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The South African retail sector encounters fierce competition, escalating operational expenses, and swiftly evolving consumer behaviour. In this context, cost efficiency is crucial for maintaining profitability and competitiveness. Notwithstanding these challenges, numerous merchants persist in employing conventional costing systems that depend on generalised allocation bases, such as direct manpower or machine hours, frequently leading to cost distortions and erroneous price decisions. Activity-Based Costing (ABC) presents a more accurate option by elucidating cost drivers and resource utilisation. This study evaluates the efficacy of ABC in improving cost efficiency within South African retail firms by analysing its impact on cost allocation precision, operational performance, and financial decision-making. A mixed-methods research strategy was utilised, integrating quantitative surveys with qualitative interviews to produce a thorough knowledge of ABC implementation. Structured questionnaires distributed to financial managers and cost analysts yielded quantifiable information regarding the correlation between ABC adoption and cost efficiency. Qualitative interviews examined managerial attitudes, implementation obstacles, employee opposition, and organisational preparedness. The research is grounded in a post-positivist framework, emphasising both statistical correlations and practitioner insights to comprehend the operation of ABC within intricate retail contexts. Research demonstrates that ABC enhances cost transparency, pricing precision, and the capacity to attribute costs to certain activities. Retailers employing ABC exhibited enhanced resource alignment and successfully identified and eradicated non-value-adding processes. Nonetheless, considerable obstacles, such as implementation expenses, data intricacy, technological constraints, and reluctance to adapt, were observed, especially among small and medium-sized shops deficient in sophisticated information systems and analytical capabilities. The research underscores the significance of organisational capabilities, digital readiness, and ongoing training for effective ABC implementation. This article analyses how Activity-Based Costing (ABC) might improve cost efficiency in publicly traded South African retail enterprises. The study was theoretically grounded in Cost Behaviour Analysis, the Theory of Constraints, and the Resource-Based View. By integrating cost behaviour, operational bottlenecks, and organisational capabilities into the assessment of Activity-Based Costing (ABC), it contributes to the theoretical framework. The explanatory mixed-method sequential design utilised both survey data (n = 100) and interviews (n = 12). Research demonstrates that Activity-Based Costing significantly impacts cost allocation precision, operational efficacy, and financial outcomes. Regression analysis demonstrates a strong positive link between the adoption of ABC and cost efficiency (b = 0.62, p < 0.01). However, there are difficulties to adoption, including technological limitations, high expenses, and staff resistance. The research will contribute to the strategic cost management literature and provide practical guidance to retail enterprises in emerging economies.

The research analyzes in depth how Beyond Budgeting influences financial results across the South African non-ferrous metal industry. The research solves the challenge of outdated budget systems alongside marketplace insecurities and operational obstacles in the examined sector. The 60-month period from 2020 through secondary financial statement analysis of non-ferrous metal firms constitutes the research approach. Financial performance analysis used a sample set of statements to conduct t-tests on paired data points for examining budgeting practice associations. Beyond Budgeting brought better revenue results to organizations but proved minimally effective in increasing profitability when associated with growing cost diversity levels. Beyond Budgeting produced enhanced revenue results but did not create substantial changes in operating profit numbers. Traditional budgeting methods proved unfit for handling the changing non-ferrous metal market environment because they produced erroneous financial prediction results. The study findings indicate South African non-ferrous metal firms should implement Beyond Budgeting for their revenue flexibility but must maintain cost control systems for profitability sustainability. Organizations should combine traditional budgeting components with Beyond Budgeting principles to attain financial security as well as market responsiveness according to research findings. Financial managers require training in adaptive budgeting and organizations should install real-time tracking systems which effectively regulate cost variances.

