas kan studiens resultat appliceras på en större målgrupp. / Artificial intelligence (AI) is becoming more common in today's society and can take over many of the tasks currently performed by accounting firms. This means that the computer can mimic the human brain and independently solve problems and make decisions. One industry that can strongly benefit from AI is the accounting industry and accounting systems. Despite this, previous research shows that several aspects hinder the implementation of AI. Furthermore, previous research shows that several aspects are the reason why accounting firms choose to implement AI. However, further research is needed to gain a better understanding of the influence of these aspects.  The study aims to increase the understanding of what determines whether an accounting firm uses AI in its accounting system. And whether it differs between different sizes of accounting firms. The focus of the study is four aspects: cost, knowledge, employee turnover and legislation, all of these have been identified by previous research as crucial in the decision. The study is based on a qualitative research strategy where eleven semi-structured interviews constitute the respondents. The sample consists of large, small, and micro accounting firms in Sweden.  The results of the study indicate that all aspects affect the use of AI in one way or another. Cost saving stands out as the main reason, as well as lack of knowledge stands out as an obstacle to implementation. Finally, the paper addresses a new perspective as the size of the accounting firms is highlighted. Size is considered to have an impact but not the key aspect. Thus, the study's results can be applied to a larger target group.

Syftet med denna studie var att ge insikt i hur Scandic Hotels Group AB:s (Scandic) ekonomistyrning påverkades över strategisk, taktiskt och operativ nivå av Coronakrisen. Tidigare studier kring ekonomistyrning under en kris lyfte fram ett skiftat fokus och att framförallt planering, kontroll, kommunikation och information påverkades. Meningen med studien var inte att objektifiera, utan att skapa ytterligare förståelse för hur ekonomistyrningen, över de tre organisatoriska nivåerna, fungerade i en specifik situation för att utveckla teori. Information samlades in genom att granska Scandics offentliggjorda dokument samt att intervjua sju respondenter ifrån olika nivåer på företaget som sysslade med ekonomistyrning. Vad som blev tydligt var att Scandics ekonomistyrningen antog en ny form utifrån ett förändrat, främst kortsiktigt, fokus mot likviditet, kassaflöde och kostnader, vilket även tidigare studier beskriver. Vad tidigare studier inte beskriver till samma grad, men som var tydligt på Scandic var att den taktiska nivån tenderade försvinna samtidigt som förändringarna skiljde sig åt på strategisk och operativ nivå. Strategisk nivå tenderade att bli mer traditionell i sin ekonomistyrning med fokus på det finansiella, samtidigt som den operativa blev modernare och såg främst till kunderna. Det planerades kortsiktigt för att klara av kassaflödet på strategisk nivå och för att styra bemanningen på operativ nivå. Viss långsiktig planering förekom dock på strategisk nivå för att säkra bolagets finanser. Kontroll genom jämförelser frånsågs och vad som blev väsentligt på strategisk nivå var det finansiella. På operativ nivå kontrollerades dock mer mjuka värden som kundnöjdheten och personalens välmående då dessa ansågs vara de enda som gick att påverka. På den operativa nivån gavs större frihet att arbeta med intäkterna samtidigt som den strategiska nivån betonade att allt skulle ske resurseffektivt, vilket aktualiserades genom ett inköpsstopp som infördes. Utifrån detta intensifierades en ökad kostnadsmedvetenhet på den operativa nivån. Kommunikationen av informationen skedde på ett “top-down” vis då avgörande beslut togs ovanifrån. På den strategiska nivån hölls fler möten kring intern finansiell information och beslut. Detta medan kommunikationen på hotellnivå blev mer inkluderande i och med att bemanningsreduktioner gjort att personalen behövde vara flexiblare och de kom därför närmare varandra i sina nya roller. Mer extern information krävdes över hela verksamheten då det var externa faktorer som orsakat krisen. Strategisk