预算功能彰显及其绩效研究——基于我国企业预算管理调查问卷的实证检验

本文在提炼与描述了预算的四项功能(业务规划、业绩评价、目标沟通、战略形成)的基础上,研究了各项预算功能彰显程度的环境决定因素、预算功能与预算特征的关系,以及各项预算功能是如何影响组织绩效的。研究发现,预算功能具有多重性,预算环境是各种预算功能彰显的重要驱动因素,各项预算功能都伴随着相应的预算特征,并对组织绩效产生不同影响。     

转型期行政事业单位预算绩效评价规则研究

剖析财政部近期预算绩效评价部署与远期绩效预算改革定位的政策基调,提出面向绩效预算改革的行政事业部门预算绩效评价规则定位问题,整合涵盖评价视角观、范畴观与指标观的预算绩效评价规则体系,促进绩效预算改革实践的深入拓展。     

基于组织结构的高校绩效预算考评体系构建

针对当前高校绩效预算管理研究中存在的考评责任主体不明确问题,论文试以高校组织结构为平台,以构建一个闭环的高校预算绩效考评体系为目标,分别从建立高校绩效预算评价体系,构建高校绩效预算考评指标,制定与考评结果相配套的促进机制三个方面对基于组织结构的高校绩效预算考评体系进行了研究.     

Budget in a cold climate

This paper attempts to trace connections between budget processes taking place in concrete organizations and the cultural context in which the organizations are located. The examples are taken mainly from studies of the Swedish public sector. The research perspective adopted depicts budgeting as a symbolic performance rather than a decision-making process; a means of conversion rather than a means of control; and an expression of values rather than an instrument for action. From this point of view, linking budgeting to a cultural context means looking at which symbols, what language and which values are represented in particular budget processes. Budget processes are seen as a ritual of reason, reflecting the high value which is attached to rationality in Sweden in general and in the public sector in particular. We also claim that budgeting — a language of numbers — is also a language of consensus, which permits the handling of potential conflicts without confrontation. Finally, we analyze the recurrent changes of dominant budget forms as being congruent with the culture of “reformism” which seems to typify the area in which we are interested.     

An examination of contextual factors and individual characteristics affecting technology implementation decisions in auditing

While computer-assisted audit techniques (CAATs) have the potential to increase efficiency and effectiveness of audit engagements, research in this area suggests that such techniques are under-utilized in public accounting. We propose that this condition is due to performance evaluation pressure and the use of budgets for multiple purposes, which result in the misalignment of firm and individual employee goals. We apply technology acceptance and budgeting theories to test this contention as well as potential organizational strategies for reducing the impediments to technology acceptance in the audit profession.Results from an experiment with experienced auditors suggest that firms have the ability to influence the implementation of new technology by using longer-term budget and evaluation periods and by communicating the approval of remote superiors regarding the software. In the absence of such firm interventions, the individual characteristics of the auditor (risk-aversion and perceptions of budgetary pressure) determine implementation decisions. Specifically, risk-seeking individuals are more likely to implement technology regardless of budget pressure perception, but for risk-averse individuals the decision to implement is positively related to perceived budget pressure.     

Budget Development and Use in Small‐ and Medium‐Sized Enterprises: A Field Investigation

We examine the process by which operating budgets are developed and how they are used for control, evaluation, and reward purposes in small‐ and medium‐sized enterprises (SMEs). SMEs (i.e., fewer than 500 employees) represent the dominant organizational form in North America but surprisingly little research has examined how these companies develop and use management controls. Our study focuses on a key element of the management control system, operating budgets, because prior research on SMEs indicates this as an important and commonly used control tool in such companies. Prior research on budgeting practices, while extensive, has almost exclusively examined larger companies. We conduct in‐depth field interviews at 12 participating SMEs to address four theory‐based research questions intended to provide insights regarding the development and use of budgets by SMEs. Our first question examines how budgets are developed, top‐down versus collaborative. Our second, third, and fourth research questions examine, respectively, whether budgets are used tightly or loosely for results control, performance evaluation, and reward purposes. As a first step in providing a deeper understanding of budget development and use in SMEs, our results have implications for practice, theory development, and management accounting education.     

