Wisconsin School of Business

Ella Mae Matsumura

Interim Senior Associate Dean for Academic Programs, Director of Beyer Center, Professor

Professor - Accounting & Information Systems, Office of the Dean
Robert and Monica Beyer Professor in Accounting

Ella Mae Matsumura is a professor in the Department of Accounting and Information Systems at the Wisconsin School of Business. Her research addresses (1) managerial accounting and control, including cost management and performance measurement within and across organizations, and incentives linked to compensation, (2) sustainability reporting and accounting, and (3) audit quality. Specific issues addressed in the first two groups include relative performance evaluation, target setting, and the relationship between carbon emission levels and firm value. Professor Matsumura’s audit quality research addresses manager-auditor interaction in a fraud detection setting, the effect of second-partner review on an engagement partner’s information gathering and decision making, and the effect of forecast accuracy on going-concern decisions. She has published articles in The Accounting Review; Auditing: A Journal of Practice & Theory; Behavioral Research in Accounting; Contemporary Accounting Research; Journal of Accounting, Auditing & Finance; Journal of Accounting and Public Policy; Journal of Accounting Research; Journal of Business Economics and Statistics; Journal of Business Finance and Accounting; and Journal of Business Ethics. In August 2010, she received the Notable Contributions to Management Accounting Literature Award from the Management Accounting Section of the American Accounting Association. Professor Matsumura is also a co-author of Management Accounting: Information for Decision Making and Strategy Execution (6th edition).

Professor Matsumura has actively served the American Accounting Association (AAA) by chairing or serving on a variety of research, teaching, and award committees. She also served a three-year term as co-editor of Accounting Horizons, an AAA journal whose mission is to bridge practice and academe. She previously served two three-year terms as an associate editor of the journal. She has served on the editorial boards of The Accounting Review and Issues in Accounting Education, and current currently serves on the editorial boards of Accounting Horizons, Journal of Management Accounting Research, Management Accounting Research, and Journal of Accounting Education. She has served often as an ad hoc reviewer for other journals and for conference research papers. Her service to the AAA includes terms as Secretary-Treasurer and President of the Management Accounting Section, as well as chair of the Section’s Publication’s Committee.

Professor Matsumura has received numerous awards, including the 2002 Erwin A. Gaumnitz Distinguished Faculty Award and the 1996-97 Mabel W. Chipman Teaching Award—both from the Wisconsin School of Business. She received a Ph.D. in accounting and an M.S. in management science from the University of British Columbia. She received her A.B. in mathematics from the University of California-Berkeley.
 

Selected Accepted Journal Articles


Kim, N. & Matsumura, E. (2017). Managerial Accounting Research in Corporate Social Responsibility: A Framework and Opportunities for Research. Advances in Management Accounting (Spring 2017)
Matsumura, E. & Schloetzer, J. (2016). The Structural and Executional Components of Customer Concentration: Implications for Supplier Performance. Journal of Management Accounting Research (2017)

