2013
DOI: 10.1016/j.cpa.2013.08.003
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Budgetary governance and accountability in public sector organisations: An institutional and critical realism approach

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Cited by 56 publications
(59 citation statements)
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“…However, recent studies reveal that the characteristics of the discourse of corporate risk management may not be adopted holistically across the public sector because the public‐sector operates under a different organisational context from the corporate sector. Much of this is due to public‐sector agencies undergoing change in their management cultures from public‐sector managerialism to corporate managerialism, the values of which are in tension with each other (English ; Mutiganda ). It is argued that under these circumstances, it is overly simplistic to assume that a corporate control mechanism such as risk management could be similarly adopted and diffused in the public sector without any problems (Woods ).…”
Section: Introductionmentioning
confidence: 99%
“…However, recent studies reveal that the characteristics of the discourse of corporate risk management may not be adopted holistically across the public sector because the public‐sector operates under a different organisational context from the corporate sector. Much of this is due to public‐sector agencies undergoing change in their management cultures from public‐sector managerialism to corporate managerialism, the values of which are in tension with each other (English ; Mutiganda ). It is argued that under these circumstances, it is overly simplistic to assume that a corporate control mechanism such as risk management could be similarly adopted and diffused in the public sector without any problems (Woods ).…”
Section: Introductionmentioning
confidence: 99%
“…As the number of uses of contingency theory is significant, we separate contingency theory from organizational theory for accuracy purposes. 2015Becker, 2014Becker, Jagalla, and Skaerbaek, 2014Boitier and Riviere, 2013Brownell, 1985Bruns Jr. and Waterhouse, 1975Bryer, 2014Covaleski and Dirsmith, 1983Covaleski and Dirsmith, 1988Covaleski, Dirsmith, and Jablonsky, 1985Covaleski, Dirsmith, and Weiss, 2013 de Waal, Hermkens-Janssen, and de Ven, 2011 Edwards, Ezzamel, and Robson, 1999Edwards, Ezzamel, and Robson, 2005Edwards, Ezzamel, Robson, and Taylor, 1996Elmassri and Harries, 2011Ezzamel, Robson, and Stapleton, 2012Ezzamel, Hyndman, Johnsen, Lapsley, and Pallot, 2007Ezzamel, Hyndman, Johnsen, and Lapsley, 2014Fowler, 2009Frow, Marginson, and Ogden, 2010Goddard, 2004Gooneratne and Hoque, 2016 Henttu-Aho and Järvinen, 2013 Hyvonen and Jarvinen, 2006Joensson, 1982Kuruppu, Adhikari, Gunarathna, Perera, and Karunarathna, 2016Lapsley and Rios, 2015Lukka, 1988Marginson, 1999Mutiganda, 2013Parker, 2002Pettersen, 2001Preston, Cooper, and Coombs, 1992 (The table is continued on the next page.) the 1970s.…”
Section: Sociology-based Budgeting Research With Theorymentioning
confidence: 99%
“…However, little is known about the effectiveness of these financial management tools in regulating the use of resources by ALBs in a climate of fiscal stress, and where there may be considerable divergence between the intentions of centrally imposed policy and the realities of implementation in diverse institutional settings with traditionally high degrees of autonomy (Mutiganda, ). What factors influence this effectiveness?…”
Section: The Delegated Finance Problemmentioning
confidence: 99%
“…The growth of governmental regulation of expenditure by ALBs is the key way in which governments have attempted to address the delegated finance problem, implementing financial management tools which more closely regulate the expenditure of ALBs while retaining the autonomy of ALBs to deliver policy objectives. 1 However, little is known about the effectiveness of these financial management tools in regulating the use of resources by ALBs in a climate of fiscal stress, and where there may be considerable divergence between the intentions of centrally imposed policy and the realities of implementation in diverse institutional settings with traditionally high degrees of autonomy (Mutiganda, 2013). What factors influence this effectiveness?…”
Section: The Delegated Finance Problemmentioning
confidence: 99%