Managing in Dynamic Business Environments

Managing in Dynamic Business Environments

Between Control and Autonomy

Edited by Katarina Kaarbøe, Paul N. Gooderham and Hanne Nørreklit

This timely and innovative book focuses on budgeting control and ongoing Beyond Budgeting trends and its consequences for the organization. Ensuring an optimal balance between individual autonomy and management control is a critical challenge for organizations operating in dynamic business environments. Too much of the former leads to chaos, and too much of the latter guarantees rigidity. This book explores the tensions that arise in seeking the best possible balance between these two dimensions. Resolving these tensions is a critical challenge for achieving competitiveness.

Chapter 5: Beyond Budgeting from the American and Norwegian perspectives: the embeddedness of management models in corporate governance systems

Daniel Johanson

Subjects: business and management, corporate governance, strategic management


The Beyond Budgeting idea is receiving an increasing amount of attention, especially in the Scandinavian countries (Hansen et al., 2003; Østergren and Stensaker, 2011; Henttu-Aho and Järvinen, 2013). Simply stated, Beyond Budgeting is concerned with the dysfunctions of budgeting and proposes alternative management tools, such as relative performance measurement. Beyond Budgeting models (BB models) are not yet as widely diffused as many other management accounting and control models (MAC models), such as balanced scorecards. Nevertheless, Beyond Budgeting has spread in many different countries, as seen from the membership lists of the Beyond Budgeting Round Table (BBRT, 2011). Furthermore, its spokespersons (e.g., writers, consultants and business leaders) come from a range of countries, including the Scandinavian countries, the UK, the US and German-speaking countries. The purpose of this chapter is to explore the relationship between MAC models and corporate governance systems (CG systems) from an international, comparative perspective. The chapter uses the case of Beyond Budgeting to theorize about the links between MAC models and CG systems. Beyond Budgeting is suitable for the purpose of this study for at least two reasons.

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