Selected Published Journal Articles


Hales, J. & Matsumura, E. & Moser, D. & Payne, R. (2016). Becoming Sustainable: A Rational Decision Based on Sound Information and Effective Processes?. Journal of Management Accounting Research (28), 13-28.
Lipson, J. & Martin, R. & Matsumura, E. & Unlu, E. (2015). The Pattern in Securitization and Executive Compensation: Evidence and Regulatory Implications. Stanford Journal of Law, Business and Finance (20), 323-372.
Chen, C. & Matsumura, E. & Shin, J. & Wu, S. (2015). The Effect of Competition Intensity and Competition Type on the Use of Customer Satisfaction Measures in Executive Annual Bonus Contracts. The Accounting Review (90), 229-263.
Matsumura, E. & Shin, J. (2014). Relative Performance Evaluation: A Review of Managerial Accounting Research. The Journal of Management Accounting, Japan (2013), 3-12.
Matsumura, E. & Prakash, R. & Vera-Munoz, . (2014). Firm-Value Effects of Carbon Emissions and Carbon Disclosures. The Accounting Review (89), 695-724.
Bol, J. & Keune, T. & Matsumura, E. & Shin, J. (2010). Supervisor Discretion in Target Setting: An Empirical Investigation. The Accounting Review (85), 1861-1886. doi: 10.2308/accr.2010.85.6.1861.
Matsumura, E. & Shin, J. & Wu, S. (2009). The Effect of Missing Quarterly Earnings Benchmarks on Chief Financial Officer Turnover and Annual Bonus. The Open Ethics Journal (3), 57-66.
Matsumura, E. & Shin, J. (2006). An Empirical Analysis of an Incentive Plan with Relative Performance Measures: Evidence from a Postal Service. The Accounting Review (81), 533-566. doi: 10.2308/accr.2006.81.3.533.
Matsumura, E. & Shin, J. (2005). Corporate Governance Reform and CEO Compensation: Intended and Unintended Consequences. Journal of Business Ethics (62), 101-113. doi: 10.1007/s10551-005-0175-7.
Tucker, R. & Matsumura, E. & Subramanyam, K. (2003). Going Concern Judgments: An Experimental Test of the Self-Fulfilling Prophecy and Forecast Accuracy. Journal of Accounting and Public Policy (22), 401-432. doi: 10.1016/j.jaccpubpol.2003.08.002.
Tucker, R. & Matsumura, E. (1998). Going Concern Judgments: An Economic Perspective. Behavioral Research in Accounting (10), 39.
Tucker, R. & Matsumura, E. (1997). Second Partner Review: An Experimental Economics Investigation. Auditing: A Journal of Practice & Theory (16), 20. doi: 10.1177/0148558X9501000113.
Matsumura, E. & Subramanyam, K. & Tucker, R. (1997). Strategic Auditor Behavior and Going-Concern Judgments. Journal of Business Finance and Accounting (24), 32. doi: 10.1111/1468-5957.00131.
Hau, I. & Matsumura, E. & Tucker, R. (1996). Building Empirical Models for Data From Factorial Designs with Time Series Responses: Toward Fraud Prevention and Detection. Quality Engineering (9), 14. doi: 10.1080/08982119608919014.
Matsumura, E. (1995). Cost of Quality in an Order Entry Department. Journal of Cost Management (9), 7.
Matsumura, E. (1995). Second Partner Review: An Analytical Model. Journal of Accounting, Auditing and Finance (10), 28.
Matsumura, E. & Tucker, R. (1992). Fraud Detection: A Theoretical Foundation. The Accounting Review (67), 753-782.

Working Papers


Kaufman, M. & Matsumura, E. & Wemmerlöv, U. (2016). Capacity Changes, Soft and Hard, and Their Impact on the Financial Value of Continuous Improvement Activities.
Wemmerlöv, U. & Kaufman, M. & Matsumura, E. (2016). The Economic Value of Continuous Improvement.

Practitioner-Oriented Publications


Matsumura, E. & Prakash , R. & Vera-Munoz , . (2013). Carbon Footprint Stomps on Firm Value. KPMG Global Valuation Institute web site

Presentations


University of Pittsburgh Research Workshop ( 2016 ) Capacity Changes, Soft and Hard, and Their Impact on the Financial Value of Continuous Improvement Activities

3rd AIMA (Advances in Management Accounting) World Conference on Management Accounting Research ( 2016 ) Managerial Accounting Research in Corporate Social Responsibility: A Framework and Opportunities for Research Competition

Seoul National University Research Workshop ( 2015 ) Sources of Customer-Base Concentration and Supplier Performance

Peking University Research Workshop ( 2015 ) Sources of Customer-Base Concentration and Supplier Performance

National Chengchi University Research Workshop ( 2015 ) Sources of Customer-Base Concentration and Supplier Performance

Japanese Association of Management Accounting Forum ( 2015 ) What is Good Managerial Accounting Research? How Do We Get It Done?

Ritsumeikan University (Osaka) Research Workshop ( 2015 ) What is Good Managerial Accounting Research? How Do We Get It Done?

Kobe University Research Workshop ( 2015 ) Sources of Customer-Base Concentration and Supplier Performance

Kobe University Research Workshop ( 2015 ) What is Good Managerial Accounting Research? How Do We Get It Done?

Management Accounting Section Research Conference ( 2014 ) Panel Session--Becoming Sustainable: A Rational Decision Based on Sound Information and Effective Processes?

Arizona State University Research Workshop ( 2012 ) The Effect of Competition Intensity and Competition Type on the Use of Customer Satisfaction Measures in Executive Annual Bonus Contracts

American Accounting Association Annual Meeting ( 2012 ) The Joint Effect of Competition Intensity and Competition Type on the Use of Customer Satisfaction Measures in Executive Annual Bonus Contracts

Production and Operations Management Society Annual Meeting ( 2012 ) Voluntary Disclosures and the Firm-Value Effects of Carbon Emissions

University of Southern California Research Workshop ( 2012 ) Voluntary Disclosures and the Firm-Value Effects of Carbon Emissions

University of California, Irvine Research Workshop ( 2011 ) The Joint Effect of Competition Intensity and Competition Type on the Use of Customer Satisfaction Measures in Executive Annual Bonus Contracts

