Advertisement

Beyond Budgeting

  • Vassili Joannidès de Lautour
Chapter

Abstract

This chapter totally departs from conventional management accounting textbooks and research by discussing a credible alternative to the Master Budget: Beyond Budgeting. Under this purview, this chapter builds upon Hope and Fraser’s and the Beyond Budgeting RoundTable’s work to expose the main intrinsic critiques addressed to the Master Budget deemed incapable of playing its alleged roles. These are discussed and resituated in their historical context, which naturally leads to understanding the rise and spread of the Beyond Budgeting philosophy: a project-based management where everything should proceed from strategy, not from a budgetary constraint. Rather, strategy should determine operations, which, in turn, determine the necessary funding and controls.

Keywords

Beyond budgeting Rolling forecasts Business plan Project management Performance 

Bibliography

  1. Abbott, M., & Doucouliagos, C. (2009). Competition and efficiency: Overseas students and technical efficiency in Australian and New Zealand universities. Education Economics, 17(1), 31–57.CrossRefGoogle Scholar
  2. Abernethy, M. A., & Brownell, P. (1999). The role of budgets in organizations facing strategic change: An exploratory study. Accounting, Organizations and Society, 24(3), 189–204.Google Scholar
  3. Abernethy, M. A., & Stoelwinder, J. U. (1991). Budget use, task uncertainty, system goal orientation and subunit performance: A test of the [‘]Fit’ hypothesis in not-for-profit hospitals. Accounting, Organizations and Society, 16(2), 105–120.Google Scholar
  4. Abrahamsson, P., Oza, N., & Bunce, P. G. (2010). How the beyond budgeting management model enables lean thinking and the agile organization. In W. Aalst, J. Mylopoulos, N. M. Sadeh, M. J. Shaw, & C. Szyperski (Eds.), Lean enterprise software and systems (Vol. 65, pp. 153–153). Berlin Heidelberg: Springer.Google Scholar
  5. Anthony, R. N. (1965). Planning and control systems: A framework for analysis. Boston: Harvard Business School Publishing.Google Scholar
  6. Argyris, C. (1952). The impact of budgets on people. New York: School of Business and Public Administration, Cornell Unviersity Press.Google Scholar
  7. Argyris, C., & Schön, D. (1996). Organizational learning II: Theory, method and practice. Reading, MA: Addison Wesley.Google Scholar
  8. Arnold, P. J. (2009). Global financial crisis: The challenge to accounting research. Accounting, Organizations and Society, 34(6–7), 803–809.CrossRefGoogle Scholar
  9. Banker, R., Chang, H., & Pizzini, M. (2004). The balanced scorecard: Judgmental effects of performance measures linked to strategy. The Accounting Review, 79(1), 1–23.CrossRefGoogle Scholar
  10. Barrett, M. E., & Fraser, L. B. (1977). Conflicting roles in budgeting for operations. Harvard Business Review, 55(Juin-juillet), 136–147.Google Scholar
  11. BBRT. (2009a). Binding people to a compelling purpose and clear values. Report for Beyond Budgeting RoundTable, London.Google Scholar
  12. BBRT. (2009b). Decentralization: How to do it effectively. Report for Beyond Budgeting RoundTable, London.Google Scholar
  13. BBRT. (2009c). Getting more value from benchmarking. Report for Beyond Budgeting RoundTable, London.Google Scholar
  14. BBRT. (2009d). Getting more value from outsourcing and offshoring. Report for Beyond Budgeting RoundTable, London.Google Scholar
  15. BBRT. (2009e). How to go Beyond Budgeting. Report for Beyond Budgeting RoundTable, London.Google Scholar
  16. BBRT. (2009f). How to go improve strategic planning. Report for Beyond Budgeting RoundTable, London.Google Scholar
  17. BBRT. (2009g). How to rethink performance appraisals. Report for Beyond Budgeting RoundTable, London.Google Scholar
