Purpose The objective of this case study is to evaluate the change process, under the old institutional economics (OIE) approach, that had occurred within the management‐accounting system of Brazilian bank. The present study examines the efficacy of the change process in management accounting, from the perspective of system users, seven years after its beginning. Design/methodology/approach The research is based on a case study. The study presents a literature review of institutional theory and a case study of Banco do Brasil – a large Brazilian bank that has implemented profound changes in its management‐accounting system. Findings The results indicate that new concepts have been effectively institutionalised and converted into new values, habits, and routines inside the organisation. The study provides new insights into management‐accounting change. Research limitations/implications A single case study does not allow the results to be generalised to other organisations. Originality/value The study offers a conceptual structure and operational guidelines to evaluate institutionalisation of management‐accounting change processes. The main contribution of this study is to offer new operational insights on management‐ accounting institutionalisation using the conceptual framework proposed by Burns and Scapens.