Tel Aviv University Research Workshop ( 2011 ) Voluntary Disclosures and the Firm-Value Effects of Carbon Emissions

University of Washington Research Workshop ( 2011 ) Voluntary Disclosures and the Firm-Value Effects of Carbon Emissions

Wisconsin School of Business Rays of Research ( 2010 ) Carbon Emissions and Firm Value

Global Management Accounting Research Symposium ( 2010 ) The Cost of Customer and Supplier Financial Strength Perspectives: Evidence from the Apparel Industry

UW Madison Department of Accounting, Brownbag ( 2010 ) Voluntary Carbon Emissions Disclosures and Firm Value

Accounting for Climate Change and the CFO Roundtable ( 2010 ) Academic Accounting Research Related to Carbon Emissions (Global Climate Change)

Management Accounting Section Research Conference ( 2010 ) Strong Buyers and Inter-Organizational Cost Management: Evidence from the Apparel Industry

Michigan State University Research Workshop ( 2009 ) Strong Buyers and Inter-Organizational Cost Management: Evidence from the Apparel Industry

Rice University Research Workshop ( 2009 ) Strong Buyers and Inter-Organizational Cost Management: Evidence from the Apparel Industry

Georgia State University Research Workshop ( 2009 ) Supervisor Discretion in Target Setting: An Empirical Investigation


Undergraduate Courses


Research & Readings-Accounting (Independent Study) (ACCT 399), Spring 2009.

Cost Management Systems.
Course DescriptionDesign of actual and standard cost systems for reporting product costs in job costing,process costing,and activity costing production environments. Overhead allocation methods. Budgeting and profit planning procedures. Techniques for variance analysis a
(AIS 310 Section 1), Fall 2014.

Cost Management Systems
Course DescriptionDesign of actual and standard cost systems for reporting product costs in job costing, process costing, and activity costing production environments. Overhead allocation methods. Budgeting and profit planning procedures. Techniques for variance analysis and performance evaluation. Behavioral considerations in the design and use of cost accounting information systems.
(AIS 310 Section 1), Spring 2007.

Cost Management Systems
Course DescriptionDesign of actual and standard cost systems for reporting product costs in job costing, process costing, and activity costing production environments. Overhead allocation methods. Budgeting and profit planning procedures. Techniques for variance analysis and performance evaluation. Behavioral considerations in the design and use of cost accounting information systems.
(AIS 310 Section 2), Spring 2007.

Cost Management Systems
Course DescriptionDesign of actual and standard cost systems for reporting product costs in job costing, process costing, and activity costing production environments. Overhead allocation methods. Budgeting and profit planning procedures. Techniques for variance analysis and performance evaluation. Behavioral considerations in the design and use of cost accounting information systems.
(AIS 310 Section 1), Summer 2006.

Cost Management Systems
Course DescriptionDesign of actual and standard cost systems for reporting product costs in job costing, process costing, and activity costing production environments. Overhead allocation methods. Budgeting and profit planning procedures. Techniques for variance analysis and performance evaluation. Behavioral considerations in the design and use of cost accounting information systems.
(ACCT 310 Section 1), Spring 2008.

Cost Management Systems
Course DescriptionDesign of actual and standard cost systems for reporting product costs in job costing, process costing, and activity costing production environments. Overhead allocation methods. Budgeting and profit planning procedures. Techniques for variance analysis and performance evaluation. Behavioral considerations in the design and use of cost accounting information systems.
(ACCT 310 Section 2), Spring 2008.

Introductory Managerial Accounting
Course DescriptionManagerial accounting concepts relevant for decision-making; use of accounting information for planning, decision-making, and control of business operations in various management and business environments.
(AIS 211), Spring 2014.

Introductory Managerial Accounting
Course DescriptionManagerial accounting concepts relevant for decision-making; use of accounting information for planning, decision-making, and control of business operations in various management and business environments.
(AIS 211), Fall 2011.

Introductory Managerial Accounting
Course DescriptionManagerial accounting concepts relevant for decision-making; use of accounting information for planning, decision-making, and control of business operations in various management and business environments.
(AIS 211), Spring 2012.

Introductory Managerial Accounting
Course DescriptionManagerial accounting concepts relevant for decision-making; use of accounting information for planning, decision-making, and control of business operations in various management and business environments.
(AIS 211), Fall 2012.

Introductory Managerial Accounting
Course DescriptionManagerial accounting concepts relevant for decision-making; use of accounting information for planning, decision-making, and control of business operations in various management and business environments.
(AIS 211), Spring 2013.

Introductory Managerial Accounting
Course DescriptionManagerial accounting concepts relevant for decision-making; use of accounting information for planning, decision-making, and control of business operations in various management and business environments.
(AIS 211), Fall 2013.



