Truces (re)construction at the boundaries of budgeting routines

Authors

  • Samantha Luiza de Souza Broman COPPEAD Graduate School of Business, Universidade Federal do Rio de Janeiro, Rio de Janeiro
  • Sandra Regina da Rocha-Pinto Department of IAG Business School, Pontificia Universidade Católica do Rio de Janeiro, Rio de Janeiro

DOI:

https://doi.org/10.1108/RAUSP-02-2022-0074

Keywords:

Organizational routines, Truce, Interdependencies, Budgeting, Process Perspective

Abstract

Purpose: This study aims to contribute to Routine Dynamics literature and organization process practices. The main objective is to identify different ways organizational members (re)construct truces at the boundaries of budgeting routines where (re)plannings face scarce resources and, consequently, require modifications in routines.

Design/methodology/approach: The research adopted the phenomenographic theoretical-methodological approach to investigate from a process perspective. Twenty-two professionals from 17 companies were interviewed about their experiences with budgeting. Three conceptions and six explanatory dimensions were organized systematically on a conceptual map, which provided insights for three new propositions.

Findings: Three conceptions about truce (re)construction were found: i. Authority Subjection denotes an obedient behavior towards centralized orders for budget cuttings; ii. Prudent Assimilation explains how some specific routines are preserved from resource reduction; and, iii. Participatory Interactions stand for exhaustive and participative efforts for negotiations beyond routine frontiers.

Three theoretical propositions are also presented: 1. Awareness of Systemic Complexity (ASC) may strengthen arguments for negotiations; 2. Team's Collective Configuration of Relationship Networks reinforces collective attributes; and 3. Social-Based Learning may be developed through truce (re)construction.

Research limitations: Jorgüen Sandberg, who brought the phenomenographic approach to Organization Studies in 2000, stances that it is not assured that conceptions cover all varied forms of the phenomenon.

Practical Implications: Implementing these findings in organizations may improve commitment to ecology of routines and decentralized decisions with a sense of responsibility for financial plans. 

Social Implications: Encourage transparency and ideas for cost-efficient resource use.

Originality/value: Providing advance knowledge about truce in routines while encompassing its ecology.

Downloads

Download data is not yet available.

References

Akerlind, G. (2005). Phenomenographic methods: a case illustration. In: Bowden, J. & Green, P. (Orgs.) Doing Developmental Phenomenography. Melbourne: RMIT University Press, 103-127. (Qualitative Research Methods Series.)

BCB (2019;2020). 223rd, 246th Meeting of the Monetary Policy Committee ('Copom ') of the Central Bank of Brazil Press Release. Retrieved from https://www.bcb.gov.br/en/pressdetail/2273/nota and https://www.bcb.gov.br/en/pressdetail/2436/nota

Becker, S. D., Mahlendor, F. M. D., Schäffer, U., & Thaten, M. (2016). Budgeting in times of economic crisis. Contemporary Accounting Research, v. 33, n. 4, 1489-1517.

Brandi, U. & Elkjaer, B. (2012). Organizational learning viewed from a social learning perspective. Handbook of organizational learning and knowledge management, 21-41.

Broman, S. B., Ruas, R. L., & Da Rocha-Pinto, S. R. (2019). A construção de competências coletivas na dinâmica das rotinas orçamentárias. Cadernos EBAPE, v. 17, 871-885.

Bourmistrov, A. & Kaarbøe, K. (2013) From comfort to stretch zones: A field study of two multinational companies applying 'beyond budgeting' ideas. Management accounting research, v. 24, n. 3, 196-211.

Cherman, A. & Rocha-Pinto, S. R. (2016). Fenomenografia e Valoração do Conhecimento nas Organizações: Diálogo entre Método e Fenômeno. Revista de Administração Contemporânea, v. 20, n. 5, 630-650.

Collier-Reed, B. & Ingerman, Å. (2013). Phenomenography: From critical aspects to knowledge claim. In: Theory and method in higher education research. Bradford, UK: Emerald Group Publishing Limited, p. 243-260.

D’adderio, L. (2008). The performativity of routines: Theorising the influence of artefacts and distributed agencies on routines dynamics. Research Policy, v. 37, n. 5, 769-789.

Ekholm, B. & Wallin, J. (2011). The Impact of Uncertainty and Strategy on the Perceived Usefulness of Fixed and Flexible Budgets. Journal Of Business Finance & Accounting, 38(1/2), 145-164. DOI:10.1111/j.1468-5957.2010.02228.x

Feldman, M. S. & Pentland, B. T. (2003). Reconceptualizing Organizational Routines as a Source of Flexibility and Change. Administrative Science Quarterly, (1), 94-118. DOI:10.2307/3556620

Feldman, M. S. (2000). Organizational routines as a source of continuous change. Organization Science, 11(6), 611-629.

