Explaining the Application of Innovative Strategies in Management Accounting System from the Perspective of Cognitive Dissonance Theory

In the modern management accounting environment, models and theories can be used to design an effective operational plan based on a correct understanding of the organization's environment and the objectives of the accounting system, in accordance with the needs of the community. One of these theories is the theory of cognitive dissonance, in which there is a conflict between the cognitive elements in the individual, and its study and consideration of the psychological aspects of cognitive dissonance in management accountants can increase the use of psychology in accounting. Management leads to the correct selection of innovative aspects affecting the performance of the accounting information system by management accountants and ultimately to the improvement of the financial, social and economic structure of the organization.Therefore, this study explores the theory of cognitive dissonance and its application to knowledge management accounting system.This paper is based on a library and interpretive approach to explain the theory of cognitive dissonance and its application to the knowledge management accounting system. Therefore, the purpose of this study is to investigate the variables related to innovative strategies and the theory of cognitive dissonance in management accounting decision making.Therefore, in this paper, while explaining these concepts, the role of cognitive dissonance theory in general and how management accountants are deciding on the selection and application of the innovative strategies required by the business environment are discussed.The evidence in this paper suggests that cognitive conflict is an influential factor in the choice of management accountants for applying or not applying innovative techniques in any system.