Graduate Courses


Research & Readings-Accounting (PhD) (ACCT 999), Spring 2009.

Research & Readings-Accounting (PhD)
Course DescriptionReadings and research on sustainability.
(ACCT 999), Spring 2010.

Research & Readings-Accounting (PhD)
Course DescriptionReadings and research on sustainability.
(ACCT 999), Spring 2011.

Research & Readings-Accounting (PhD)
Course DescriptionReadings and research on managerial accounting.
(ACCT 999), Fall 2012.

Reading and Research-Accounting PhD (AIS 999), Spring 2007.

Research & Readings-Accounting (PhD)
Course DescriptionReadings and research on managerial accounting.
(ACCT 999), Fall 2013.

Research & Readings-Accounting (PhD)
Course DescriptionReadings and research on managerial accounting.
(ACCT 999), Summer 2013.

PhD Thesis-Accounting (ACCT 990), Fall 2009.

PhD Thesis-Accounting (ACCT 990), Spring 2010.

PhD Thesis-Accounting (ACCT 990), Summer 2010.

Seminar in Accounting Research
Course DescriptionMethods of inquiry and research methodology in accounting. Analysis of current research, with the emphasis on empirical research in accounting.
(ACC 971), Spring 2001.

PhD Seminar-Accounting Research
Course DescriptionThis course is an introduction to accounting research. The majority of the readings for this course were different than in the previous year. Course Desciption: The objective of this course is to help prepare students for productive research careers in accounting. The course provides an overview of accounting research through general discussion of the topic as well as discussion of papers that will be presented in accounting research workshops this semester. At least one background paper related to each workshop paper will also be discussed. The course also includes a discussion of “philosophy of science” and the attributes of high-quality journal reviews. Each student will write one-page summaries with “Libby” boxes for research papers and will write a formal review (critique) of two workshop papers. Students will also develop a research proposal and supporting literature review and present these to the class.
(AIS 971 Section 1), Fall 2009.

PhD Seminar-Accounting Research
Course DescriptionThis is the first time I have taught this course, which is an introduction to accounting research. Course Description: The objective of this course is to help prepare students for productive research careers in accounting. The course provides an overview of accounting research through general discussion of the topic as well as discussion of papers that will be presented in accounting research workshops this semester. At least one background paper related to each workshop paper will also be discussed. The course also includes a discussion of “philosophy of science” and the attributes of high-quality journal reviews. Each student will write one-page summaries with “Libby” boxes for research papers and will write a formal review (critique) of two workshop papers. Students will also develop a research proposal and supporting literature review and present these to the class.
(ACC 971 Section 1), Fall 2008.

Cost Management Systems
Course DescriptionDevelopment and analysis of accounting data for managerial planning, control, decision-making and costing. Integration of information needs for various managerial functions.
(ACC 771 Section 001), Spring 2006.

Strategic Cost Management
Course DescriptionThe objective of this course is to provide you with an understanding of how managerial accounting principles and tools can support designing systems that provide useful information for strategic and operational decisions in manufacturing and service-sector environments. The course begins with an overview of strategic performance measurement in conjunction with the Balanced Scorecard as an example of a framework that integrates critical performance measurement perspectives—financial, customer value propositions, internal processes, and learning and growth—to achieve an organization’s strategic goals. Performance measurement in such a framework includes not only accounting information, but also critical nonfinancial metrics. We will examine specific components of the Balanced Scorecard by addressing such issues as the interface between financial and nonfinancial information for decision-making, planning, continuous improvement, and performance evaluation. Traditional methods of costing products and services will be contrasted with a contemporary approach called activity-based costing. We will discuss examples of how activity-based costing provides insight and information for process improvement, product mix decisions, and customer profitability analysis. Finally, the course covers budgeting as a planning and feedback tool. We conclude with a case study on developing a Balanced Scorecard for a firm.
(ACCT 711 Section 1), Summer 2008.