  18. BBRT. (2009h). How to stretch goals. Report for Beyond Budgeting RoundTable, London.Google Scholar
  19. BBRT. (2009i). How to use KPIs to know where you are today. Report for Beyond Budgeting RoundTable, London.Google Scholar
  20. BBRT. (2009j). Measure process flow & variation rather than budgets and people. Report for Beyond Budgeting RoundTable, London.Google Scholar
  21. BBRT. (2009k). Releasing the power of self-managed teams. Report for Beyond Budgeting RoundTable, London.Google Scholar
  22. BBRT. (2009l). Rethinking incentive compensation. Report for Beyond Budgeting RoundTable, London.Google Scholar
  23. BBRT. (2009m). Transparency is the new control system. Report for Beyond Budgeting RoundTable, London.Google Scholar
  24. BBRT. (2009n). Why you should move to target and value stream costing. Report for Beyond Budgeting RoundTable, London.Google Scholar
  25. Becker, S. (2014). When organizations deinstitutionalize control practices: A multiple-case study of budget abandonment. European Accounting Review, 23(4), 593–623.CrossRefGoogle Scholar
  26. Becker, S., Messner, M., & Schäffer, U. (2009). The evolution of a management accounting idea: The case of Beyond Budgeting. Paper presented at the 3rd Management Accounting as Social and Organisational Practice workshop, City, 25–26 March.Google Scholar
  27. Berland, N., & Boyns, T. (2002). The development of budgetary control in France and Britain from the 1920s to the 1960s: A comparison. European Accounting Review, 11(2), 329–356.CrossRefGoogle Scholar
  28. Berland, N., & Chiapello, E. (2009). Criticisms of capitalism, budgeting and the double enrolment: Budgetary control rhetoric and social reform in France in the 1930s and 1950s. Accounting, Organizations and Society, 34(1), 28–57.CrossRefGoogle Scholar
  29. Berland, N., Levant, Y., & Joannidès, V. (2010). Rhetorics and the fate of budgeting. Paper presented at the Asia-Pacific Interdisciplinary Research in Accounting conference, City.Google Scholar
  30. Bezemer, D. J. (2010). Understanding financial crisis through accounting models. Accounting, Organizations and Society, 35(7), 676–688.CrossRefGoogle Scholar
  31. Bhimani, A., Gosselin, M., & Ncube, M. (2005). Strategy and activity based costing: A cross national study of process and outcome contingencies. International Journal of Accounting, Auditing and Performance Evaluation, 2(3), 187–205.CrossRefGoogle Scholar
  32. Bogsnes, B. (2008). Implementing Beyond Budgeting: Unlocking the performance potential. London: Wiley and Sons.Google Scholar
  33. Bonner, S. E., & Sprinkle, G. B. (2002). The effects of monetary incentives on effort and task performance: Theories, evidence, and a framework for research. Accounting, Organizations and Society, 27(4–5), 303–345.CrossRefGoogle Scholar
  34. Bouty, I. (2000). Interpersonal and interaction influences on informal resource exchanges between R&D researchers across organizational boundaries. Academy of Management Journal, 43(1), 50–65.Google Scholar
  35. Bowman, C., & Toms, S. (2010). Accounting for competitive advantage: The resource-based view of the firm and the labour theory of value. Critical Perspectives on Accounting, 21(3), 183–194.CrossRefGoogle Scholar
  36. Bradley, J. (2008). Management based critical success factors in the implementation of enterprise resource planning systems. International Journal of Accounting Information Systems, 9(3), 175–200.CrossRefGoogle Scholar
  37. Brownell, P. (1983). Leadership style, budgetary participation and managerial behavior. Accounting, Organizations and Society, 8(4), 307–321.CrossRefGoogle Scholar
  38. Cegos, (1953). Le Contrôle Budgétaire, 6 Expériences Françaises. Paris: Hommes et techniques.Google Scholar
