Abstract Rooted in contingency theory, this study puts forth propositions stating (1) that superiors of business units which face higher environmental uncertainty will use a more subjective performance appraisal approach whereas superiors of business units which face lower environmental uncertainty will use a more formula-based performance evaluation approach, and (2) that a stronger fit between environmental uncertainty and performance evaluation style would be associated with higher business unit performance. Findings from 58 business units in eight Fortune 500 firms provide strong support to both sets of these propositions.

Appropriateness of accounting data in performance evaluation: an empirical examination of...

https://oem.bmj.com/content/oemed/26/3/249.2.full.pdf

Questionnaire Design and Attitude Measurement

This chapter is concerned with the ways in which organizational structure can act as a means of influencing and controlling the behaviour of the individuals who work within it. This is the subject matter of organizational theory, so the first part of the chapter reviews its development. It is found that no coherent overall theory of organizational design exists, rather organizational theory consists of a series of different yet related insights which have emerged over a period of several decades.

The design of organizations

This paper presents evidence that accounting (or flow-of-funds) macroeconomic models helped anticipate the credit crisis and economic recession. Equilibrium models ubiquitous in mainstream policy and research did not. This study traces the intellectual pedigrees of the accounting approach as an alternative to neo-classical economics, and the post-war rise and decline of flow-of-funds models in policy use. It includes contemporary case studies of both types of models, and considers why the accounting approach has remained outside mainstream economics. It provides constructive recommendations on revising methods of financial stability assessment and advocates an ‘accounting of economics’.

Understanding financial crisis through accounting models

Cost Management: Strategies for Business Decisions

This article examines how corporate reliance on budgets is affected by major changes in the economic environment. We combine survey and archival data from the economic crisis that began in 2008. The results indicate that budgeting became more important for planning and resource allocation but less important for performance evaluation in companies affected more strongly by the 2008 economic crisis. Additional evidence from interviews and data gathered in a focus group further illustrate these results and show the changes organizations have introduced to respond to the economic crisis. Taken together, and contrary to more general conclusions from the literature such as an overall increase or decrease in the importance of budgeting, we find that companies emphasize certain budgeting functions over others during economic crises.

Budgeting in Times of Economic Crisis

This paper examines how corporate reliance on budgets is affected by major changes in the economic environment. We combine survey and archival data from the economic crisis that began in 2008. The results indicate that, as a result of the economic crisis, budgeting became more important for planning and resource allocation but less important for performance evaluation. Additional evidence from interviews and data gathered in a focus group further illustrate these results and show the changes organizations have introduced to respond to the economic crisis. Taken together, and contrary to more general conclusions from the literature such as an overall increase or decrease in the importance of budgeting, we find that companies emphasize certain budgeting functions over others during economic crises.

Mario Thaten

Papers

Budgeting in Times of Economic Crisis

Budgeting in Times of Economic Crisis

Budgeting in Times of Economic Crisis