Strategic Cost Management (Evening MBA)
Course DescriptionThe course was expanded from a half-semester equivalent to a full-semester equivalent taught in 8 weeks. Administratively, it was handled as two courses, AIS 711 and 765, for a total of three credits. I have listed the course just once under AIS 711. I added new material on sustainability (triple bottom line of economic, environmental, and social responsibility) reporting and included a new Harvard Business School case (Amanco) on a multinational company's development of a sustainability scorecard, which is an adapation of the Balanced Scorecard. I also included video clips of the BP Congressional hearings in conjunction with a related discussion of managament control and corporate governance. Course Description: The objective of this course is to provide an understanding of how managerial accounting principles and tools can contribute to successful implementation of an organization’s strategy. The course begins with an overview of strategic performance measurement in conjunction with the Balanced Scorecard as an example of a framework that integrates critical performance measurement perspectives—financial, customer value propositions, internal processes, and learning and growth—to achieve an organization’s strategic goals. Performance measurement in such a framework includes not only accounting information, but also critical nonfinancial metrics. We will examine specific components of the Balanced Scorecard by addressing such issues as the interface between financial and nonfinancial information for decision making, planning, continuous improvement, and performance evaluation. Traditional methods of costing products and services will be contrasted with a contemporary approach called activity-based costing. We will discuss examples of how activity-based costing provides insight and information for process improvement, product mix decisions, and profitability analysis for orders, channels, and customers. The course also covers quantitative and behavioral aspects of budgeting as a planning and feedback tool. Finally, we will discuss how sustainability issues can be incorporated into a Balanced Scorecard. The course concludes with a case study involving analysis of data in conjunction with a Balanced Scorecard. Because of the focus on an integrative performance measurement framework to successfully implement an organization’s strategy, this course will draw on elements from some of your previous courses. However, our emphasis is financial and nonfinancial performance measurement for planning, decision making, and performance evaluation in support of an organization’s strategy. For example, we will discuss how a good understanding of product and customer costs can help a company choose a strategy or improve its implementation.
(ACCT 711 Section 1), Summer 2010.

Strategic Performance Measurement (Evening MBA)
Course DescriptionDevelopment and analysis of cost and other performance measurement information for managerial planning, control, and decision-making. Integration of information needs for various managerial functions.
(AIS 711 Section 1), Summer 2007.

Managerial Accounting
Course DescriptionInterpretation and use of accounting data for management planning,decision making and control. Consideration of cost-volume-profit relationships,relevant costs,variable (direct) costing,activity-based costing,transfer pricing and performance evaluati
(AIS 710 Section 1), Fall 2014.

Managerial Accounting
Course DescriptionInterpretation and use of accounting data for management planning,decision making and control. Consideration of cost-volume-profit relationships,relevant costs,variable (direct) costing,activity-based costing,transfer pricing and performance evaluati
(AIS 710 Section 2), Fall 2014.

Managerial Accounting
Course DescriptionInterpretation and use of accounting data for management planning, decision making and control. Consideration of cost-volume-profit relationships, relevant costs, variable (direct) costing, activity-based costing, transfer pricing and performance evaluation of segments of the firm.
(ACC 710), Fall 2005.

Managerial Accounting
Course DescriptionInterpretation and use of accounting data for management planning, decision making and control. Consideration of cost-volume-profit relationships, relevant costs, variable (direct) costing, activity-based costing, transfer pricing and performance evaluation of segments of the firm.
(ACC 710), Spring 2005.

Managerial Accounting
Course DescriptionInterpretation and use of accounting data for management planning, decision making and control. Consideration of cost-volume-profit relationships, relevant costs, variable (direct) costing, activity-based costing, transfer pricing and performance evaluation of segments of the firm.
(ACC 710), Fall 2004.

Managerial Accounting
Course DescriptionInterpretation and use of accounting data for management planning, decision making and control. Consideration of cost-volume-profit relationships, relevant costs, variable (direct) costing, activity-based costing, transfer pricing and performance evaluation of segments of the firm.
(ACC 710), Spring 2003.

Managerial Accounting
Course DescriptionInterpretation and use of accounting data for management planning, decision making and control. Consideration of cost-volume-profit relationships, relevant costs, variable (direct) costing, activity-based costing, transfer pricing and performance evaluation of segments of the firm.
(ACC 710), Spring 2003.

Managerial Accounting
Course DescriptionInterpretation and use of accounting data for management planning, decision making and control. Consideration of cost-volume-profit relationships, relevant costs, variable (direct) costing, activity-based costing, transfer pricing and performance evaluation of segments of the firm.
(ACC 710), Fall 2002.

Managerial Accounting
Course DescriptionInterpretation and use of accounting data for management planning, decision making and control. Consideration of cost-volume-profit relationships, relevant costs, variable (direct) costing, activity-based costing, transfer pricing and performance evaluation of segments of the firm.
(ACC 710), Fall 2002.

Managerial Accounting
Course DescriptionInterpretation and use of accounting data for management planning, decision making and control. Consideration of cost-volume-profit relationships, relevant costs, variable (direct) costing, activity-based costing, transfer pricing and performance evaluation of segments of the firm.
(ACC 710), Fall 2001.

Managerial Accounting
Course DescriptionInterpretation and use of accounting data for management planning, decision making and control. Consideration of cost-volume-profit relationships, relevant costs, variable (direct) costing, activity-based costing, transfer pricing and performance evaluation of segments of the firm.
(ACC 710), Fall 2001.

