This article aims to analyze the mediating cognitive effects of vertical information sharing in the budgeting process on the relationship between budgetary participation and managerial performance. The behavioral literature in the area of accounting has diverged regarding the cognitive effects of budgetary participation on managerial performance. Evidence found in this literature reveals that there are possible intervening variables in this relationship that may influence the cognitive effects of participation on performance. Considering that budgetary participation can affect the cognition and performance of individuals at work, it is relevant to analyze the budget management practices adopted by organizations and the effects they have on individuals with budgetary responsibilities. The evidence found shows that an organization’s budgetary configuration influences the way information sharing will occur and will consequently have cognitive effects on managerial performance. This descriptive study was conducted by collecting data and employing a quantitative approach to analyze them, using structural equations modeling. The research sample comprised 316 respondents with budgetary responsibilities who carry out the role of controller, controlling manager, or controlling coordinator in Brazilian companies. The results show that budgetary participation positively influences vertical information sharing, which presented a positive influence on managerial performance. Vertical information sharing results from cognitive effects of budgetary participation. Higher levels of vertical information sharing are reflected in lower role ambiguity and better managerial performance. Even if individuals with budgetary responsibilities perceive the existence of information asymmetry in the work environment, its effects on performance are not significant. These results contribute to understanding the mediating cognitive effects of information sharing on the relationship between participation and performance, revealing that the effects of participation on performance may not occur based on a simple causality relationship, but instead based on certain conditioning factors.
Objective: the purpose of this paper is to investigate the effects of budget participation on management attitudes, job satisfaction, and managerial performance of controllers of Brazilian companies. Methodology: a descriptive, survey, and quantitative research was conducted from a sample of 316 individuals with budgetary responsibility. Results: the results indicated that budgetary participation directly and positively influences managerial attitudes toward budgeting, job satisfaction, and controllers’ performance in budget activities. Indirect relationships revealed that managerial attitudes toward budget and job satisfaction mediate the relationship between budgetary participation and managerial performance. It was found that budgetary participation positively influences the level of use of the budget for the purposes of performance evaluation and contributes to the development of budgetary knowledge of managers. Conclusion: the budgetary participation is responsible for important consequences on the attitudes and performance of these professionals. From a managerial point of view, it is essential to understand how the budgeting process can influence the attitudes, satisfaction, and performance of controllers in the budgeting context, since after this understanding, the managerial functions can be improved.
Purpose -This study investigates the intervening effects of job involvement, managerial attitudes, and information sharing in the relationship between the budget participation and managerial performance of controllers of companies operating in Brazil.Design/methodology/approach -Descriptive research was performed through a survey with 318 respondents with budgetary responsibility in companies operating in Brazil. The individuals participating in the study carry out the role of controller, controller manager, or controller coordinator. The theoretical relations investigated in this research were tested using the structural equation modeling technique.Findings -The results showed that budget participation positively influences job involvement, which showed a direct and indirect influence on managerial performance, mediated by managerial attitudes. Job involvement influences controllers' managerial attitudes and their willingness to share information with superiors. However, vertical information sharing does not have a direct influence on managerial performance.Originality/value -The aim is to contribute to the existing knowledge related to this subject, by providing evidence of the effects of controllers' budgetary participation on their job involvement. The expectation is to produce evidence of the direct and indirect effects of involvement in the relationship between budget participation and managerial performance, mediated by managerial attitudes towards the budget and the willingness to share information with superiors.
Este estudo investiga os motivos pelos quais superiores incentivam a participação do subordinado nos processos orçamentários de empresas industriais sediadas no Brasil, mediante análise dos efeitos de antecedentes a participação orçamentária: estilo de liderança, assimetria da informação e uso avaliativo do orçamento. Pesquisa descritiva foi realizada mediante levantamento, com aplicação de questionário em amostra de 106 gerentes, analistas, coordenadores de orçamento ou controllers, e análise quantitativa dos dados, com auxílio de Modelagem de Equações Estruturais. Os resultados revelaram que superiores encorajam a participação dos subordinados quando o estilo de liderança do superior é considerado. Os motivos pelos quais os superiores incentivam esta participação estão relacionados a: obtenção de informações privadas de conhecimento de gestores subordinados; e, definição de objetivos e metas orçamentárias para avaliação de desempenho. Nem todos os antecedentes testados foram confirmados no contexto de atuação das empresas sediadas no Brasil, o que abre perspectivas a realização de novos estudos sobre o tema. Concluiu-se que estilo de liderança, uso avaliativo do orçamento e incentivo a participação orçamentária constituem-se antecedentes a participação dos gestores subordinados nos processos orçamentários de suas organizações. Estes achados permitem compreender o papel do líder nas organizações, a importância da utilização de metas orçamentárias para avaliação de desempenho dos subordinados e o incentivo à participação como recurso para qualificação dos processos orçamentários.
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