The Influence of Professional Skills, Organizational Management, and Firm Characteristics on the Non-Financial Performance of Quality Accounting Firms in Thailand

Abstract

Technological changes, the complexity of regulations, and competition in professional service businesses have required quality accounting firms to develop personnel capabilities, management systems, and internal resources in order to maintain service quality and customer relationships. This research aimed to examine the influence of (1) professional skills and organizational management and (2) accounting firm characteristics on the non-financial performance of quality accounting firms in Thailand. This study employed a quantitative survey research design. The population consisted of 178 quality accounting firms certified by the Department of Business Development, with one informant purposively selected from each firm. The informants included executives, auditors, accountants, or personnel knowledgeable about the firm’s operations. Data were analyzed using descriptive statistics and multiple regression analysis. The findings revealed that intellectual skills and communication skills had positive effects on service quality, while communication skills had a positive effect on customer management and relationships. The models explained 10.4% and 10.0% of the variance, respectively. However, no effect was found on cost and financial management. Regarding organizational management, control and monitoring had positive effects on service quality and customer management and relationships, with the models explaining 22.0% and 19.3% of the variance, respectively. In terms of accounting firm characteristics, the number of employees had positive effects on all three dimensions of performance. The scope of services had positive effects on service quality and customer management and relationships, whereas customer type had a negative effect on service quality. The models explained 46.6%, 27.7%, and 13.5% of the variance, respectively. The findings indicate that non-financial performance results from the integration of personnel skills, control systems, and the resource readiness of accounting firms.