Develop a management accounting maturity model based on data-driven approach

Document Type : Original Article

Authors
Iman Doost Mohammadi 1
Mohammad Reza Vatan parast 2
Keyhan Azadi 2
Fazel Mohammadi Nodeh 3
1 Ph. D candidate of Accounting, Qazvin Branch, Islamic Azad University. Qazvin, Iran
2 Assistant professor, Department of Accounting, Rasht Branch, Islamic Azad University, Rasht, Iran
3 Assistant professor, Department of Management, Lahijan Branch Islamic Azad University, Lahijan, Iran
10.22034/jmaak.2025.24200
Abstract
Despite a few attempts made thus far to develop maturity models, these models have proven to be valuable tools for identifying the strengths and weaknesses within various organizational domains. Maturity models serve as frameworks that help organizations assess their progress across different functional areas, providing a structured approach for continuous improvement. This study was conducted with the objective of developing a management accounting maturity model based on a data-driven methodology. To achieve this goal, in-depth semi-structured interviews were conducted with nine academic experts and management accounting professionals, who possess significant expertise in this field. The collected textual data were transcribed and subjected to rigorous analysis through a three-step process of open, axial, and selective coding, ensuring a systematic approach to data interpretation. This process ultimately led to the formulation of a paradigmatic model for the research.

The findings indicate that the proposed maturity model for management accounting centers around the core category of enhancing communication, fostering dialogue, and improving decision-making processes. This suggests that as organizations advance in their management accounting practices, a key indicator of maturity is their ability to strengthen internal and external communication channels, which in turn enhances their decision-making capabilities. The results of this study can serve as a practical guide for supporting decision-making in the transformation of financial performance throughout its maturity phases. This transformation can occur either internally, led by organizational managers, or with the assistance of external consultants or advisors, offering a flexible approach depending on the organization’s specific needs and context.
Keywords
management accounting
maturity models
foundation data approach
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