  39. Célérier, L., & Botey, L. E. C. (2015). Participatory budgeting at a community level in Porto Alegre: A Bourdieusian interpretation. Accounting, Auditing & Accountability Journal, 28(5), 739–772.CrossRefGoogle Scholar
  40. Chottiyanon, P., & Joannidès De Lautour, V. (2018). Management accountants—From beancounters to business partners. London: Palgrave Macmillan.Google Scholar
  41. Chow, C., Harrison, G. L., Mckinnon, J. L., & Wu, A. (1999). Cultural influences on informal information sharing in Chinese and Anglo-American organizations: An exploratory study. Accounting, Organizations and Society, 24(7), 561–582.CrossRefGoogle Scholar
  42. Courtney, R., Marnoch, G., & Williamson, A. (2009). Strategic planning and performance: An exploratory study of housing associations in Northern Ireland. Financial Accountability & Management, 25(1), 56–78.Google Scholar
  43. Covaleski, M., & Dirsmith, M. W. (1983). Budgeting as a means for control and loose coupling. Accounting, Organizations & Society, 8, 323–340.CrossRefGoogle Scholar
  44. Covaleski, M. A., & Dirsmith, M. W. (1986). The budgetary process of power and politics. Accounting, Organizations and Society, 11(3), 193–214.CrossRefGoogle Scholar
  45. De Haas, M., & Algera, J. A. (2002). Demonstrating the effect of the participative dialogue: Participation in designing the management control system. Management Accounting Research, 13(1), 41–69.CrossRefGoogle Scholar
  46. Dirsmith, M. W., & Covaleski, M. A. (1985). Informal communications, nonformal communications and mentoring in public accounting firms. Accounting, Organizations and Society, 10(2), 149–169.CrossRefGoogle Scholar
  47. Douglas, P. C., & Wier, B. (2005). Cultural and ethical effects in budgeting systems: A comparison of U.S. and Chinese managers. Journal of Business Ethics, 60(2), 159–174.CrossRefGoogle Scholar
  48. Doupnik, T. S., & Riccio, E. L. (2006). The influence of conservatism and secrecy on the interpretation of verbal probability expressions in the Anglo and Latin cultural areas. The International Journal of Accounting, 41(3), 237–261.CrossRefGoogle Scholar
  49. Drew, S., & Kaye, R. (2007). Engaging boards in corporate direction-setting: Strategic scorecards. European Management Journal, 25(5), 359–369.CrossRefGoogle Scholar
  50. Dubreuil, H. (1936). L’exemple De Bat’a. La Libération Des Initiatives Individuelles Dans Une Entreprise Géante. Paris: Grasset.Google Scholar
  51. Dunk, A. S. (1989). Budget emphasis, budgetary participation and managerial performance: A note. Accounting, Organizations and Society, 14(4), 321–324.CrossRefGoogle Scholar
  52. Edwards, P., Ezzamel, M., Mclean, C., & Robson, K. (2002). Budgeting and strategy in schools: The elusive link. Financial Accountability & Management, 16(4), 309–334.CrossRefGoogle Scholar
  53. Edwards, P., Ezzamel, M., Robson, K., & Taylor, M. (1996). Comprehensive and incremental budgeting in education: The construction and management of formula funding in three English local education authorities. Accounting, Auditing & Accountability Journal, 9(4), 4–37.CrossRefGoogle Scholar
  54. Efferin, S. (2002). Management control system, culture, and ethnicity: A case of Chinese Indonesian company (PhD thesis, University of Manchester, Manchester).Google Scholar
  55. Efferin, S., & Hopper, T. (2007). Management control, culture and ethnicity in a Chinese Indonesian company. Accounting, Organizations and Society, 32(3), 223–262.CrossRefGoogle Scholar
  56. Esping-Andersen, G. (1999). Social foundations of postindustrial economies. Oxford: Oxford University Press.CrossRefGoogle Scholar
  57. Ferguson, J., Collison, D., Power, D., & Stevenson, L. (2009). Constructing meaning in the service of power: An analysis of the typical modes of ideology in accounting textbooks. Critical Perspectives on Accounting, 20(8), 896–909.CrossRefGoogle Scholar
