Engage and equip: Transformative class activities for the modern accounting semester

Download This Article

Erlina Papakroni ORCID logo, Tony L. J. Lin ORCID logo

https://doi.org/10.22495/cocv21i3siart13

Creative Commons License
This work is licensed under a Creative Commons Attribution 4.0 International License.

Abstract

Managerial accounting courses struggle with student engagement, often more than other courses, mainly, due to its course content, which differs significantly from the financial accounting courses. This article provides a list of class activities developed and adapted primarily for managerial accounting courses. The purpose of these class activities is twofold. First, they aim to increase student engagement and promote active learning in class. Second, they help students apply acquired knowledge to real-world examples and develop workplace skills that are vital for a successful business career. The activities are designed to be completed within the class time. We have collected and adapted some of these activities from pedagogical training, while the rest were developed based on our teaching experience. Some of these activities incorporate teaching techniques developed while teaching remotely due to the COVID-19 pandemic.

Keywords: Student Engagement, Active Learning, Real-World Example, Managerial Accounting, Classroom Dynamics

Authors’ individual contribution: Conceptualization — E.P.; Methodology — E.P. and T.L.J.L.; Validation — E.P.; Investigation — E.P.; Resources — E.P.; Data Curation — E.P. and T.L.J.L.; Writing — Original Draft — E.P. and T.L.J.L.; Writing — Review & Editing — E.P. and T.L.J.L.

Declaration of conflicting interests: The Authors declare that there is no conflict of interest.

JEL Classification: M40, M41, M49

Received: 08.08.2024
Accepted: 28.10.2024
Published online: 30.10.2024

How to cite this paper: Papakroni, E., & Lin, T. L. J. (2024). Engage and equip: Transformative class activities for the modern accounting semester [Special issue]. Corporate Ownership & Control, 21(3), 152–161. https://doi.org/10.22495/cocv21i3siart13