Managerial Accounting
Course DescriptionInterpretation and use of accounting data for management planning, decision making and control. Consideration of cost-volume-profit relationships, relevant costs, variable (direct) costing, activity-based costing, transfer pricing and performance evaluation of segments of the firm.
(ACC 710), Spring 2001.

Managerial Accounting
Course DescriptionInterpretation and use of accounting data for management planning, decision making and control. Consideration of cost-volume-profit relationships, relevant costs, variable (direct) costing, activity-based costing, transfer pricing and performance evaluation of segments of the firm.
(ACC 710), Spring 2001.

Managerial Accounting
Course DescriptionInterpretation and use of accounting data for management planning, decision making and control. Consideration of cost-volume-profit relationships, relevant costs, variable (direct) costing, activity-based costing, transfer pricing and performance evaluation of segments of the firm.
(ACC 710 Section 001), Spring 2006.

Managerial Accounting (MBA)
Course DescriptionInterpretation and use of accounting data for management planning, decision making and control. Consideration of cost-volume-profit relationships, relevant costs, variable (direct) costing, activity-based costing, transfer pricing and performance evaluation of segments of the firm.
(AIS 710 Section 1), Fall 2006.

Managerial Accounting (MBA)
Course DescriptionManagerial accounting, or strategic cost management, encompasses information system design to support management strategy. The objective of this course is to provide an understanding of how managerial accounting principles, concepts, and tools can support designing systems that provide useful information for strategic and operational decisions in manufacturing and service-sector organizations. The course begins with an overview of strategic performance measurement in conjunction with value chain analysis and the Balanced Scorecard as an example of a framework that integrates critical performance measurement perspectives–financial, customer value propositions, internal processes, and learning and growth–to achieve an organization’s strategic goals. We will examine specific components of the Balanced Scorecard by addressing such issues as the interface between financial and nonfinancial information for decision-making, planning, continuous improvement, and performance evaluation. Traditional methods of costing products and services will be contrasted with a contemporary approach called activity-based costing (ABC) and a further refinement called “time-driven” ABC. We will discuss examples of how activity-based costing provides insight and information for process improvement, product mix decisions, and profitability analysis for products, services, and customers. Throughout the course, we will stress the interface between financial and nonfinancial information for decision-making, planning, performance evaluation, and continuous improvement. We will also discuss how companies develop a strategy map that helps the company manage the intangible assets required to achieve its strategic objectives. The last part of the course focuses on information in incentive plans, budgets for planning and control, and performance evaluation of responsibility centers. Finally, we will examine an example of lean accounting. This course is intended for those who have had little or no exposure to managerial accounting and who have taken or are taking ACCT I S 700 (or other course that covers financial accounting).
(AIS 710 Section 1), Fall 2009.

Managerial Accounting (MBA)
Course DescriptionI added new material on sustainability (triple bottom line) reporting and corporate governance issues, and accounting issues related to sustainability reporting. The new material included Johnson & Johnson's corporate social responsibility reporting history. Course Description: Managerial accounting, or strategic cost management, encompasses information system design to support management strategy. The objective of this course is to provide an understanding of how managerial accounting principles, concepts, and tools can support designing systems that provide useful information for strategic and operational decisions in manufacturing and service-sector organizations. The course begins with an overview of strategic performance measurement in conjunction with value chain analysis and the Balanced Scorecard as an example of a framework that integrates critical performance measurement perspectives–financial, customer value propositions, internal processes, and learning and growth–to achieve an organization’s strategic goals. We will examine specific components of the Balanced Scorecard by addressing such issues as the interface between financial and nonfinancial information for decision-making, planning, continuous improvement, and performance evaluation. We will contrast traditional methods of costing products and services with a contemporary approach called activity-based costing (ABC) and a further refinement called “time-driven” ABC. We will discuss examples of how activity-based costing provides insight and information for process improvement, product mix decisions, and profitability analysis for products, services, and customers. Throughout the course, we will stress the interface between financial and nonfinancial information for decision-making, planning, performance evaluation, and continuous improvement. We will also discuss how companies can develop a strategy map that helps the company manage the intangible assets required to achieve its strategic objectives, and illustrate how the Balanced Scorecard can be adapted to explicitly incorporate sustainability (“triple bottom line”) objectives. The last part of the course focuses on information in incentive plans, budgets for planning and control, and performance evaluation of responsibility centers. This course is intended for those who have had little or no exposure to managerial accounting and who have taken or are taking ACCT I S 700 (or another course that covers financial accounting).
(AIS 710 Section 1), Fall 2010.

