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Cultural and Ethical Effects in Budgeting Systems: A Comparison of U.S. and Chinese Managers

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Abstract

This study developed and tested a model of culture’s effect on budgeting systems, and hypothesized that system variables and reactions to them are influenced by culture-specific work-related and ethical values. Most organizational and behavioral views of budgeting fail to acknowledge the ethical components of the problem, and have largely ignored the role of culture in shaping organizational and individual values. Cross-cultural differences in reactions to system design variables, and in the behaviors motivated or mitigated by those variables, has implications for the design and effectiveness of budgeting systems. The data largely support our research model, demonstrating the hypothesized national cultural differences in system design variables (e.g., participation, standards tightness, budget emphasis, etc. which we characterized as the opportunity and incentives to create budgetary slack), and the expected relationship between incentives (but not opportunity) to create slack and slack creation behavior. The data demonstrate hypothesized cultural differences in ethical ideology but show ethical ideology related to slack creation behavior only for U.S. managers. A discussion of the results and their implications is included.

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Authors and Affiliations

  1. College of Business Administration, Loyola Marymount University, One LMU Drive, MS 8385, Los Angeles, CA, 90045-2659, U.S.A.

    Patricia Casey Douglas

  2. School of Business, Virginia Commonwealth University, Richmond, VA, 23284-4000, U.S.A.

    Benson Wier

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  1. Patricia Casey Douglas
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  2. Benson Wier
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Correspondence to Patricia Casey Douglas.

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Douglas, P.C., Wier, B. Cultural and Ethical Effects in Budgeting Systems: A Comparison of U.S. and Chinese Managers. J Bus Ethics 60, 159–174 (2005). https://doi.org/10.1007/s10551-004-6711-z

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