Digital Transformation of Managerial Accounting - Trends in the New Economic Environment

• Author: Ionica Oncioiu, Florentina Raluca Bîlcan, Dumitru Alexandru Stoica, Alina Stanciu
• Position: Lecturer, Valahia University, Romania/European Academy of the Regions, Belgium/PhD student, Valahia University, Romania/PhD student, 1 Decembrie 1918 University, Romania
• Pages: 266-274

European Integration - Realities and Perspectives. Proceedings 2019

266

Digital Transformation of Managerial Accounting - Trends in the New

Economic Environment

Florentina Raluca Bîlcan1, Ionica Oncioiu2, Dumitru Alexandru Stoica3, Alina Stanciu4

Abstract: Fluctuations and changes in economic power poles, past financial crises, but also signs of new

recession periods, rising capital, multiplying variables and cause-effect factors outline the current economic

environment. As an important part of digital transformation, the influence of artificial intelligence in the process

of managerial accounting represent the future of t aking the best decisions in organizations. The aim of the

present study is to explore digital transformation frontiers using the lens of cyber accounting that will help

leaders to increase the organizational performance through a clear vision of economic implications of their

decisions. The current research contributes both managerial accounting and digital transformation fields by

cross-exploring each phenomenon and revealing how digital transformation shape the nature of

cyberaccounting as a collaborative research area.

Keywords: digital transformation; cyberaccounting; cybersecurity

JEL Classification: D83; M41; O33

1. Introduction

The global economic entities are facing growing transformation pressures - moving from product-driven

business models to new models focused on creating and capturing different sources of new value

(Agrawal & Tapaswi, 2017; Tiago, Manoj & Espadanal, 2014; Lee & Kim, 2017). As a result,

innovation is becoming more and more complex. The Fourth Industrial Revolution 4.0 rewrite the new

global architecture: Globalization 4.0 developing technology, skills and new innovation. And this

unprecedented, exponential shift of rhythm is increasingly based on collaborative platforms to achieve

more radical innovations driven by shifts in technology (Gandino, Celozzi & Rebaudengo, 2017).

The performance of the digital enterprise has exceeded its profitability boundaries, and any development

strategy involves the KPI’s performance indicators predictability and sustainability indicators, but also

“digital platform business models, ecosystems a nd partnerships, as the important angles of

responsibility, trust and governance, from multiple levels - corporate, national and international”

(Katzenbach & Smith, 2015). Under the action of these forces the new performance concept is divided

into three pillars of action: Sustainable Performance, Finding & Retaining Talents, as a source of added

1 Lecturer, Valahia University, Romania, Address: Targoviste, Romania, Tel.: +40245206101, Corresponding author:

bilcan.florentina.raluca@gmail.com.

2 European Academy of the Regions, Belgium, Address: Brussels, Belgium, Tel.: +32 478 27 82 53, E-mail:

nelly_oncioiu@yahoo.com.

3 PhD student, Valahia University, Romania, Address: Targoviste, Romania, Tel.: +40245206101, E-mail:

dumitru.alexandru.stoica@ gmail.com.

4 PhD student, 1 Decembrie 1918 University, Romania, Address: Alba Iulia, Romania, Tel.: +40-0258-806130, E-mail:

alecse.alina@gmail.com.