Managerial Accounting (MBA)
Course DescriptionManagerial accounting, or strategic cost management, encompasses information system design to support management strategy. The objective of this course is to provide an understanding of how managerial accounting principles, concepts, and tools can support designing systems that provide useful information for strategic and operational decisions in manufacturing and service-sector organizations. The course begins with an overview of strategic performance measurement in conjunction with value chain analysis and the Balanced Scorecard as an example of a framework that integrates critical performance measurement perspectives–financial, customer value propositions, internal processes, and learning and growth–to achieve an organization’s strategic goals. We will examine specific components of the Balanced Scorecard by addressing such issues as the interface between financial and nonfinancial information for decision-making, planning, continuous improvement, and performance evaluation. Traditional methods of costing products and services will be contrasted with a contemporary approach called activity-based costing (ABC) and a further refinement called “time-driven” ABC. We will discuss examples of how activity-based costing provides insight and information for process improvement, product mix decisions, and profitability analysis for products, services, and customers. Throughout the course, we will stress the interface between financial and nonfinancial information for decision-making, planning, performance evaluation, and continuous improvement. We will also discuss how companies develop a strategy map that helps the company manage the intangible assets required to achieve its strategic objectives. The last part of the course focuses on information in incentive plans, budgets for planning and control, and performance evaluation of responsibility centers. Finally, we will examine an example of lean accounting. This course is intended for those who have had little or no exposure to managerial accounting and who have taken or are taking ACCT I S 700 (or other course that covers financial accounting).
(ACC 710 Section 1), Fall 2008.

Managerial Accounting (Evening MBA)
Course DescriptionThis course is a full-semester equivalent taught in 8 weeks. The course is based on a major revision of the required textbook, with an expanded coverage of performance measures for customer relationships and performance measures related to innovation. The objective of this course is to provide an understanding of how managerial accounting principles and tools can contribute to successful implementation of an organization’s strategy. The course begins with an overview of strategic performance measurement in conjunction with the Balanced Scorecard as an example of a framework that integrates critical performance measurement perspectives—financial, customer, internal processes, and learning and growth—to achieve an organization’s strategic goals. Performance measurement in such a framework includes not only accounting information, but also critical nonfinancial metrics. We will examine specific components of the Balanced Scorecard by addressing such issues as the interface between financial and nonfinancial information for decision making, planning, continuous improvement, and performance evaluation. Traditional methods of costing products and services will be contrasted with a contemporary approach called activity-based costing. We will discuss examples of how activity-based costing provides insight and information for process improvement, product mix decisions, and profitability analysis for orders, channels, and customers. The course also covers quantitative and behavioral aspects of budgeting as a planning and feedback tool. Finally, we will discuss how sustainability issues can be incorporated into a Balanced Scorecard and how firms manage and report on their environmental and broader sustainability performance. The course concludes with a discussion of responsibility center performance evaluation and a case study on a major company’s use of multiple performance measures and subjective evaluation to reward performance. We will draw on elements from some of your previous courses. However, our emphasis is on a coherent set of financial and nonfinancial performance measures for planning, decision making, and performance evaluation in support of an organization’s strategy. For example, we will discuss how accurate product and customer costs and profitability analysis can help a company choose a strategy or improve its implementation.
(ACC 710 Section 30), Summer 2011.

Managerial Accounting
Course DescriptionInterpretation and use of accounting data for management planning, decision making and control. Consideration of cost-volume-profit relationships, relevant costs, variable (direct) costing, activity-based costing, transfer pricing and performance evaluati
(AIS 710 Section 1), Fall 2011.

Managerial Accounting
Course DescriptionInterpretation and use of accounting data for management planning, decision making and control. Consideration of cost-volume-profit relationships, relevant costs, variable (direct) costing, activity-based costing, transfer pricing and performance evaluati
(AIS 710 Section 1), Fall 2012.

Managerial Accounting
Course DescriptionInterpretation and use of accounting data for management planning, decision making and control. Consideration of cost-volume-profit relationships, relevant costs, variable (direct) costing, activity-based costing, transfer pricing and performance evaluati
(AIS 710 Section 2), Fall 2012.

Managerial Accounting
Course DescriptionInterpretation and use of accounting data for management planning, decision making and control. Consideration of cost-volume-profit relationships, relevant costs, variable (direct) costing, activity-based costing, transfer pricing and performance evaluation of segments of the firm.
(AIS 710 Section 1), Fall 2007.

Managerial Accounting
Course DescriptionInterpretation and use of accounting data for management planning, decision making and control. Consideration of cost-volume-profit relationships, relevant costs, variable (direct) costing, activity-based costing, transfer pricing and performance evaluati
(AIS 710 Section 1), Fall 2013.