Savings and Credit Cooperative Societies are important economic institutions that offer credit and other financial services in many developing countries, including Kenya. However, their performance is impacted by several factors, including high competition. The Balanced Scorecard (BSC) serves as a tool of strategic value, enabling organizations harmonize their activities with their strategic goals. In Kenya, despite the significant contributions Savings and Credit Cooperative Societies deliver to economic growth, few studies have examined factors that affect their performance. The goal of this study was to examine the correlation between the perspectives of the Balanced Scorecard and the competitiveness of Savings and Credit Cooperatives located in Kajiado County, Kenya. The specific aims of the study included assessing how the perspectives of the Balanced Scorecard, namely, financial perspective, customer perspective, internal business processes, and learning and growth perspective, affect the competitiveness. of Savings and Credit Cooperative Societies within Kajiado County. This study was anchored on the theoretical frameworks of Balanced Score Card, Resource-Based View and Dynamic Capabilities theory. The study utilized a cross-sectional survey research design, guided by objectivism as an ontological approach, a positivist epistemology, and a deductive approach for data collection and analysis. The study’s target population included the deposit taking Savings and Credit Cooperative Societies in Kajiado County (N= 22). Purposive sampling was employed to identify 22 Savings and Credit Cooperative Societies and 32 personnel members from the 5 main sub counties. Data collection involved the utilization of a structured questionnaire self-administered by the respondents themselves. The data collected was analyzed by the Statistical Package for Social Sciences, encompassing both descriptive and inferential statistical methods. The relationship between distinct independent variables and company competitiveness was analyzed using multiple regression. The critical value for regression was 0.05, and the 95% confidence interval was used. The study found a strong, statistically significant positive correlation between SACCO competitiveness and customer perspective (r = .899, p = .000). Also, a strong, positive, and statistically significant correlation was found to exist between financial perspective and SACCO competitiveness (r = .841, p = .000). A similar strong positive correlation was observed between internal business processes and SACCO competitiveness (r = .805, p = .001). Similarly, learning and growth exhibited a strong, positive correlation with SACCO competitiveness (r = .817, p = .001). Some of the balanced score card perspectives, such as financial and customer perspectives, positively predict SACCO competitiveness. The relationships are also statistically significant. However, internal business process and learning and growth, negatively predict SACCO competitiveness. The relationships are not statistically significant. It was recommended that the management of SACCOs should enhance the customer perspective and the financial perspective to boost competitiveness, while strengthening the other perspectives.

The focus of this study was to examine the mediating effects of operational efficiency on the relationship between budgeting practices (budget planning and budget participation) and financial performance among 3D printing SMMEs in South Africa. A quantitative, cross-sectional survey design was adopted for the study. The stratified sampling technique was used to select 3D printing SMMEs in South Africa. A total of two hundred and fifty (250) managers and employees of 3D printing SMMEs formed the sample size of the study. Statistical Package for Social Sciences (SPSS) software versions 26 and Smart PLS 4 were used to analyze the data gathered. PLS-Structural Equation Modelling was used to test the hypothesis for both direct and mediation effects. The results indicate that a significant negative relationship exists between budget planning and financial performance, as well as budget participation and financial performance. Significant positive relationships were found to exist between the following variables: budget planning and operational efficiency, budget participation and operational efficiency, and operational efficiency and financial performance. Operational efficiency was found to mediate the relationship between budget planning and financial performance as well as budget participation and financial performance. The results imply that the implementation of budgeting practices such as budget planning and budget participation in 3D printing SMME is not enough to achieve financial performance unless operational efficiency is given the utmost attention in 3D printing SMMEs in South Africa.

Performance Based Budgeting carried out in Indonesian private higher education found lots of constraints. Apart from factors of cultural work, leadership, and negative perceptions of the community academics, obstacles, and budget limitations are big challenges. This study examines field data related challenge of performance-based budgeting in Indonesian private higher education in particular linked with budget limitations. This study uses a quantitative method with an equipped open questionnaire for getting input about the implementation of performance-based budgeting that is recommended in finance management finance in Indonesian private higher education. Respondents were heads of financial management at 213 private universities in Indonesia. Statistical results show that budget limitations have a significant negative effect on performance-based budgeting in terms of performance orientation of -0.824, implementation flexibility of -0.634, and functional approach of -0.654. Furthermore, proposal optimization of performance-based budgeting with challenging Budget limitations is discussed.

