Existing maturity models in the managerial costing field described in terms of goal, scope, assessment method, expected outcome
| Reference | Maturity model | Goal | Scope | Assessment/scoring method | Expected outcome |
|---|---|---|---|---|---|
| Meyer (2008) | Full-cost maturity model | Supporting an organisation’s budget and planning process by enhancing its ability to calculate the full costs of its products and services | Cost measurement, organisational level | No | Personal and qualitative assessments by the users of the MM of the organisation’s maturity level, rated on a 5-level scale according to Meyer’s proposal, and on a 8-level scale for computational capabilities and a 5-level scale for predictive costing capabilities as per Cokins’ proposal. Possibility of utilising MM’s level descriptions to understand the essential elements required for reaching higher maturity levels and enhancing existing capabilities |
| Cokins (2012) | Costing levels continuum framework | Assisting an organisation’s computational and predictive costing capabilities | Cost measurement, organisational level | No | |
| Lebedev (2019) | Management accounting maturity levels continuum model | Investigating an organisation’s management accounting practice maturity | Management accounting (in general), organisational level | No | Personal and qualitative assessments by the users of the MM of the organisation’s maturity level, rated on a 9-level scale. The author asserts that a quantitative assessment, using a Likert-based questionnaire (not provided as part of the proposed MM), can complement the qualitative assessment |
| Gregory and Riedel (2020) | Product cost maturity model | Enhancing the efficiency of organisational processes to gain cost advantages at the firm level | Key areas and success factors for cost transformations, organisational level | Interviews, with the gathered data assessed using a parameter matrix | Users’ assessments of the organisation’s maturity level are rated on a 4-level scale. Possibility of discussing the assessment results in cross-functional and cross-corporate level workshops, thereby defining a target maturity level along with a roadmap to achieve it |
| Reference | Maturity model | Goal | Scope | Assessment/scoring method | Expected outcome |
|---|---|---|---|---|---|
| Full-cost maturity model | Supporting an organisation’s budget and planning process by enhancing its ability to calculate the full costs of its products and services | Cost measurement, organisational level | No | Personal and qualitative assessments by the users of the MM of the organisation’s maturity level, rated on a 5-level scale according to Meyer’s proposal, and on a 8-level scale for computational capabilities and a 5-level scale for predictive costing capabilities as per Cokins’ proposal. Possibility of utilising MM’s level descriptions to understand the essential elements required for reaching higher maturity levels and enhancing existing capabilities | |
| Costing levels continuum framework | Assisting an organisation’s computational and predictive costing capabilities | Cost measurement, organisational level | No | ||
| Management accounting maturity levels continuum model | Investigating an organisation’s management accounting practice maturity | Management accounting (in general), organisational level | No | Personal and qualitative assessments by the users of the MM of the organisation’s maturity level, rated on a 9-level scale. The author asserts that a quantitative assessment, using a Likert-based questionnaire (not provided as part of the proposed MM), can complement the qualitative assessment | |
| Product cost maturity model | Enhancing the efficiency of organisational processes to gain cost advantages at the firm level | Key areas and success factors for cost transformations, organisational level | Interviews, with the gathered data assessed using a parameter matrix | Users’ assessments of the organisation’s maturity level are rated on a 4-level scale. Possibility of discussing the assessment results in cross-functional and cross-corporate level workshops, thereby defining a target maturity level along with a roadmap to achieve it |
Source(s): Authors’ own creation
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