Explore the evidence.
Understand the reach.

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 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.

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.

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.