This study aimed to examine the impact of the internal control system (ICS) on the performance of publicly traded Ghanaian commercial banks, within the context of the core components of the COSO integrated ICS. Accordingly, the study investigated employees' perceptions of the impact of the ICS components on financial performance-FP and non-financial performance-NFP and whether a significant relationship exists between these perceptions. In the study, the core components of the COSO’s ICS (control environment, risk assessment, control activities, information-communication, monitoring) were considered as independent variables, while FP and NFP of the banks were considered as the dependent variables. In line with the study's objective, the hypotheses were designed as follows: H1: The ICS has an impact on the FP. H2: The ICS has an impact on the NFP. Methodologically, a descriptive online survey method was used to collect data. The survey was sent to 113 managers and employees working in the internal control and audit departments of 23 listed Ghanaian banks, and 73 employees, representing 64.6%, provided voluntary feedback. Data were analyzed using SPSS-25. The survey, which was suitable for a 5-point Likert scale, included statements regarding COSO internal control components and FP and NFP. The study revealed that there were no differences in FP among the ICSs but there were differences in NFP among the ICS. The study concluded a statistically significant relationship between the ICS and FP overall. Additionally, compared to other components whose impact on FP was limited, the COSO Information-Communication component indicated the highest significant relationship with FP and the greatest positive impact, while the control activities component had an inverse effect on FP. Furthermore, the study also revealed a significant overall relationship between the ICS and NFP. In addition, compared to other components whose impact on NFP was much more limited, the COSO Information-Communication component showed the highest significant relationship with NFP and the highest positive impact on NFP. This study is considered to contribute to the literature and to investors, shareholders, policymakers, etc., by examining all factors together, such as the impact of COSO internal control components on FP and NFP, and the internal control and audit department staff at the headquarters and branches of listed Ghanaian commercial banks.

The South African retail sector encounters fierce competition, escalating operational expenses, and swiftly evolving consumer behaviour. In this context, cost efficiency is crucial for maintaining profitability and competitiveness. Notwithstanding these challenges, numerous merchants persist in employing conventional costing systems that depend on generalised allocation bases, such as direct manpower or machine hours, frequently leading to cost distortions and erroneous price decisions. Activity-Based Costing (ABC) presents a more accurate option by elucidating cost drivers and resource utilisation. This study evaluates the efficacy of ABC in improving cost efficiency within South African retail firms by analysing its impact on cost allocation precision, operational performance, and financial decision-making. A mixed-methods research strategy was utilised, integrating quantitative surveys with qualitative interviews to produce a thorough knowledge of ABC implementation. Structured questionnaires distributed to financial managers and cost analysts yielded quantifiable information regarding the correlation between ABC adoption and cost efficiency. Qualitative interviews examined managerial attitudes, implementation obstacles, employee opposition, and organisational preparedness. The research is grounded in a post-positivist framework, emphasising both statistical correlations and practitioner insights to comprehend the operation of ABC within intricate retail contexts. Research demonstrates that ABC enhances cost transparency, pricing precision, and the capacity to attribute costs to certain activities. Retailers employing ABC exhibited enhanced resource alignment and successfully identified and eradicated non-value-adding processes. Nonetheless, considerable obstacles, such as implementation expenses, data intricacy, technological constraints, and reluctance to adapt, were observed, especially among small and medium-sized shops deficient in sophisticated information systems and analytical capabilities. The research underscores the significance of organisational capabilities, digital readiness, and ongoing training for effective ABC implementation. This article analyses how Activity-Based Costing (ABC) might improve cost efficiency in publicly traded South African retail enterprises. The study was theoretically grounded in Cost Behaviour Analysis, the Theory of Constraints, and the Resource-Based View. By integrating cost behaviour, operational bottlenecks, and organisational capabilities into the assessment of Activity-Based Costing (ABC), it contributes to the theoretical framework. The explanatory mixed-method sequential design utilised both survey data (n = 100) and interviews (n = 12). Research demonstrates that Activity-Based Costing significantly impacts cost allocation precision, operational efficacy, and financial outcomes. Regression analysis demonstrates a strong positive link between the adoption of ABC and cost efficiency (b = 0.62, p < 0.01). However, there are difficulties to adoption, including technological limitations, high expenses, and staff resistance. The research will contribute to the strategic cost management literature and provide practical guidance to retail enterprises in emerging economies.

