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1.
Extant literature suggests that target setting must be complemented by cost control. There are, however, strong theoretical reasons to suggest that cost control, whilst meaningful for the manufacturing function, may be less effective for the marketing function. Difficulties in setting standards and tracing marketing results (sales) to marketing effort and the discretionary nature of many marketing costs are likely to reduce the effectiveness of cost control in marketing departments. This study examines firstly, whether cost control moderates the relationships between emphasis on tight budget targets and subordinates' propensity to create slack; and secondly, whether these relationships are found in both the manufacturing and the marketing functions. The results support a significant two-way interaction between emphasis on tight budget targets and cost control affecting propensity to create slack for the manufacturing function, but not for the marketing function. Marketing managers' propensity to create slack was found to be associated only with emphasis on tight budget targets. These results are consistent with the theory that differences in manufacturing and marketing can influence the effectiveness of accounting control systems.  相似文献   

2.
This article reports the results of a survey of budgeting practices of American manufacturing firms. It is based on the responses (27.4% response rate) from a systematic, random sample of all manufacturing firms listed on the files of Compustat. The survey instrument covered six sections: preparation of the planning budget, cost control procedures, performance reporting and communication, budget related procedures for overall company planning and control, administration of the budgeting system, and time dimensions of the planning process. Fifty variables were surveyed. While respondents generally indicated that they use recommended budgeting techniques, there were instances where the responses indicated otherwise. There appears to be significant resistance to incorporating such matters as statistical techniques and to developing feedback channels to get information from line managers regarding their feelings about the role they play in the budgeting process. On the other hand, formalization of the budgeting process is common. It might be concluded that a significant lag time exists between development and implementation of such ideas as statistical control procedures and the tools of human relations.  相似文献   

3.
Training for ICD-10 is going to be expensive, though predictions of how expensive vary widely. Healthcare finance executives should create a flexible, multiyear capital and operating budget to prepare for ICD-10 conversion and the training and support that will be required. Healthcare organizations also should assess staff knowledge in the critical ICD-10 areas and begin training now to be ready for go-live by early 2013.  相似文献   

4.
We examine whether budgets affect individual learning in balanced scorecard (BSC) preparers for the purposes of scorecard target setting. Control systems research has called for studies examining the impact of multiple controls on common decision‐making phenomena. Given this, are there other cybernetic controls (budgets) that might influence the decisions of BSC preparers? From an experimental study involving 235 postgraduate university candidates, our findings suggest that the awareness of progressively greater budget information amongst BSC users in high uncertainty environments engenders greater individual learning about the organisation, altering BSC preparer target‐setting choices. Interestingly, this learning does not necessarily lead to better budget‐actual outcomes, but informs BSC preparers of the constraints facing the organisation from a funding ‘supply side’ perspective. The oft‐criticised budget, even within high uncertainty conditions, facilitates learning in a BSC system originally purported to replace or advance the traditional system. Finally, we contribute more broadly to a growing literature evidencing the appropriateness of budgets in flexible environments, by arguing for its impact on other performance management systems.  相似文献   

5.
Managers’ work-related values (WRVs) have important implications for designing appropriate management accounting systems (MAS) in organisations. This paper examines the effect of the interaction between managers’ WRV for innovation and budget emphasis (an integral part of MAS) on their organisational commitment. The sample consisted of 109 managers from production, marketing and support departments within Australian manufacturing firms. Hypotheses were tested using both quantitative and qualitative data collected by a questionnaire survey and post-survey interviews. The results indicate that the adoption of low budget emphasis led to high organisational commitment when managers’ WRV for innovation was high, but not when managers’ WRV for innovation was low. The results also indicate that marketing managers held higher WRV for innovation than production managers. The post-survey interviews provide further insight into how a more customer- and competitor-focused subculture of marketing managers and a more technical- and efficiency-focused subculture of production managers may promote the difference in their WRV for innovation, and affect their attitudes towards budget emphasis. The findings of the study have implications for design of performance evaluation systems for managers in functionally differentiated organisations.  相似文献   

6.
Further separation of the volume variance component of a multi-product firm's revenue variance into mix and quantity variances is regularly advocated by management accounting educators. Techniques used to achieve this separation are generally an extension of the analytical techniques used in the traditional flexible budget step-down? approach to variance determination. The analysis in this paper suggests that such an extension in most multi-product situations is inappropriate and generates useless and misleading results. Specific situations in which relational (in lieu of mix) variances may be appropriate do exist and applicable techniques are developed.  相似文献   

7.
This paper uses Hofstede's cultural dimensions (Hofstede G.H , Culture's Consequences International Differences in Work Related Values, (Beverly Hills, CA: Sage 1980)) to examine whether differences in organizational culture between local and foreign manufacturing firms affect the usefulness of budgetary participation in a high power distance nation (Singapore). The results from interview and survey data analysis provide support for the hypothesis that power distance moderates the usefulness of participation in budget setting and performance evaluation at the organizational culture level in terms of decreased role ambiguity and enhanced superior/subordinate relationship.  相似文献   

8.
This article studies dynamic labor demand by private and public manufacturing plants in China. The analysis uncovers the objectives of public and private enterprises and estimates labor adjustment costs by ownership. Public plants maximize the discounted present value of profits without a soft budget constraint. There is strong evidence of quadratic and linear firing costs at the plant level. The higher quadratic adjustment costs of the public plants may reflect their internalization of social costs of employment adjustment. Domestic private plants and collective plants have about the same discount factor, much lower than state‐controlled plants.  相似文献   

9.
The effects of three government policies, an increase in the provision of government services, an open market operation, and an increase in the rate of growth of government liabilities, are studied in a long-run model of a small open economy with flexible exchange rates. The government budget constraint, the degree to which government bonds are net wealth to the public, and the degree of substitutability of government services for private market purchases are all considered. The determination of the exchange rate and the adjustment of the accounts of the balance of payments to changes in government policy are explored.  相似文献   

10.
Budgeting practice in Victorian local government has been criticised by the ICAA, which has developed a standardised budgeting model. The Victorian government has prescribed standardised financial and budget reporting following a decade of reform in the public sector. This paper examines whether the criticism of local government budgeting is valid, and whether standardised models are appropriate, particularly in the context of ambiguous outcomes and lack of input-output relationships, criticism of the adoption of accrual accounting in the public sector, and a focus on the implementation of a flexible best-value regime designed to suit local conditions.  相似文献   

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