  58. Fernandez-Revuelta Perez, L., & Robson, K. (1999). Ritual legitimation, de-coupling and the budgetary process: Managing organizational hypocrisies in a multinational company. Management Accounting Research, 10, 383–407.CrossRefGoogle Scholar
  59. Flamholtz, E. G. (1983). Accounting, budgeting and control systems in their organizational context: Theoretical and empirical perspectives. Accounting, Organizations and Society, 8(2–3), 153–169.CrossRefGoogle Scholar
  60. Fleischman, R. K. (2000). Completing the triangle: Taylorism and the paradigms. Accounting, Auditing & Accountability Journal, 13, 597–623.CrossRefGoogle Scholar
  61. Fogarty, T., & Ravenscroft, S. (2000). Making accounting knowledge: Peering at power. Critical Perspectives on Accounting, 11(4), 409–431.CrossRefGoogle Scholar
  62. Freestone, O., & Mitchell, V. W. (2004). Generation Y attitudes towards E-ethics and internet-related misbehaviours. Journal of Business Ethics, 54, 121–128.CrossRefGoogle Scholar
  63. Gordon, L. A., Loeb, M. P., & Stark, A. W. (1990). Capital budgeting and the value of information. Management Accounting Research, 1(1), 21–35.CrossRefGoogle Scholar
  64. Govindarajan, V., & Gupta, A. K. (1985). Linking control systems to business unit strategy: Impact on performance. Accounting, Organizations and Society, 10(1), 51–66.CrossRefGoogle Scholar
  65. Granlund, M., & Taipaleenmki, J. (2005). Management control and controllership in new economy firms, a life cycle perspective. Management Accounting Research, 16(1), 21–57.CrossRefGoogle Scholar
  66. Greenwood, D. J., & Santos, J. L. G. (1992). Industrial democracy as process: Participatory action research in the Fagor cooperative group of Mondragon. Assen: Van Gorcum.Google Scholar
  67. Guidi, M. G. D., Hillier, J., & Tarbert, H. (2008). Maximizing the firm’s value to society through ethical business decisions: Incorporating ‘moral debt’ claims. Critical Perspectives on Accounting, 19(5), 603–619.CrossRefGoogle Scholar
  68. Hofstede, G. (1967). The game of budget control: How to live with budgetary standards and yet be motivated by them. Assen: Van Gorcum & Comp.Google Scholar
  69. Hofstede, G. (1970). The game of budget control. Operational Research Quarterly (1970–1977), 21(1), 135–136.CrossRefGoogle Scholar
  70. Hoitash, U. (2011). Should independent board members with social ties to management disqualify themselves from serving on the board? Journal of Business Ethics, 99(3), 399–423.CrossRefGoogle Scholar
  71. Holloway, D. A. (2004). Strategic planning and Habermasian informed discourse: Reality or rhetoric. Critical Perspectives on Accounting, 15(4–5), 469–483.CrossRefGoogle Scholar
  72. Hope, J. (2006). Reinventing the CFO: How financial managers can transform their roles and add value. Harvard: Harvard Business Review Press.Google Scholar
  73. Hope, J., Bunce, P., & Röösli, F. (2011). The leader’s dilemma. London: Jossey Bass.Google Scholar
  74. Hope, J., & Fraser, R. (1997). Beyond budgeting, breaking through the barrier to ‘the third wave’. Management Accounting, 75(December), 20–23.Google Scholar
  75. Hope, J., & Fraser, R. (1999a, January). Beyond budgeting: Building a new management model for the information age. Management Accounting, 77, 16–21.Google Scholar
  76. Hope, J., & Fraser, R. (1999b, April). Budgets: How to manage without them. Accounting in Business, 30–32.Google Scholar
  77. Hope, J., & Fraser, R. (1999c, March). Budgets: The hidden barrier to success in the information age. Accounting in Business, 24–26.Google Scholar
  78. Hope, J., & Fraser, R. (2003a). Beyond budgeting: How managers can break free from the annual performance trap. Boston: Harvard Business School Press.Google Scholar