This study mainly aimed to examine the impact of the effectiveness of the internal control system on store performance through the example of D&R Store in the retail media sector in Türkiye.  In the study, it was investigated whether the effectiveness of the internal control system has a significant and positive effect on the perception of store performance through the COSO internal control components. It was also investigated whether these perceptions differed according to demographic characteristics. Methodologically, a descriptive online survey method including a questionnaire prepared in accordance with the 5-point Likert scale was used to collect data. 302 employees responded to the survey included statements regarding demographic characteristics and COSO’s main internal control components. The data were analyzed with SPSS-22. The study concluded that all COSO internal control components (control environment, risk assessment, control activities, information-communication, monitoring) have a positive and significant effect on store’s performance perception. Furthermore, the study revealed that these perceptions differed according to demographic characteristics. While statistically significant differences in perceptions were found according to demographic characteristics such as gender, job position, and years of professional experience, no significant differences were found based on demographic criteria such as age and educational level. The study is considered to contribute to the literature because it is the first study to investigate the impact of the effectiveness of the COSO internal control system components on store performance together with the example of D&R Store in the retail media sector. The study is limited by the selected sample store, number of participants, survey questions-answers, the applied statistical analysis methods and tests. Therefore, in order to reach more general results, it is suggested to expand the studies with more diverse and larger numbers of stores in the retail media sector, employees, survey questions and statistical methods.

The research analyzes in depth how Beyond Budgeting influences financial results across the South African non-ferrous metal industry. The research solves the challenge of outdated budget systems alongside marketplace insecurities and operational obstacles in the examined sector. The 60-month period from 2020 through secondary financial statement analysis of non-ferrous metal firms constitutes the research approach. Financial performance analysis used a sample set of statements to conduct t-tests on paired data points for examining budgeting practice associations. Beyond Budgeting brought better revenue results to organizations but proved minimally effective in increasing profitability when associated with growing cost diversity levels. Beyond Budgeting produced enhanced revenue results but did not create substantial changes in operating profit numbers. Traditional budgeting methods proved unfit for handling the changing non-ferrous metal market environment because they produced erroneous financial prediction results. The study findings indicate South African non-ferrous metal firms should implement Beyond Budgeting for their revenue flexibility but must maintain cost control systems for profitability sustainability. Organizations should combine traditional budgeting components with Beyond Budgeting principles to attain financial security as well as market responsiveness according to research findings. Financial managers require training in adaptive budgeting and organizations should install real-time tracking systems which effectively regulate cost variances.

Savings and Credit Cooperative Societies are important economic institutions that offer credit and other financial services in many developing countries, including Kenya. However, their performance is impacted by several factors, including high competition. The Balanced Scorecard (BSC) serves as a tool of strategic value, enabling organizations harmonize their activities with their strategic goals. In Kenya, despite the significant contributions Savings and Credit Cooperative Societies deliver to economic growth, few studies have examined factors that affect their performance. The goal of this study was to examine the correlation between the perspectives of the Balanced Scorecard and the competitiveness of Savings and Credit Cooperatives located in Kajiado County, Kenya. The specific aims of the study included assessing how the perspectives of the Balanced Scorecard, namely, financial perspective, customer perspective, internal business processes, and learning and growth perspective, affect the competitiveness. of Savings and Credit Cooperative Societies within Kajiado County. This study was anchored on the theoretical frameworks of Balanced Score Card, Resource-Based View and Dynamic Capabilities theory. The study utilized a cross-sectional survey research design, guided by objectivism as an ontological approach, a positivist epistemology, and a deductive approach for data collection and analysis. The study’s target population included the deposit taking Savings and Credit Cooperative Societies in Kajiado County (N= 22). Purposive sampling was employed to identify 22 Savings and Credit Cooperative Societies and 32 personnel members from the 5 main sub counties. Data collection involved the utilization of a structured questionnaire self-administered by the respondents themselves. The data collected was analyzed by the Statistical Package for Social Sciences, encompassing both descriptive and inferential statistical methods. The relationship between distinct independent variables and company competitiveness was analyzed using multiple regression. The critical value for regression was 0.05, and the 95% confidence interval was used. The study found a strong, statistically significant positive correlation between SACCO competitiveness and customer perspective (r = .899, p = .000). Also, a strong, positive, and statistically significant correlation was found to exist between financial perspective and SACCO competitiveness (r = .841, p = .000). A similar strong positive correlation was observed between internal business processes and SACCO competitiveness (r = .805, p = .001). Similarly, learning and growth exhibited a strong, positive correlation with SACCO competitiveness (r = .817, p = .001). Some of the balanced score card perspectives, such as financial and customer perspectives, positively predict SACCO competitiveness. The relationships are also statistically significant. However, internal business process and learning and growth, negatively predict SACCO competitiveness. The relationships are not statistically significant. It was recommended that the management of SACCOs should enhance the customer perspective and the financial perspective to boost competitiveness, while strengthening the other perspectives.