This study employs insights from structuration theory to help us understand the role of management accounting in the implementation of quality management systems (QMS) in a Car Plant in Zimbabwe. Through an outline of a volatile socio-political economic environment, the study demonstrates how this influenced the reproduction of management accounting and quality management practices.The study reveals how the social values influenced the choice of accounting techniques by managers in this organisation. It shows how both were implicated in the signification, domination and legitimation structures in organisations. The study reveals that engineers are more involved with the implementation of QMS than accountants, a finding that is supported by evidence from the institutional context.It concludes that management accounting and quality practices are 'situated' practices.

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