Budgeting in Catholic Parishes: An Exploratory Study

In this paper an aspect of accounting, namely budgeting, has been studied in an organizational context. According to Booth (1993) churches represent 'extreme cases' in which to study the impact of accounting. Following on from Laughlin (1988) Booth considered the sacred and secular divide to be a significant element in the use of accounting by church organizations. The parishes of the Catholic Archdiocese of Melbourne form the context of this study in which evidence is sought for the sacred and secular divide by studying the role of budgeting in the parish. Questions were asked regarding participation in the budgetary process and the development and use of the budget. It was found that there was little consultation or participation in the budgetary process and that the use of the budget was restricted. These findings suggest that the sacred and secular divide operates at the parish level.     

Budgeting practices and performance in small healthcare businesses

We present evidence linking primary healthcare business characteristics, budgeting practices, and business performance. Based on a sample of 144 responses from a survey of members of the Australian Association of Practice Managers (AAPM), we find that factors identified by contingency-based research are useful for predicting a business's budgeting practices. Specifically, we find the adoption of written budgets to be related to size and structure, and for businesses using written budgets, the extent of use is related to business structure, strategy and perceived environmental uncertainty. Finally, we find evidence of a relationship between budgeting practice and performance. Here, we initially find a business's performance to be positively associated with the use of written budgets. More refined tests of the “fit” between business contingency factors and extent of operating budget use then provide evidence of a positive association between the extent of “fit” and performance.     

Vertical information sharing in the budgeting process

This study develops a model of vertical information sharing between superior and subordinate in the budgeting process. Upward information sharing involves the revelation of private information by subordinate to superior. Its proposed antecedents are budget participation and organizational commitment while job performance is a proposed outcome. Downward information exchanges from superior to subordinate are also examined by including role ambiguity in the model. Survey results suggest that vertical information sharing is an important intervening variable in understanding the performance effects of budget participation and organizational commitment.     

Challenging the NPM Ideas About Performance Management: Selectivity and Differentiation in Outcome‐Oriented Performance Budgeting

This paper shows how the performance budget of a local government organization, in this case a province in the Netherlands, can be attuned to the specific task characteristics of the programmes in these budgets. Three ways of alignment are suggested: differentiating between standardized and complex programmes; focussing on the politically most relevant programmes in order to avoid information overload; and distinguishing between the types of performance information in terms of the role of the province in the programme (facilitator versus executor) and the stage in the policy making cycle (policy development, policy elaboration or policy execution). These suggestions challenge the generally straightforward NPM rationale of performance budgeting, in which standardized outputs are directly related to resources. Our empirical research shows on the one hand that the redesigned programme budget based on the above principles received substantial approval of its users, i.e., the provincial councillors. On the other hand, as regards the use of this programme budget the picture is rather diffuse, i.e., the majority of the councillors indicate that they use the information rather intensively, but its formal use in official Council and Council committee meetings remains limited.     

Discrepancies between the roles of budgeting

Based on a number of recent empirical investigations of budgeting in Sweden, the paper emphasises the importance of considering the different linguistic and expressive components of budgeting in organizations. A number of such expressions of the budgetary role are outlined. Consideration is given to their different organizational contexts and, in an attempt to better appreciate their simultaneous contemporary functioning, their historical development. Both the organizational and research implications of such an expressive analysis of budgeting are emphasised in the conclusion.     

The effect of performance feedback on prior budgetary participative research using survey methodology: An empirical study

Prior research examining the relation between budgetary participation and job performance explicitly or implicitly posits budgetary participation and intervening variables such as role ambiguity, motivation, job satisfaction, and job-relevant information as independent variables; job performance as the dependent variable. However, these studies are often based on correlated data in which the direction of causation is unknown. This paper uses attribution theory to examine whether job performance affects perceptions of budgetary participation and/or intervening variables (e.g. role ambiguity). Using a laboratory experiment and multivariate analysis of variance (MANOVA), the findings of this study show that knowledge of performance, obtained through performance evaluations and/or external cues, affects individuals’ perceptions regarding budgetary participation, job satisfaction, role ambiguity, motivation, and job-relevant information. The results of the study may undermine correlations between self-reported data on individual characteristics (e.g. motivation) and performance data, as well as correlations between self-reported data on organizational variables (e.g. budgetary participation) and performance data. The study provides suggestions how researchers could overcome problems associated with causal directions in future budget participation studies that link self-reported individual and organizational characteristics to job performance.     

An exploratory study of operational reasons to budget

Budgets are used widely but criticized, mainly for performance evaluation reasons. We find that organizations regard budgets as more important for planning and control than evaluation, thus proposing a rationale for their continued use irrespective of evaluation‐based criticisms. This finding is also important, because most extant budget research focuses on evaluation, suggesting a potential disconnect between budget research and practice. We also find that rolling forecasts are used in tandem with the annual budget in most organizations, and for the same reasons. This was unexpected, as coexistence suggests their adoption for different reasons.     

