Relationship of Budgetary Slack With Participation and Emphasis on Budget and Information Asymmetry

Buzzi, Danielle Melissa; Santos, Vanderlei dos; Beuren, Ilse Maria; Faveri, Dinorá Baldo de

doi:10.4270/ruc.2014101

Cited by 7 publications

(13 citation statements)

References 19 publications

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“…In the second case, the budget is simply prepared as a percentage of the previous period. Buzzi et al (2014) analyze the information asymmetry in the budget process, indicating that managers in reality have influence on the final amount established, possibly by establishing a budget slack. In this same line, Leahy (2002) describes the most common pitfalls in preparing budgets that should be avoided: top-down budgeting; acquisition of computer programs that do not meet the firm's needs; and promises of bonuses that can generate manipulation of results (such as by setting lowball estimates that are easy to surpass).…”

Section: Importance Of the Budget To Companiesmentioning

confidence: 99%

“…Merchant (2007) took a different approach and studied the effect of budget models and behavioral influences on management behavior and performance. In turn, Buzzi et al (2014) included information asymmetry of managers as an element of budget slack. From a more behavioral perspective, Hainzemann & Lavarda (2011) carried out a theoretical study relating organizational culture and the budget planning and control process.…”

Section: Introductionmentioning

confidence: 99%

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Operating cost budgeting methods: quantitative methods to improve the process

Silva

Fortunato

Bastos

2016

Prod.

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Operating cost forecasts are used in economic feasibility studies of projects and in budgeting process. Studies have pointed out that some companies are not satisfied with the budgeting process and chief executive officers want updates more frequently. In these cases, the main problem lies in the costs versus benefits. Companies seek simple and cheap forecasting methods without, at the same time, conceding in terms of quality of the resulting information. This study aims to compare operating cost forecasting models to identify the ones that are relatively easy to implement and turn out less deviation. For this purpose, we applied ARIMA (autoregressive integrated moving average) and distributed dynamic lag models to data from a Brazilian petroleum company. The results suggest that the models have potential application, and that multivariate models fitted better and showed itself a better way to forecast costs than univariate models.

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Section: Importance Of the Budget To Companiesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Operating cost budgeting methods: quantitative methods to improve the process

Silva

Fortunato

Bastos

2016

Prod.

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“…The budget is one of the widely researched topics in managerial accounting (Luft & Shields, 2003), and budget participation is an emerging theme in the behavioral approach to accounting (Birnberg, Luft & Shields, 2006). According to Covaleski et al (2006) and Buzzi, dos Santos, Beuren & de Faveri (2014), researchers have noted the importance of the budget and have conducted research related to the topic, but the results have been conflicting. In this context, the purpose of this study is to evaluate the relationship between leadership style, the incentive to budget participation and budgetary participation of controllers with budgetary responsibility in companies operating in Brazil.…”

Section: Introductionmentioning

confidence: 99%

Relationship between leadership style, encouragement of budgetary participation and budgetary participation

2019

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ABSTRACT This study analyzes the relationship between leadership style, encouragement of budgetary participation and budgetary participation of controllers operating in Brazil. A descriptive research, with a quantitative approach, was performed with 316 controllers with budgeting responsibilities in companies operating in Brazil. The findings show a strong relationship between the leadership style and the encouragement of involvement in the budgeting process. However, no direct relationship was found between the leadership style and the budgetary participation. In turn, a positive statistically significant relationship was found between the encouragement of budgetary participation and budgeting participation. The research study concludes that the leadership style can enhance subordinates’ involvement in budgeting through the encouragement of budgetary participation.

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“…Apesar da assimetria ter sido tratada como um antecedente da participação em diversos estudos, como Pope (1984), Shields e Young (1993), Shields e Shields (1998), Fisher, Frederickson e Peffer (2002) e Kyj e Parker (2008) ou ter sua relação com a participação investigada nos trabalhos de Christensen (1982), Baiman e Evans (1983), Penno (1984), Young (1985), Dunk (1993), Lavarda e Almeida (2013), Zonatto e Lavarda (2013) e Buzzi et al (2014), os resultados sobre esta relação têm sido conflitantes e inconclusivos. No contexto brasileiro, enquanto Zonatto e Lavarda (2013) encontraram uma relação negativa entre participação orçamentária e assimetria de informação, Lavarda e Almeida (2013) encontraram evidências opostas, indicando que a participação orçamentária não foi suficiente para reduzir os níveis de assimetria informacional naquele estudo.…”

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Estilo de liderança, assimetria de informação e uso avaliativo do orçamento constituem-se antecedentes a participação orçamentária?

Lunardi¹,

Degenhart²,

Zonatto³

2019

R. Contemp. Contab.

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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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Relationship of Budgetary Slack With Participation and Emphasis on Budget and Information Asymmetry

Cited by 7 publications

References 19 publications

Operating cost budgeting methods: quantitative methods to improve the process

Operating cost budgeting methods: quantitative methods to improve the process

Relationship between leadership style, encouragement of budgetary participation and budgetary participation

Estilo de liderança, assimetria de informação e uso avaliativo do orçamento constituem-se antecedentes a participação orçamentária?

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