Beyond Budgeting - Kan ledelsesfilosofien erstatte budgetteringsprocessen?
Oversat titel
Beyond Budgeting - Can the management philosophy replace the budgeting process?
Forfattere
Andersen, Jonas ; Hansen, Andreas Hvid
Semester
4. semester
Udgivelsesår
2020
Afleveret
2020-06-02
Antal sider
92
Resumé
Specialet undersøger, om ledelsesfilosofien Beyond Budgeting kan erstatte den traditionelle budgetteringsproces. Med udgangspunkt i både praksis- og forskningslitteratur identificeres og akkumuleres centrale budgetteringsformål (“reasons-to-budget”), herunder blandt andet det rituelle formål om at levere konsistent information til ejere og andre interessenter. Derefter vurderes, i hvilken grad Beyond Budgetings principper om radikal decentralisering og adaptive processer kan udfylde disse formål, suppleret af en analyse af cases fra både konsulentorienterede og mere grundlæggende studier (bl.a. Handelsbanken, OilCo, FoodCorp og finske industrivirksomheder). På trods af begrænset empirisk evidens viser analysen, at de fleste virksomheder kun implementerer enkelte Beyond Budgeting-principper, men at selv delvis anvendelse kan imødekomme væsentlige kritikpunkter ved traditionel budgettering (ressourceforbrug, manglende agilitet og gaming). Samtidig peger resultaterne på, at visse formål – særligt interessentrapportering – i praksis fortsat kræver budgetter, og at en fuld erstatning derfor ikke altid er realistisk. Konklusionen er, at en hybrid tilgang, hvor Beyond Budgeting kombineres med elementer af traditionel budgettering, bedst kan bevare budgettets formål og samtidig imødekomme Hope & Frasers kritik, hvilket er særligt relevant i usikre omgivelser som dem, der blev tydelige under COVID-19.
This thesis examines whether the Beyond Budgeting management philosophy can replace the traditional budgeting process. Drawing on both practitioner and academic literature, it identifies and consolidates key budgeting purposes (“reasons-to-budget”), including the ritual purpose of providing consistent information to owners and other stakeholders. It then assesses how far Beyond Budgeting’s principles of radical decentralization and adaptive processes can fulfill these purposes, supported by a case analysis spanning both consulting-oriented and foundational studies (including Handelsbanken, OilCo, FoodCorp, and Finnish industrial firms). Despite limited empirical evidence, the analysis indicates that most companies adopt only a subset of Beyond Budgeting principles, yet even partial adoption can address major criticisms of traditional budgeting (resource intensity, inflexibility, and gaming). At the same time, some purposes—particularly stakeholder reporting—still tend to require budgets, making full replacement not always feasible. The thesis concludes that a hybrid approach, combining Beyond Budgeting with elements of traditional budgeting, is most effective in preserving budgeting purposes while accommodating Hope and Fraser’s critique—an insight that is especially pertinent under heightened uncertainty such as that highlighted during COVID-19.
[Dette resumé er genereret med hjælp fra AI direkte fra projektet (PDF)]
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