  79. Hope, J., & Fraser, R. (2003b). Who needs budgets? Harvard Business Review, 81(February), 108–115.Google Scholar
  80. Hope, J., Fraser, R., & Röösli, F. (2006). The coherent model that reunites leadership thinking, management processes and information systems for sustained success in a changing world. Report for Beyond Budgeting RoundTable, London.Google Scholar
  81. Hopper, T., & Macintosh, N. (1993). Management accounting as disciplinary practice: The case of ITT under Harold Geneen. Management Accounting Research, 4(3), 181–216.CrossRefGoogle Scholar
  82. Hopwood, A. G. (2009). The economic crisis and accounting: Implications for the research community. Accounting, Organizations and Society, 34(6–7), 797–802.CrossRefGoogle Scholar
  83. Howcroft, D. (2006). Spreadsheets and the financial planning process: A case study of resistance to change. Journal of Accounting & Organizational Change, 21(3), 248–280.CrossRefGoogle Scholar
  84. Jablonsky, S. F. (1986). Discussion of “the micro dynamics of a budget-cutting process: Modes, models and structure”. Accounting, Organizations and Society, 11(4–5), 423–427.CrossRefGoogle Scholar
  85. Jeanjean, T., & Stolowy, H. (2009). Determinants of boardmembers’ financial expertise—Empirical evidence from France. The International Journal of Accounting, 44, 378–402.CrossRefGoogle Scholar
  86. Jensen, M. (1986). Agency costs of free cash flow, corporate finance, and takeovers. American Economic Review, 76(2), 329–326.Google Scholar
  87. Jensen, M. (2001a, November). Corporate budgeting is broken, let’s fix it. Harvard Business Review, 79(10), 94–101.Google Scholar
  88. Jensen, M. (2001b), Value maximization, stakeholder theory, and the corporate objective function. Journal of Applied Corporate Finance, 14(3), 8–21.CrossRefGoogle Scholar
  89. Jensen, M. (2003). Paying people to lie: The truth about the budgeting process. European Financial Management, 9(3), 379–406.CrossRefGoogle Scholar
  90. Jones, C. T., & Dugdale, D. (2002). The ABC bandwagon and the juggernaut of modernity. Accounting, Organizations and Society, 27(1–2), 121–163.CrossRefGoogle Scholar
  91. Jönsson, S. (1982). Budgetary behaviour in local government—A case study over 3 years. Accounting, Organizations and Society, 7(3), 287–304.CrossRefGoogle Scholar
  92. Joshi, R., & Dangayach, G. (2009). Activity-based costing as a tool for gaining competitive advantage: A case study. International Journal of Indian Culture and Business Management, 2(1), 47–70.CrossRefGoogle Scholar
  93. Kamuf, P. (2007). Accounterability. Textual practice, 21(2), 251–266.CrossRefGoogle Scholar
  94. Kaplan, R., & Johnson, T. (1987). Relevance lost: Rise and fall of management accounting. Boston: Harvard University Press.Google Scholar
  95. Kaplan, R., & Norton, D. (1996). The balanced scorecard: Translating strategy into action. Boston: Harvard University Press.Google Scholar
  96. Kaplan, R., & Norton, D. (2000). The strategy-focused organization: How balanced scorecard companies thrive in the new business environment. Boston: Harvard University Press.Google Scholar
  97. Kaplan, R., & Norton, D. (2006). Alignment: How to apply the balanced scorecard to corporate strategy. Boston: Harvard University Press.Google Scholar
  98. Kaplan, R., & Norton, D. (2008). Execution premium. Linking strategy to operations for competitive advantage. Boston: Harvard University Press.Google Scholar
  99. Kaye, A. S., & Pike, K. L. (1994). An Interview with Kenneth Pike. Current Anthropology, 35(3), 291–298.CrossRefGoogle Scholar
  100. Kindleberger, C. P. (1978). Manias, panics, and crashes: A history of financial crises. London: Macmillan.CrossRefGoogle Scholar