Feldman, M. S. (2003). A performative perspective on stability and change in organizational routines. Industrial and corporate change, 12(4), 727-752. https://doi.org/10.1093/icc/12.4.727

Feldman, M. S. (2016). In Howard-Grenville. J., Rerup, C., Langley, A. & Tsoukas, H. Routines as process: Past, present, and future. Organizational Routines: How They Are Created, Maintained, and Changed. Ney York, NY: Oxford University Press, p. 23–46.

Feldman, M. S. & Orlikowski, W. J. (2011). Theorizing Practice and Practicing Theory. Organization Science, v.22, n.5, 1240-1253.

Feldman, M. S., Pentland, B. T., D'Adderio, L., & Lazaric, N. (2016). Beyond routines as things: introduction to the special issue on routine dynamics. Organization Science, (3), 505- 513. DOI:10.1287/orsc.1070

Hope, J. & Fraser, R. (2003a). Beyond budgeting: how managers can break free from the annual performance trap. Boston (MA): Harvard Business Press.

Howard-Grenville. J., Rerup, C., Langley, A., & Tsoukas, H. (2016). Introduction: Advancing a Process Perspective on Routines by Zooming Out and Zooming In. In: Organizational Routines: How They Are Created, Maintained, and Changed (Vol.5). Ney York, NY: Oxford University Press, p.1–22.

Kremser, W. & Schreyögg, G. (2016). The dynamics of interrelated routines: Introducing the cluster level. Organization Science, 27(3), 698-721.

Le Boterf, G. (2014). Construire les compétences individuelles et collectives: le modèle agir avec compétence en situation – Les réponses à plus de 100 questions. Paris: Editions Eyrolles.

Lepori, B. & Montauti, M. (2020). Bringing the organization back in: Flexing structural responses to competing logics in budgeting. Accounting, Organizations and Society, 80, 101075.

Mckinsey (2019). The journey to an agile organization. May, 10. Retrieved from https://www.mckinsey.com/business-functions/organization/our-insights/the-journey-to-an-agile-organization

Marton, F., & Booth, S. (1997). Learning and awareness. Mahwah NJ Erlbaum: Lawrence Erlbaum Inc. Publishers.

Merchant, K. A. (1998). Modern management control systems: Text and cases. Prentice Hall.

Mucci, D. M., Frezatti, F., & Dieng, M. (2016) As múltiplas funções do orçamento empresarial. RAC-Revista de Administração Contemporânea, v. 20(3), p. 283-304.

Nelson, R. R. & Winter, S. G. (1982). An evolutionary theory of economic change. Cambridge, MA: Harvard University Press.

O'Leary, J. & Sandberg, J. (2016). Managers' practice of managing diversity revealed: A practice- theoretical account. Journal of Organizational Behavior, v. 38, n.4, 512-536.

Parmigiani, A. & Howard-Grenville, J. (2011). Routines revisited: Exploring the capabilities and practice perspectives. Academy of Management Annals, 5(1), 413-453. DOI:https://doi.org/10.1080/19416520.2011.589143

Pentland, B., Recker, J., & Wyner, G. (2016). Conceptualizing and measuring interdependence between organizational routines. In: 37th International Conference on Information Systems. Dublin, Ireland, p.1-10

Retour, D. & Krohmer, C. (2011). A competência coletiva: uma relação-chave na gestão das competências. In: Competências Coletivas: no limiar da estratégia. Porto Alegre: Bookman, p.45-78.

Rocha-Pinto, S. R. et al. (2019). Phenomenography's contribution to organizational studies based on a practice perspective. RAUSP Management Journal, 54,384-389.

Sele, K.; Grand, S. (2016) Unpacking the Dynamics of Ecologies of Routines: Mediators and Their Generative Effects in Routine Interactions. Organization Science, v.27, n.3, p.722-738.

Salvato, C. & Rerup, C. (2018). Routine Regulation: Balancing Conflicting Goals in Organizational Routines. Administrative Science Quarterly, v.63, n.1, 170-209.

Sandberg. J. (2000). Understanding human competence at work: An interpretative approach. Academy of Management Journal, v. 43, n. 1, 9-25.

Schneider, A., Bullinger, B., & Brandl, J. (2021). Resourcing Under Tensions: How frontline employees create resources to balance paradoxical tensions. Organization Studies 42(8):1291-1317.

Spee, P., Jarzabkowski, P., & Smets, M. (2016). The Influence of Routine Interdependence and Skillful Accomplishment on the Coordination of Standardizing and Customizing. Organization Science, v. 27, n. 3, p.759-781.

Sponem, S. & Lambert, C. (2016). Exploring differences in budget characteristics, roles and satisfaction: A configurational approach. Management Accounting Research, 30, 47-61. DOI:10.1016/j.mar.2015.11.003

Zbaracki, M. J. & Bergen, M. (2010). When Truces Collapse: A Longitudinal Study of Price- Adjustment Routines. Organization Science, v. 21, n. 5, p.955-972.

Downloads

Published

2023-03-29

Issue

Section

Research Paper