nivå var i behov av denna för att anpassa sig efter marknadsläget samtidigt som operativ nivå behövde informationen då efterfrågan styrde själva hotelldriften. Coronakrisen var en extrem kris som påverkade efterfrågan inom besöksnäringen avsevärt, vilket krävde aktioner och förändring. Överlag var det kortsiktighet som karaktäriserade hela Scandics verksamhet där det skiftande fokuset realiserades på olika vis på olika nivåer i verksamheten, men gemensamt fanns ett övergripande mål om överlevnad. När marknadsläget gick ifrån att vara stabilt till ostabilt krävdes andra delar ifrån verksamheten där likviditet, kassaflöde och kostnader blev det primära fokuset. Vad som hände med ekonomistyrningen under en kris, inom ett specifikt företag, kunde till viss del även ses i tidigare forskning, men det gjordes fynd som var teoriutvecklande. / The purpose of this academic study was to provide insight into how Scandic Hotels Group AB's (Scandic) management accounting was affected at the strategic, tactical, and operational levels by the Corona crisis that took place. Previous studies on management accounting during a crisis highlighted a shifted focus and that planning, control, communication, and information, were affected. The purpose of the study was not to objectify but to generate further understanding of how management accounting, across the three organizational levels, worked in a specific situation to develop theory. Reviewing Scandic's published documents and interviewing seven respondents of the company generated this study.  It became clear that Scandic's management accounting adopted a new form based on a changed, mainly short-term, focus on liquidity, cash flow, and costs, as also previous studies described. Previous studies did not explain it to the same degree, but it was evidently at Scandic that the tactical level tended to disappear as the changes differed at the strategic and operational level. The strategic level became more traditional with a higher focus on the financial, while the operational level became more modern and looked primarily to the customer. It was planned in a short-term way to manage cash flow at the strategic level and deal with staffing at the operational level. However, some long-term planning took place at a strategic level to secure the company's finances. Control through comparisons did not occur and what became significant at the strategic level was financial numbers. At the operational level, softer values ​as customer satisfaction and staff well-being were mainly in focus as these were reputable to be the only ones that could be affected. At the operational level, more freedom for the revenues was given, at the same time as the strategic level emphasized that everything needed to be in a resource-efficient manner. Therefore, an increased cost awareness was intensified, based on the purchase stop, at the operational level. The communication of the information occurred in a "top-down" approach since crucial decisions were made on the strategic level. At this level, more meetings occurred about financial internal information and decisions. Communication at the hotel level became more inclusive as the staff reductions led to the staff needing to be more flexible and, therefore, came closer to each other in their new roles. External information was required throughout the business as it was external factors that mainly directed the market situation. The strategic level needed this to adapt to the market situation, at the same time as the operational level needed the information to control the operations by the current demand.  The Corona crisis was an extreme crisis that significantly affected the demand in the hospitality industry. Scandic was characterized by actions of short-term, the shifting focus looked different in different levels, but together there was an overall goal, which was survival. When the market situation went from stable to unstable, other parts were required where liquidity, cash flow, and costs became the primary focus in the organization. What happened to the management accounting during a crisis, in a specific company, could be equated with some previous research, but despite this, findings that contributed to the study becoming theory-developing were made.