  101. Kram, K. E., & Isabella, L. A. (1985). Mentoring alternatives: The role of peer relationships in career development. Academy of Management Journal, 28(1), 110–132.Google Scholar
  102. Kreiner, G. E., Hollensbe, E. C., & Sheep, M. L. (2006). Where is the “me” among the “we”? Identity work and the search for optimal balance. Academy of Management Journal, 49(5), 1031–1057.CrossRefGoogle Scholar
  103. Krugman, P. (1992). Currencies and crises. Cambridge, MA: MIT Press.Google Scholar
  104. Krugman, P. (2009). The return of depression economics and the crisis of 2008. New York: Norton & Company.Google Scholar
  105. Krugman, P. (2013). End this depresion now! New York: Norton & Company.Google Scholar
  106. Kury, K. W. (2007). Decoupled earnings: An institutional perspective of the consequences of maximizing shareholder value. Accounting Forum, 31(4), 370–383.CrossRefGoogle Scholar
  107. Landauer, E. (1933). L’œuvre De Thomas Bat’a. Bulletin du CNOF (June), 177–185.Google Scholar
  108. Lau, C. M., Low, L. C., & Eggleton, I. R. (1997). The interactive effect of budget emphasis, participation and task difficulty on managerial performance: A cross-cultural study. Accounting, Auditing & Accountability Journal, 10(2), 175–197.CrossRefGoogle Scholar
  109. Leach-López, M., Stammerhojan, W., & Rigsby, J., Jr. (2008). An update on budgetary participation, locus of control, and the effects on Mexican managerial performance and job satisfaction. Journal of Applied Business Research, 24(3), 121–133.Google Scholar
  110. Lewitt, T. (1965). Exploit the product life cycle. Harvard Business Review, 43(November–December), 81–94.Google Scholar
  111. Libby, T., & Lindsay, R. M. (2003). Budgeting—An unnecessary evil. CMA Management, 77(Mars), 30–34.Google Scholar
  112. Libby, T., & Lindsay, R. M. (2009). Beyond budgeting or budgeting reconsidered? A survey of North-American budgeting practice. Management Accounting Research, 21(1), 56–75.CrossRefGoogle Scholar
  113. Lillard, D., & Gerner, J. (1999). Getting to the IVY League. The Journal of Higher Education, 70(6), 706–730.Google Scholar
  114. Llewellyn, S., & Walker, S. P. (2000). Household accounting as an interface activity; the home, the economy and gender. Critical Perspectives on Accounting, 11(4), 447–478.CrossRefGoogle Scholar
  115. Magner, N., Welker, R. B., & Campbell, T. L. (1995). The interactive effect of budgetary participation and budget favorability on attitudes toward budgetary decision makers: A research note. Accounting, Organizations and Society, 20(7–8), 611–618.CrossRefGoogle Scholar
  116. Major, M., & Hopper, T. (2005). Managers divided: Implementing ABC in a Portuguese telecommunications company. Management Accounting Research, 16(2), 205–229.CrossRefGoogle Scholar
  117. Marginson, D., & Ogden, S. G. (2005). Coping with ambiguity through the budget: The positive effects of budgetary targets on managers’ budgeting behaviours. Accounting, Organizations and Society, 30(5), 435–456.CrossRefGoogle Scholar
  118. Mason, C., & Stark, M. (2004). What do investors look for in a business plan?—A comparison of the investment criteria of bankers, venture capitalists and business angels. International Small Business Journal, 22(3), 227–248.CrossRefGoogle Scholar
  119. Mcdonald, L., & Robinson, P. (2009). A colossal failure of common sense: The incredible story of the collapse of Lehman Brothers. London: Ebury Press.Google Scholar
  120. Mckinley, W., Ponemon, L. A., & Schick, A. G. (1996). Auditors’ perceptions of client firms: The stigma of decline and the stigma of growth. Accounting, Organizations and Society, 21(2–3), 193–213.CrossRefGoogle Scholar
  121. Merchant, K. A., Chow, C. W., & Wu, A. (1995). Measurement, evaluation and reward of profit center managers: A cross-cultural field study. Accounting, Organizations and Society, 20(7–8), 619–638.CrossRefGoogle Scholar
