I) Literature review
Driven by the trend of accounting informatization, most companies today have adopted computer software for accounting and analysis. Accounting software, especially ERP, can bring high costs and benefits to enterprises, so it is necessary to understand their functions and requirements for enterprises. Since the 1990s, researchers have conducted a series of empirical studies on how enterprise information management systems (mainly ERP) affect enterprise performance.
Several studies have examined whether systems can improve the perceived performance of managers. For example, Shang and Seddon (2002) found that managers believed that the system implementation improved enterprise resource management, quality of enterprise planning, and operational efficiency. According to the questionnaire survey by Spathis (2006), managers believed that information systems can bring about "more flexible information generation", "higher quality report", "shorter reporting time", "more timely and reliable accounting information for better decision-making", and so on. Chapman and Kihn (2009) found through a questionnaire survey that the integration of financial information and non-financial information can better support management control elements, so that managers perceive system effectiveness and performance improvement.
Some other studies examined the impact of the system on the objective performance indicators of enterprises, which are mainly financial indicators, including the return on sales (ROS), return on assets (ROA), and asset turnover. Empirical research on foreign listed companies generally found that the existence and implementation of information management systems can improve the actual performance of enterprises. For example, taking a sample of 54 US-listed companies that publicly disclosed ERP implementation information, Poston and Grabski (2001) found that the unit cost of sales decreased after three years of ERP adoption. Hitt et al. (2002) found that the adoption of SAP by US-listed companies has a significant positive relationship with their per capita sales, ROA, asset turnover, enterprise productivity, and other performance indicators. Nicolaou (2004) found that the implementation of ERP in US-listed companies improved their financial performance in the long run. Hen-dricks et al. (2007) found that the adoption of ERP improved the ROA of enterprises to a certain extent.
However, studies on Chinese listed companies were not consistent, although some studies found that the existence or implementation of ERP can improve the financial performance indicators of the companies (Wang Liyan and Zhang Jidong, 2007; Zeng Jianguang et al., 2012), more studies did not find that ERP implementation has a significant effect on financial performance, and even found that enterprise performance declines after ERP implementation (Rao Yanchao, 2005; Zhao Quanwu et al., 2008; Zheng Chengde et al., 2008; Xu Wenjuan and Ou Peiyu, 2011; Lou Runping and Xue Shengjia, 2011). This inconsistency may be due to the small differences in the adoption of ERP by listed companies, or the opaque and incomparable disclosure of ERP usage by Chinese listed companies.
Finally, to the best of our knowledge, previous large-sample empirical studies did not focus on accounting software other than ERP, nor did they take unlisted companies as research objects.
II) Hypotheses
One of the core accounting functions is to record and reflect the economic transactions of enterprises according to certain rules, so as to provide decision support for accounting information users. Simon's (1955) bounded rationality holds that human cognition and information processing capabilities are limited, and only a small information subset can be used in decision-making. Therefore, one of the important sources of accounting information usefulness in decision-making lies in its generalization: each stage of processing from massive original vouchers to account books and then to reports makes economic activity information of enterprises more generalized, and these generalized accounting figures can provide key information to decision-makers more quickly and intuitively. However, the process of accounting information generalization also leads to information loss②. In addition, general-purpose financial reporting information has a single set of rules and cannot provide more detailed and multi-dimensional information required for managerial decision-making. Enterprises are likely to flinch from the arduous work of re-aggregating and generalizing information in more dimensions, and eventually give up using this information.
Accounting information systems effectively alleviate the above-mentioned problems. After entering original information into the database, users are allowed to classify, extract, and analyze the information with varied rules, which improves the utilization of the original accounting information. ERP also connects enterprise financial data with a large number of non-financial business data (such as order status, inventory, and customer information) in real time, enabling managers to extract useful information for decision-making from a comprehensive perspective by considering all business activities and the entire business cycle. Therefore, accounting information systems cut the information processing cost of managers' decision-making, improve the quality of information on which decisions are based, and reduce wrong decisions caused by low-quality information (Poston and Grabski, 2001).
In addition, the decision-making rights theory of Jensen and Meckling (1995) pointed out that human cognitive limitations lead to information transmission and reception costs. The costs of transmitting this information to top managers are high, and decision-making empowerment at the bottom creates agency problems, so companies need to compromise between the two. In enterprises with many organizational levels or departments, the accounting system can also reduce the information transmission cost, thereby facilitating information transmission to top managers and reducing the internal agency cost.
As the quality of information on which enterprise decisions are based improves and the agency cost within the enterprise decreases, enterprise performance will also improve accordingly. TFP is an important measure of enterprise performance, which is a comprehensive reflection of enterprise efficiency (Schoar, 2002) and the basis for enterprises to achieve long-term future profitability. Therefore, we expect that the application of accounting software will bring higher enterprise TFP. The first hypothesis of this paper is as follows:
H1: When other conditions are the same, compared with enterprises that do not use accounting software, enterprises that use accounting software have higher enterprise productivity.
As mentioned earlier, the functions of different types of accounting software vary enormously. Basic accounting software can provide only financial information, while ERP also integrates information in various fields such as supply chains, production, sales, and human resources with accounting information, enabling managers to use both accounting information and non-accounting information for decision-making. This significantly enhances decision-making efficiency (Spathis, 2006) and even leads enterprises to advanced management accounting methods (Booth et al., 2000).
In addition, the difference between high-end ERP and low-end ERP is also significant, which is not only reflected in the number of modules, but also in the number of functions available within each module and the quality of implementing specific functions. ERP with more complete functions and higher efficiency can provide better support for management decision-making, thus playing a more significant role in promoting business efficiency (Ranganathan and Brown, 2006). Therefore, the second hypothesis of this paper is as follows:
H2: When other conditions are the same, enterprises that use more advanced accounting software have higher enterprise productivity.
However, there are also costs associated with the use of enterprise accounting software, especially ERP, and it is unclear whether managers of unlisted companies have the motivation and ability to take advantage of the higher-quality information that accounting software can provide. Therefore, the effect of accounting software on enterprise productivity still needs to be verified by empirical tests.
② For example, the generalized inventory information ignores the differences between assets such as raw materials, products in process, and finished products, which are quite different in nature.