Deficiencies in the traditional budgeting process cause the negative behaviour of budgetary slacking

Abstract

Purpose: This study delves into the inadequacies of the traditional budgeting process and their role in instigating budgetary slacking behaviour within organisations. It aims to unveil the underlying mechanisms behind this behaviour and provides practical insights for organisational enhancement.

Design/methodology/approach: Grounded in the theory of planned behaviour, this research scrutinises the impact of attitudes, subjective norms (SN) and perceived behavioural control (PBC) on intentions related to budgetary slacking. The study employs a mixed-method approach involving literature review, case studies and surveys across various individuals in different organisations.

Findings/results: Attitudes significantly mould budgetary slacking behaviour, underscoring the importance of positive perceptions concerning the strategic value of budgeting. Subjective norms assume a pivotal role, emphasising the need to align societal pressures with objectives related to value creation. Perceived behavioural control emerges as a critical factor, highlighting the significance of autonomy and authority in decision-making. This research reinforces the shift towards agile and responsive budgeting approaches as a countermeasure to budgetary slacking.

Practical Implications: Organisations can address the flaws inherent in traditional budgeting by cultivating positive attitudes, realigning SNs and endowing practitioners with greater perceived control. This cultural shift enhances financial stability, resource allocation and strategic decision-making.

Originality/Value: This study contributes to comprehending the behavioural aspects of budgetary slacking and its repercussions on organisational performance. It advocates for a transformative shift towards agile, adaptive and value-oriented budgeting, benefiting managers, policymakers and researchers aiming to refine budgeting processes.