  122. Miller, P., & O’leary, T. (1987). Accounting and the construction of the governable person. Accounting, Organizations and Society, 12(3), 235–265.CrossRefGoogle Scholar
  123. Miller, P., & O’leary, T. (1997). Capital budgeting practices and complementarity relations in the transition to modern manufacture: A field-base analysis. Journal of Accounting Research, 35, 257–271.CrossRefGoogle Scholar
  124. Miller, P., & O’leary, T. (2007). Mediating instruments and making markets: Capital budgeting, science and the economy. Accounting, Organizations and Society, 32(7–8), 701–734.CrossRefGoogle Scholar
  125. Molridge, S., & Player, S. (2010). Future ready—How to master business forecasting. London: Wiley.Google Scholar
  126. Montgomery, C. A., & Porter, M. E. (1991). Strategy: Seeking and securing competitive advantage. Harvard: Harvard University Press.Google Scholar
  127. Mouritsen, J. (1998). Driving growth: Economic value added versus intellectual capital. Management Accounting Research, 9(4), 461–482.CrossRefGoogle Scholar
  128. Østergren, K., & Stensaker, I. (2010). Management control without budgets: A field study of ‘beyond budgeting’ in practice. European Accounting Review, 20(1), 149–181.CrossRefGoogle Scholar
  129. Outhwaite, W. (2009). Recognition, reification and (dis)respect. Economy & Society, 38(2), 360–367.CrossRefGoogle Scholar
  130. Parker, L. D. (2001). Reactive planning in a Christian bureaucracy. Management Accounting Research, 12(3), 321–356.CrossRefGoogle Scholar
  131. Parker, L. D. (2002). Twentieth-century textbook budgetary discourse: Formalisation, normalization and rebuttal in an Anglo-Saxon environment. European Accounting Review, 11(2), 291–313.CrossRefGoogle Scholar
  132. Parker, R. J., & Kyj, L. (2006). Vertical information sharing in the budgeting process. Accounting, Organizations and Society, 31(1), 27–45.CrossRefGoogle Scholar
  133. Pfeiffer, T., & Schneider, G. (2010). Capital budgeting, information timing, and the value of abandonment options. Management Accounting Research, 21(4), 238–250.CrossRefGoogle Scholar
  134. Piderit, S. K. (2000). Rethinking resistance and recognizing ambivalence: A multidimensional view of attitudes toward an organizational change. The Academy of Management Review, 25(4), 783–794.CrossRefGoogle Scholar
  135. Player, S. (2003, March/April). Why some organizations go “Beyond Budgeting”. The Journal of Corporate Accounting & Finance, 14, 3–9.CrossRefGoogle Scholar
  136. Porter, M. E. (2002). The five competitive forces that shape strategy. Harvard Business Review, 86(1), 78–93.Google Scholar
  137. Porter, M. E. (2008). On competition. Harvard: Harvard University Press.Google Scholar
  138. Pratt, M. G., & Rosa, J. A. (2003). Transforming work-family conflict into commitment in network marketing organizations. Academy of Management Journal, 46(4), 395–418.Google Scholar
  139. Preston, A. M., Cooper, D., & Coombs, R. W. (1992). Fabricating budgets: A study of the production of management budgeting in the national health service. Accounting, Organizations and Society, 17(6), 561–593.CrossRefGoogle Scholar
  140. Quattrone, P., & Hopper, T. (2005). A ‘time-space odyssey’: Management control systems in two multinational organisations. Accounting, Organizations and Society, 30(7–8), 735–764.CrossRefGoogle Scholar
  141. Radcliffe, V. S. (2008). Public secrecy in auditing: What government auditors cannot know. Critical Perspectives on Accounting, 19(1), 99–126.CrossRefGoogle Scholar
  142. Resnik, D. B. (2003). A pluralistic account of intellectual property. Journal of Business Ethics, 46, 319–335.CrossRefGoogle Scholar
