Bill Ryan (2006) Budgeting, the Individual and the Capital Markets: A Case of Fiscal Stress?.
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Budgetary control is a major aspect of management control and one that has undergone major shifts of emphasis in both the literature and practice in much of the later part of the 20th century. At the same time the movement from a manufacturing to a knowledge or service type environment has also been accompanied by an increasing acknowledgement of individual contribution to organisation performance. This has happened in a business context where the influence of the capital markets has impacted on the budget and other control practices of organisations. This paper draws on a detailed field study focusing on the individual and the problematic nature of budgetary control in a changing operational environment that acknowledges both the importance, internally, of the organisation members and externally, the growing influence of shareholders on business operations. From an operations viewpoint, control and accountability for results continues to move down the organisation to the level of the individual in a manner that could be said to lead to a 'performative contradiction' running counter to the ideal of a individual participatory budgeting style.
This is a Published version This version's date is: 04/2006 This item is peer reviewed
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