While contemporary environmental problems arise partly from increased industrial activities resulting in waste creation, the continued extraction and depletion of earth’s natural resources by organisations to meet consumers’ demand have led to unsustainable business practices (Jennings & Zandbergen 1995). Moreover, reversing the negative environmental impact caused by unsustainable business practices is the responsibility of the organisations whose activities cause harm to the environment (Ahuja & Khamba 2008). More importantly, managers require adequate and accurate financial and non-financial information on their unsustainable business practices to successfully manage both internal and external environmental effects of their actions (Schaltegger & Burritt 2000). But the lack of contemporary management accounting tools to capture waste information in the brewery process reduces the chance to improve waste-reduction decisions while opportunities for cost savings are also lost. Admittedly, Gale (2006:1231) argues that conventional management accounting Systems (MASs) do not have the ability to adequately monitor the increasing material costs and overheads in production processes with sufficient transparency. Nevertheless, this inability to provide adequate process waste information may likely limit organisations’ effort to implement and achieve desired waste-reduction strategies. As a result, it is imperative to integrate both physical and monetary waste information for sound decision-making. The main objective of this study is to adopt and adjust the existing MFCA framework to support and improve on managers’ process waste-reduction decisions in the South African brewery industry. In order to achieve this main objective, the study: • examines the extent to which conventional MASs provides process waste information to support waste-reduction decisions in a micro-brewery (Hope Brewery) and a large brewery (SAB Ltd); • assesses the impact of insufficient process waste information as provided by the conventional MASs on brewery waste-reduction decisions in a micro-brewery (Hope Brewery) and a large brewery (SAB Ltd); and • adjusts the existing MFCA framework to include waste categories subsumed or neglected in the provision of waste information to improve brewery waste-reduction decisions. vi The study adopted an exploratory multiple case study approach by means of in-depth interviews and a pilot study in two breweries- a micro-brewery and a large brewery to achieve the study objectives. Findings revealed that, while the use of technology is essential to reduce brewery process waste, there is lack of appropriate waste-capturing management accounting tool in both organisations. Besides it is essential for organisations to adopt appropriate management accounting tool to capture waste-related information for improved waste-reduction decisions and selection of appropriate waste management strategy. The study therefore suggests the adoption of an adjusted MFCA framework for a more robust approach to improve waste-reduction decisions since ‘what cannot be measured cannot be managed’. / Management Accounting / D. Comm. (Management Accounting)

While contemporary environmental problems arise partly from increased industrial activities resulting in waste creation, the continued extraction and depletion of earth’s natural resources by organisations to meet consumers’ demand have led to unsustainable business practices (Jennings & Zandbergen 1995). Moreover, reversing the negative environmental impact caused by unsustainable business practices is the responsibility of the organisations whose activities cause harm to the environment (Ahuja & Khamba 2008). More importantly, managers require adequate and accurate financial and non-financial information on their unsustainable business practices to successfully manage both internal and external environmental effects of their actions (Schaltegger & Burritt 2000). But the lack of contemporary management accounting tools to capture waste information in the brewery process reduces the chance to improve waste-reduction decisions while opportunities for cost savings are also lost. Admittedly, Gale (2006:1231) argues that conventional management accounting Systems (MASs) do not have the ability to adequately monitor the increasing material costs and overheads in production processes with sufficient transparency. Nevertheless, this inability to provide adequate process waste information may likely limit organisations’ effort to implement and achieve desired waste-reduction strategies. As a result, it is imperative to integrate both physical and monetary waste information for sound decision-making. The main objective of this study is to adopt and adjust the existing MFCA framework to support and improve on managers’ process waste-reduction decisions in the South African brewery industry. In order to achieve this main objective, the study: • examines the extent to which conventional MASs provides process waste information to support waste-reduction decisions in a micro-brewery (Hope Brewery) and a large brewery (SAB Ltd); • assesses the impact of insufficient process waste information as provided by the conventional MASs on brewery waste-reduction decisions in a micro-brewery (Hope Brewery) and a large brewery (SAB Ltd); and • adjusts the existing MFCA framework to include waste categories subsumed or neglected in the provision of waste information to improve brewery waste-reduction decisions. vi The study adopted an exploratory multiple case study approach by means of in-depth interviews and a pilot study in two breweries- a micro-brewery and a large brewery to achieve the study objectives. Findings revealed that, while the use of technology is essential to reduce brewery process waste, there is lack of appropriate waste-capturing management accounting tool in both organisations. Besides it is essential for organisations to adopt appropriate management accounting tool to capture waste-related information for improved waste-reduction decisions and selection of appropriate waste management strategy. The study therefore suggests the adoption of an adjusted MFCA framework for a more robust approach to improve waste-reduction decisions since ‘what cannot be measured cannot be managed’. / Management Accounting / D. Comm. (Management Accounting)