Browsing by Author "Muhammad M. Ma’aji"

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Capital Budgeting Practices and Risks Adjustment: Practices among Cambodian Companies
(CamEd Business School, December 30, 2018) Muhammad M. Ma’aji; Casey Barnett
The purpose of this paper is to investigate prevailing capital budgeting practices in among Cambodian companies. A comprehensive primary survey was conducted of 53 out of 130 financial managers of manufacturing companies in Cambodia. Gathered data were then analysed using appropriate statistical techniques. The findings show that payback period, net present value (NPV), discounted payback period and accounting rate of return (ARR) are the most popular evaluation techniques. The study also finds that interest rate risk, as well as business cycle risk, are mainly adjusted with a discount rate, and the commonly used method for calculating the cost of capital is the after-tax cost of debt and the weighted average cost of capital (WACC). Furthermore, the finding suggests that the longer the existence of a company, the more likely for it to use NPV method. The finding also reveals that the higher the amount of capital investment, the more it is likely to use the NPV method, while the smaller the amount of capital investment, the more likely the payback method will be used. With higher educational background, NPV and ARR are most likely the methods to be used in capital budgeting among the Cambodian firms. Since Cambodia is an unexplored country in capital budgeting practices, this research is the first to explored and originally contributed to the extant literature per se. This study contributed to academics, practitioners, policymakers and stakeholders of the company. Moreover, this research has proffered a more reliable and comprehensive analysis of capital budgeting practices among Cambodian manufacturing firms. Keywords: Capital Budgeting, Net Present Value, Risk, Payback period, WACC.
Measuring the Performance of an Employee is an Essential Tool within Management Control
(CamEd Business School, June 30, 2017) Muhammad M. Ma’aji
Measuring the Performance of an Employee is an Essential Tool within Management Control
Public Financial Management Reform in Cambodia : SOEs and PAEs 2023 Study
(CamEd Business School, 2025-03-10) Kenneth Paul Charman; Casey Barnett; Muhammad M. Ma’aji; Chhomkeovoleak Kong; Sithika Thun
Traditional Absorption versus Activity Based Costing System: Applications Among Companies in Emerging Market
(CamEd Business School, December 30, 2019) Muhammad M. Ma’aji
A profitable company is the one that is able to improve quality, cut down on costs and increase efficiency of operations, and eliminate different activities and products that incur losses. To achieve this, companies implement different costing systems. A costing system is a system that helps the management of a company with planning and decision making. This system plays an important role in providing accurate cost information about the products and services provided for clients. Many companies shift their focus from conventional or traditional costing systems to an increasingly popular costing methodology system that is activity based costing system. This article specifies characteristics of both traditional absorption costing and activity based costing and reasons for application of this methods among Cambodian companies. Keywords: quality, costs, costing systems, management, data.
What are the challenges in the implementation of ERP systems?
(CamEd Business School, June 30, 2018) Muhammad M. Ma’aji
Conventionally, firms require financial or non-financial information based on quarterly and annual periods. However, the rapid changes that occur on business environment causes this periodic information to become quickly outdated. High competitive rivalry among firms requires for more updated information to enable management to make inform decisions and to rapidly adapt to opportunities. Enterprise resource planning (ERP) system has been one of the most popular business management systems, providing benefits of real-time capabilities and seamless communication for small, medium and large organizations. However, not all ERP implementations have record success. Since ERP implementation affects entire organizations such as process, people, and culture, there are a number of challenges that companies may encounter in implementing ERP systems. More recently, organisations in Cambodia have begun replacing their legacy systems with ERP systems to improve management and administration effectiveness and efficiency. The main goal of this research is determining the most important challenges of ERP implementation in Cambodian companies. The findings from the study contributes to contextual understanding of distinctive challenges in ERP implementation among Cambodian corporate. Keywords: Enterprise resource planning; ERP implementation; Cambodia.