Determinants and Consequences of the Use of Budgets
Determinants and Consequences of the Use of Budgets

Author: Stefan Hofmann

Publisher: LIT Verlag Münster

Published: 2007

Total Pages: 360

ISBN-13: 3825804054

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The alteration of the business environment has heightened the role of management accounting and control systems (MACS). Not only the design of MACS has gained increased relevance but also the ways in which MACS are used. Based upon empirical data from 69 German manufacturing companies of different industries testing the developed research model, the evidence reinforces the knowledge concerning budgets and their use and essentially bridges the gap in understanding the relationship between budgeting and strategy by revealing the positive effects formal MACS perform. This book is important reading for graduate students of business administration and executives with focus on budgeting management accounting and strategic management.

Organizational Determinants of Budgetary Influence and Involvement
Organizational Determinants of Budgetary Influence and Involvement

Author: Noah P. Barsky

Publisher: Routledge

Published: 2013-10-11

Total Pages: 119

ISBN-13: 1135698465

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Drawing on network theory from the organizational sociology literature, this book examines issues related to which organizational factors determine how employees influence the budgeting process. Data were collected from managers who participate in the budgeting process at a major apparel manufacturer. Social network analysis was employed to measure how the structure of the network of managers affects the budgeting process. The results show that budgetary influence is structurally determined and resides with managers holding central positions in the organizational network. Thus, while formal procedures determine which employees are involved in budgeting activities, only centrally positioned managers actually influence budgetary outcomes. The findings indicate that influence, not involvement, is the key to empowerment in the budgeting process. This research suggests that researchers and practitioners should be aware of an organization's social structure when examining a participative budgeting process. The difference between formal designs and actual influence is indicative of a "rhetoric-reality gap" which can impair the effectiveness of management control systems.

Determinants and Consequences of Budget Reallocations
Determinants and Consequences of Budget Reallocations

Author: Isabella Grabner

Publisher:

Published: 2015

Total Pages: 44

ISBN-13:

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In this study, we investigate the determinants and consequences of budget reallocations, i.e., corrective actions to the budget made during the year. In particular, we analyze in how far allocation decisions regarding the initial budget drive subsequent reallocations, over and above the new information on economic factors that managers incorporate in their reallocation decisions. Using proprietary data of a large European consumer goods manufacturer, we hypothesize and find that deviations from the economically predicted initial budget influence the likelihood of budget cuts directly in the reallocation process in an attempt to increase efficiency, as well as indirectly via the influence on entities' performance development during the year. In a more exploratory analysis, we show that such reallocations do not have the desired effects on market-place and financial performance. In particular, budget cuts are negatively associated with a product's profitability, as well as the change in market share. More surprisingly, budget boosts do not have an (positive) effect on these performance indicators. Most importantly, our results demonstrate that efficient investment planning ex-ante is essential to achieve an improvement in performance, highlighting the value of budgeting.

Guidelines for Public Expenditure Management
Guidelines for Public Expenditure Management

Author: Mr.Jack Diamond

Publisher: International Monetary Fund

Published: 1999-07-01

Total Pages: 84

ISBN-13: 9781557757876

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Traditionally, economics training in public finances has focused more on tax than public expenditure issues, and within expenditure, more on policy considerations than the more mundane matters of public expenditure management. For many years, the IMF's Public Expenditure Management Division has answered specific questions raised by fiscal economists on such missions. Based on this experience, these guidelines arose from the need to provide a general overview of the principles and practices observed in three key aspects of public expenditure management: budget preparation, budget execution, and cash planning. For each aspect of public expenditure management, the guidelines identify separately the differing practices in four groups of countries - the francophone systems, the Commonwealth systems, Latin America, and those in the transition economies. Edited by Barry H. Potter and Jack Diamond, this publication is intended for a general fiscal, or a general budget, advisor interested in the macroeconomic dimension of public expenditure management.

Open Budgets
Open Budgets

Author: Sanjeev Khagram

Publisher: Brookings Institution Press

Published: 2013

Total Pages: 272

ISBN-13: 0815723377

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Explicates political economy factors that have brought about greater transparency and participation in budget settings across Asia, Africa, and Latin America. This title presents the strategies, policies, and institutions through which improvements can occur and produce change in policy and institutional outcomes.

Organizational Determinants of Budgetary Influence and Involvement
Organizational Determinants of Budgetary Influence and Involvement

Author: Noah P. Barsky

Publisher: Routledge

Published: 2013-10-11

Total Pages: 118

ISBN-13: 1135698538

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Drawing on network theory from the organizational sociology literature, this book examines issues related to which organizational factors determine how employees influence the budgeting process. Data were collected from managers who participate in the budgeting process at a major apparel manufacturer. Social network analysis was employed to measure how the structure of the network of managers affects the budgeting process. The results show that budgetary influence is structurally determined and resides with managers holding central positions in the organizational network. Thus, while formal procedures determine which employees are involved in budgeting activities, only centrally positioned managers actually influence budgetary outcomes. The findings indicate that influence, not involvement, is the key to empowerment in the budgeting process. This research suggests that researchers and practitioners should be aware of an organization's social structure when examining a participative budgeting process. The difference between formal designs and actual influence is indicative of a "rhetoric-reality gap" which can impair the effectiveness of management control systems.