Managerial Accounting
Course DescriptionInterpretation and use of accounting data for management planning, decision making and control. Consideration of cost-volume-profit relationships, relevant costs, variable (direct) costing, activity-based costing, transfer pricing and performance evaluati
(AIS 710 Section 2), Fall 2013.



Learning/Teaching Oriented Publications


Miller-Nobles, T. & Mattison, B. & Matsumura, E. (2015). Horngren's Financial & Accounting, 5th ed.: Horngren's Financial & Accounting, 5th ed. , 1600.
Miller-Nobles, T. & Mattison, B. & Matsumura, E. (2015). Horngren's Accounting, 11th ed.: Horngren's Accounting, 11th ed. , 1584.
Nobles, T. & Mattison, B. & Matsumura, E. (2013). Horngren's Financial & Accounting, 4th ed.: Horngren's Financial & Accounting, 4th ed. , 1440.
Nobles, T. & Mattison, B. & Matsumura, E. (2013). Horngren's Accounting, 10th ed.: Horngren's Accounting, 10th ed. , 1800.
Marker, D. & Matsumura, E. (2011). Instructor's Manual to Accompany Management Accounting, 6th ed. , 134.
Matsumura, E. (2011). Solutions Manual to Accompany Management Accounting, 6th ed. , 548.
Atkinson, A. & Kaplan, R. & Matsumura, E. & Young, S. (2011). Management Accounting, 6th ed. Subtitle: Information for Decision-Making and Strategy Execution. , 552.

Professional Organizations


American Accounting Association (AAA)

American Accounting Association (AAA) Management Accounting Section

American Accounting Association (AAA)


Editorial and Reviewing Activities


- September 2016 - September 2016
Ad Hoc Reviewer

Management Accounting Research - January 2016 - December 2016
Editorial Board Member

Accounting Horizons - January 2016 - December 2016
Editorial Board Member

Contemporary Accounting Research - January 2016 - December 2016
Ad Hoc Reviewer

IMA Educational Case Journal - January 2016 - December 2016
Editorial Board Member

Journal of Accounting Education - January 2016 - December 2016
Editorial Board Member

Journal of Business Ethics - January 2016 - December 2016
Ad Hoc Reviewer

The Accounting Review - January 2016 - December 2016
Ad Hoc Reviewer

Accounting Horizons - January 2015 - December 2015
Editorial Board Member

Advances in Management Accounting - January 2015 - December 2015
Editorial Board Member

IMA Educational Case Journal - January 2015 - December 2015
Editorial Board Member

Journal of Accounting Education - January 2015 - December 2015
Editorial Board Member

Management Accounting Research - January 2015 - December 2015
Editorial Board Member

- September 2014 - September 2014
Ad Hoc Reviewer

Accounting Horizons - January 2014 - December 2014
Editorial Board Member

The Accounting Review - January 2014 - December 2014
Ad Hoc Reviewer

Management Accounting Research - January 2014 - December 2014
Ad Hoc Reviewer

- September 2013 - September 2013
Ad Hoc Reviewer

International Journal of Auditing - January 2013 - December 2014
Ad Hoc Reviewer

Journal of Management Accounting Research - January 2013 - December 2015
Editorial Board Member

Asia Pacific Management Accounting Journal - January 2013 - December 2013
Editorial Board Member

The Accounting Review - January 2013 - December 2013
Ad Hoc Reviewer

Journal of Accounting Education - January 2013 - December 2013
Editorial Board Member

Accounting Horizons - January 2013 - December 2013
Editorial Board Member

Accounting Horizons - June 2012 - December 2012
Editorial Board Member

The Journal of Management Accounting, Japan: Supplement 2 (Special Issue Co-Editor) - May 2012 - September 2013
Special Issue Editor

Journal of Management Accounting Research - January 2012 - December 2012
Ad Hoc Reviewer

The Accounting Review - January 2012 - December 2012
Ad Hoc Reviewer

The Accounting Review - January 2011 - December 2011
Ad Hoc Reviewer

Journal of Management Accounting Research - January 2011 - December 2011
Ad Hoc Reviewer

Journal of Accounting Education - January 2010 - December 2010
Editorial Board Member

Accounting Horizons - May 2006 - September 2010
Editor


Photograph of Ella Mae Matsumura

Ella Mae Matsumura

Interim Senior Associate Dean for Academic Programs, Director of Beyer Center, Professor
 
Professor | Accounting & Information Systems, Office of the Dean
Robert and Monica Beyer Professor in Accounting
(608) 262-9731
4133D Grainger Hall