2016
DOI: 10.1108/s1479-351220160000031007
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Budgeting for Transactional Control: The Case of a Russian Oil Company Subsidiary

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Cited by 2 publications
(1 citation statement)
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“…Despite all the criticisms made of the budget during the last decades, this instrument remains fundamental in a company's management control system (Panteleeva, 2016;Zor et al, 2018;González et al, 2016), maintaining a privileged place in managerial practice. These fulfill the budget management cycle, which requires planning -budget development, control -variance analysis, and feedback -corrective action (Messer, 2020;González et al, 2016).…”
Section: Literature Reviewmentioning
confidence: 99%
“…Despite all the criticisms made of the budget during the last decades, this instrument remains fundamental in a company's management control system (Panteleeva, 2016;Zor et al, 2018;González et al, 2016), maintaining a privileged place in managerial practice. These fulfill the budget management cycle, which requires planning -budget development, control -variance analysis, and feedback -corrective action (Messer, 2020;González et al, 2016).…”
Section: Literature Reviewmentioning
confidence: 99%