International Journal of Research and Innovation in Social Science (IJRISS) |Volume IV, Issue IX, September 2020|ISSN 2454-6186 www.rsisinternational.org Page 212 The Role of Management Accounting Practices in Strategy Implementation by Small and Medium Enterprises in Manufacturing Sector in Bulawayo Metropolitan Province Dr Fainos Chinjova 1 , Elvis Msipha 2 1,2 Graduate School of Business; National University of Science and Technology; P O Box AC 939 , Ascot , Bulawayo, Zimbabwe Abstract : The study sort to establish the role of management accounting practices in strategy implementation by SMEs in manufacturing sector in Bulawayo Metropolitan Province. The research was motivated by the fact that SMEs in manufacturing sectors in Zimbabwe are facing a host of challenges which includes failure to adopt prudent accounting practices in their strategy implementation. An explanatory study in which a survey research design was adopted. The major finding was that SMEs were willing to adopt management accounting practices in their strategy implementation, but were constrained by a number of challenges that included a volertile economic environment, ever changing government policies as well as lack of financial resources. Key Words: MAPS; SMES I. INTRODUCTION he strategic financial performance of any business entity is ultimate and of paramount importance to its owner. Different authors of strategic management have forwarded divergent explanations as to what constitute the basis of strategic financial performance. According to Porter (1979), the manipulation of the market structure by a firm is the basis for competitive advantage and performance. Comparably, scholars considers a firm’s resources as the explanation for differences in financial performance. Despite these two seemingly prominent propositions, there are still variations in the strategic financial performance of firms within the same industry albert with comparable resource. This led to the refinement and extension of the resource based view that argues that resources can be valuable if they meet the four fundamental attributes. These attributes are that resources must be valuable, rare, inimitable and non-substitutable. The possession and successful orchestration of these resources will lead to sustainable competitive advantage. These resources can either be intangible and tangible. Background To The Study Management Accounting Practices (MAPs) play a vital and influential role of providing accurate information that can be used by management to make informed decisions that can help firms to gain a competitive edge over competitors (Wang and Huynh ,2013). This is buttressed by Bell, AnsarI, Klammer and Lawrence (2004) who concurs that MAPs by using both financial and operational information have the ability to direct actions of management. Importantly this points to management accounting practices as an integral part of strategy implementation and represents the intangible resource endowments to an entity. However the most saddening part is that a lot of SMEs in manufacturing sector seem not keen to adopt and exploit management accounting practices which more often than not are at their disposal. In developing countries like Zimbabwe, the manufacturing sector provides a path to middle income and wealth status while contributing to innovation in advanced economies noted Manyika, George and Rassey, (2013). Given the importance of SMEs in many sectors it is prudent to study their contribution to the overall national manufacturing output. The prevailing harsh and volatile business environment in Zimbabwe is the major contributor to the failure and subsequent closure of many SMEs in the manufacturing sector in the country. However apart from the demise caused by external factors there are certain business practices whose lack of adoption tend to accelerate this rate of failure. These practices are embedded mostly in management accounting. And by virtue of them being independent from any international standards in terms of execution it implies that they are versatile and can be tailored to meet company strategy implementation requirements. These management accounting practices (MAPS) are endowed with tools and techniques that are ideal for aiding any execution of a plan of action. When it comes to the formulation of a plan of action most entities including SMEs fare very well in this aspect but tend to struggle or even fail dismally when it comes to implementation. This is despite the availability of management accounting practices at their disposal which possess ideal tools for implementation. What is of particular concern to the accounting fraternity is the shying away by SMEs from adopting these readily available blue prints of execution. This predicament is echoed by Kyei (2015) who submitted that entities fail to embrace management accounting practices such as budget and budgetary control which are undoubtedly the bedrock of any successful T