  143. Rickards, R. (2006). Beyond budgeting: Boon or boondoggle? Investment Management and Financial Innovations, 3(2), 62–76.Google Scholar
  144. Roberts, J. (1996). From discipline to dialogue: Individualizing and socialising forms of accountability. In R. Munro & J. Mouritsen (Eds.), Accountability: Power, ethos and the technologies of managing. London: International Thomson Business Press.Google Scholar
  145. Roberts, J., & Jones, M. (2009). Accounting for self interest in the credit crisis. Accounting, Organizations and Society, 34(6–7), 856–867.CrossRefGoogle Scholar
  146. Roberts, J., Sanderson, P., Barker, R., & Hendry, J. (2006). In the mirror of the market: The disciplinary effects of company/fund manager meetings. Accounting, Organizations and Society, 31(3), 277–294.CrossRefGoogle Scholar
  147. Rose, N., & Miller, P. (1992). Political power beyond the state: Problematics of government. British Journal of Sociology, 43(2), 173–205.CrossRefGoogle Scholar
  148. Sikka, P. (2009). Financial crisis and the silence of the auditors. Accounting, Organizations and Society, 34(6–7), 868–873.CrossRefGoogle Scholar
  149. Simburg, M. J., Fahlberg, R., Nguyen, S., White, H. B., Macdonald, B., Zalesov, A., … Taylor, D. (2009). International intellectual property. The International Lawyer, 43(2), 549–570.Google Scholar
  150. Simons, R. (2005). Levers of organization design: How managers use accountability systems for greater performance and commitment. Boston: Harvard University Press.Google Scholar
  151. Simons, R. (2010). Seven strategy questions: A simple approach for better execution. Boston: Harvard Business School Press.Google Scholar
  152. Simons, R., & Davila, A. (1998). How high is your return on management? Harvard Business Review, 76(1), 71–80.Google Scholar
  153. Speckbacher, G., & Wentges, P. (2012). The impact of family control on the use of performance measures in strategic target setting and incentive compensation: A research note. Management Accounting Research, 23(1), 34–46.CrossRefGoogle Scholar
  154. Spraakman, G. (2003). An assessment of the use of high-power incentives in the death of royal trust. Critical Perspectives on Accounting, 14(6), 681–704.CrossRefGoogle Scholar
  155. Stolowy, H., Baker, C. R., Jeanjean, T., & Messner, M. (2011). Information, trust and the limits of ‘intelligent accountability’ in investment decision making: Insights from the Madoff case. Paper presented at the Association Francophone de Comptabilité annual conference, City.Google Scholar
  156. Tornikoski, C. (2011). Fostering expatriates’ affective commitment: A total reward perspective. Cross-Cultural Management: An International Journal, 18(2), 214–235.CrossRefGoogle Scholar
  157. Van Der Stede, W. A. (2003). The effect of national culture on management control and incentive system design in multi-business firms: Evidence of intracorporate isomorphism. European Accounting Review, 12(2), 263–285.CrossRefGoogle Scholar
  158. Van Veen-Dirks, P. (2010). Different uses of performance measures: The evaluation versus reward of production managers. Accounting, Organizations and Society, 35(2), 141–164.CrossRefGoogle Scholar
  159. Walker, S. P., & Llewellyn, S. (2000). Accounting at home: Some interdisciplinary perspectives. Accounting, Auditing & Accountability Journal, 13(4), 425–449.CrossRefGoogle Scholar
  160. Whittle, A., & Mueller, F. (2008). Intra-preneurship and enrolment: Building networks of ideas. Organization, 15(3), 445–462.CrossRefGoogle Scholar
  161. Wildavsky, A. (1975). Budgeting: A comparative theory of budgetary processes. Boston: Brown & Co.Google Scholar

Copyright information

© The Author(s) 2018

Authors and Affiliations

  1. 1.Grenoble École de ManagementGrenobleFrance

Personalised recommendations