关于绩效预算与零基预算相结合的预算方法体系的思考

零基预算作为一种有效的财政预算编制模式,在许多西方发达国家得到广泛应用.近几年我国也开始试行零基预算,取得了一定成效,但也存在很多不足.本文首先论述了零基预算编制模式以及它在我国实践当中所面临的问题;接着阐述了绩效预算的涵义及其优势;最后指出建立以零基预算与绩效预算相结合的预算方法体系,对零基预算在我国的运行以及发挥财政预算的控制、评估、监督作用具有重要意义.     

高校预算管理转型研究

本文将我国高校现行预算管理模式概括为依附型预算管理,并结合政府管理体制和高校预算管理的实际,分析了依附型预算管理的各种现实表现及其弊端,在此基础上,提出了解决的根本出路在于尽快由依附型向以实现高校可持续发展的自主发展型预算管理转型,并从预算管理对象的内容特性、预算管理理念更新、多层次预算管理原则设计、预算编制方法创新、预算管理机构设置、预算管理程序规范设计等方面,勾勒出了自主发展型预算管理模式的基本架构。     

论政府机关绩效预算的战略与战术

文章借鉴“6S战略管理体系”探讨政府机关绩效预算的战略模型,从预算编制、批复、执行、决算与评价的具体过程谈论政府机关绩效预算的战术,通过战略与战术的呼应与对接,实现政府机关绩效预算的有序与高效。     

论中国政府预算管理改革的优先序--兼议绩效预算在中国的适用性

绩效预算是西方国家实践证明了的先进的预算管理模式。但绩效预算的实行需要社会相关制度环境的配套。中国目前尚不具备实施绩效预算的基本条件。中国预算制度改革的当务之急是建立控制取向的预算管理模式,解决财务合规性问题。待相关条件具备后,再选择绩效预算管理模式。     

Managing budget emphasis through the explicit design of conditional budgetary slack

Budgetary slack plays an important role in the functioning of budgets in organizations. While theory has found negative as well as positive elements associated with its presence, the empirical literature has interpreted it as being dysfunctional to organizations. In this paper, we present empirical evidence on how a company purposefully budgeted additional financial resources with a motivation intention (Lukka. Budgetary biasing in organizations: Theoretical framework and empirical evidence. Accounting, Organizations and Society 13 (1998) 281–302) to facilitate the managers’ task in achieving the goals of the company. Using quantitative and qualitative data from four logistic sites of a disk drive manufacturer for 24 months, we examine how the company accepted more slack as the demand on business processes increased and goals other than budget targets––in particular, service quality––became harder to achieve. By allowing this practice, headquarters made it clear to local managers that product quality and service were at least as important as meeting budget objectives. We also find that not only was budgetary slack purposefully built during the budgeting process but also in the budgeting system itself through the underlying cost accounting assumptions. The results of this paper provide empirical evidence on the positive aspects of budgetary slack and on the role of cost accounting models used in the budgeting system to facilitate managerial work.     

NPM REFORMS AND THE PERCEPTION OF BUDGET BY HOSPITAL CLINICIANS: LESSONS FROM TWO CASE‐STUDIES

This paper investigates how clinicians perceive managerial budgeting and how this affects clinical practice. To this end, case‐studies were conducted involving two Italian public hospitals. The results show that clinicians' commitment to organizational objectives was strongly enhanced by the use of the budget as a means to evaluate and reward clinicians' performance. One of the main lessons learned from this study is that aligning existing institutions to organizational objectives is the only way forward for effective reform implementation. Consequently, the challenge for future reforms is to deal with the search of balance between efficiency goals and existing institutions.     

Managerial attitude,motivation and the effectiveness of budget participation

This study empirically examined the effect of budget participation on managerial performance using a contingency theory approach. Contingent variables investigated included managerial attitude (towards their job and company) and motivation (to work). The results indicated that both variables moderated the effect of budget participation. Specifically, participation in the budgeting process by managers who reported a more favourable attitude or motivation, was associated with improved performance; whereas participation by managers exhibiting a less favourable attitude or motivation, was associated with hampered performance. These results support the fundamental argument that an organization may be better off following a budgeting style (participative or non-participative) that is congruent with its employee attitude and motivation.