Accounting consulting has become an increasingly important function that significantly extends the traditional role of accountants beyond regulatory compliance and financial reporting, particularly within small and medium-sized enterprises (SMEs). In the contemporary European business environment, characterized by growing regulatory complexity, digitalization, and rising demands for high-quality managerial decision-making, accounting consulting serves as a key mechanism for supporting effective management and sustainable SME development. Despite its growing practical relevance, accounting consulting remains insufficiently theorized within the academic literature on accounting and management.

The purpose of this article is to conceptualize accounting consulting as a value-creation tool in European SMEs and to develop a structured analytical model that explains how accounting consulting transforms accounting information into actionable knowledge to support managerial decision-making. The study adopts an exploratory research design and is based on a systematic review of prior literature in the fields of financial accounting, management accounting, and professional accounting services. The article clearly distinguishes accounting consulting from traditional accounting functions and highlights its contribution to enhancing organizational efficiency, management quality, and business resilience.

The proposed “Input–Process–Output” conceptual model emphasizes the integration of accounting information, professional judgment, and consultative interaction between accountants and SME management, providing a foundation for both theoretical development and future empirical research. The findings have practical importance for accountants, SME managers, professional bodies, and regulatory institutions, underscoring the strategic contribution of accounting consulting to value creation and managerial decision-making within the European context.