Developing a Value-Creating Accounting Model

Abstract

The present study aimed to develop a comprehensive value-creating accounting model by identifying and integrating the key organizational, informational, technological, strategic, and managerial dimensions that contribute to enhancing value creation strategies in contemporary organizations. This study employed a qualitative and exploratory research design with an applied orientation. Data were collected through structured and semi-structured interviews with accounting scholars and experts who possessed substantial academic and professional experience in management accounting, strategic accounting, and organizational performance management. Participants were selected using purposive and snowball sampling techniques. Data collection continued until theoretical saturation was achieved. Interview transcripts were analyzed using qualitative content analysis and thematic analysis procedures. Through open, axial, and selective coding, concepts were extracted, categorized, and synthesized into higher-order themes. To enhance the trustworthiness of the findings, member checking, peer review, and continuous comparison techniques were employed throughout the analytical process. The analysis resulted in the identification of eleven major themes that collectively form the proposed value-creating accounting model. These themes include information transparency and accuracy, simplicity and user-friendliness, accessibility and continuous updating, organizational collaboration and communication, training and skills development, the strategic role of management accounting, technology and systems, organizational culture, performance indicators, future-oriented analysis, and top management support. The findings indicate that value-creating accounting extends beyond traditional financial reporting and functions as an integrated strategic system. The model demonstrates that organizational value creation is influenced by the interaction of informational quality, technological infrastructure, analytical capabilities, collaborative processes, strategic alignment, and leadership commitment. Furthermore, the results suggest that effective value creation requires a transition from retrospective accounting practices toward predictive, data-driven, and strategically oriented accounting systems capable of supporting sustainable organizational performance. The proposed value-creating accounting model provides a comprehensive framework for understanding how accounting systems can contribute directly to organizational value creation. The findings emphasize that successful value creation depends on the integration of accurate information, advanced technologies, skilled human resources, supportive organizational culture, strategic management accounting practices, and active leadership involvement.