Budget används av både den kommunala och den privata verksamheten som prognos, kontroll, planering, samordning, åtagande och till viss del även som kommunikation och motivation. De skillnader som finns är relativt små. Detta anser vi beror på att båda verksamheterna är budgetkopplade

<p>Budget används av både den kommunala och den privata verksamheten som prognos, kontroll, planering, samordning, åtagande och till viss del även som kommunikation och motivation. De skillnader som finns är relativt små. Detta anser vi beror på att båda verksamheterna är budgetkopplade</p>

<p>Weber and Linder (2005) have enlightened that the focus of the current debate on the budget’s to be or not be, has been on trying to find a general tool, which fits best in all situations. They argue that the budget may be more appropriate for organizations in certain circumstances, than for others. They claim that there is a gap in research concerning the situations in which the budget may be appropriate, or when Beyond budgeting is preferred. It is this gap we are trying to fill with our thesis.</p><p>The purpose of the thesis is to explain which situational factors that affect the organization's use of budgets for the functions the budget can fulfill. We examined various organizations to explain the situation dependent factors that affect the organization's use of budgets. Since the budget is a tool that can fulfill multiple functions, we have chosen to examine the use of budgets for the three functions - Planning & Coordination, Responsibility allocation, and Control & Evaluation. We chosed not to investigate the function for Motivation, since we be-lieve that motivating the employees is a function of the reward system.</p><p>To be able to generalize our conclusions, we constructed a model of factors that could affect the use of budgets. To test the model, we have made a survey, which was sent to about 700 organizations. Using the responses of the survey we tested the model with regression analysis.</p><p>The conclusions we have reached through our empirical study is that the organizations' over-all use of budgets is affected by the environmental turbulence, its competitive situation, the degree of formalization and the size of the organization. The organization's information sys-tem also affects the use of budgets positively, but only for the functions Planning & Coordi-nation and Responsibility allocation. We also came to the conclusion that the corporate cul-ture affects the use of budgets negatively, but only for the function Planning & Coordination.</p><p>With our results and conclusions, we believe that we have filled a part of the gap in research concerning the budget’s to be or not be. We have identified situational factors that affect the use of budgets for its functions and they show when budget tends to be used.</p>

Weber and Linder (2005) have enlightened that the focus of the current debate on the budget’s to be or not be, has been on trying to find a general tool, which fits best in all situations. They argue that the budget may be more appropriate for organizations in certain circumstances, than for others. They claim that there is a gap in research concerning the situations in which the budget may be appropriate, or when Beyond budgeting is preferred. It is this gap we are trying to fill with our thesis. The purpose of the thesis is to explain which situational factors that affect the organization's use of budgets for the functions the budget can fulfill. We examined various organizations to explain the situation dependent factors that affect the organization's use of budgets. Since the budget is a tool that can fulfill multiple functions, we have chosen to examine the use of budgets for the three functions - Planning &amp; Coordination, Responsibility allocation, and Control &amp; Evaluation. We chosed not to investigate the function for Motivation, since we be-lieve that motivating the employees is a function of the reward system. To be able to generalize our conclusions, we constructed a model of factors that could affect the use of budgets. To test the model, we have made a survey, which was sent to about 700 organizations. Using the responses of the survey we tested the model with regression analysis. The conclusions we have reached through our empirical study is that the organizations' over-all use of budgets is affected by the environmental turbulence, its competitive situation, the degree of formalization and the size of the organization. The organization's information sys-tem also affects the use of budgets positively, but only for the functions Planning &amp; Coordi-nation and Responsibility allocation. We also came to the conclusion that the corporate cul-ture affects the use of budgets negatively, but only for the function Planning &amp; Coordination. With our results and conclusions, we believe that we have filled a part of the gap in research concerning the budget’s to be or not be. We have identified situational factors that affect the use of budgets for its functions and they show when budget tends to be used.

Sammanfattning Syfte: Med fokus på medelstora och stora svenska företags budgetanvändning syftar denna studie att kartlägga budgetens roll och framtidsutsikter. Detta genom att ta reda på i vilken omfattning budgeten används samt budgetansvarigas uppfattning samt nytta av styrverktyget. Studien syftar även efter att jämföra budgetansvarigas svar mot kritiken för att undersöka hur budgeten eventuellt kan utformas för att hantera den. Metod: En kvantitativ enkätstudie med 226 medelstora och stora svenska företag har genomförts. Studien har använt sig av olika univariata och bivariata metoder för att analysera variabler. Det empiriska resultatet har ställts mot forskares kritik av budgeten, den institutionella teorin samt tidigare resultat från Libby och Lindsays (2010) studie i Nordamerika. Slutsats: Budgetens kritik som studien studerat var från bland annat Wallander (1999), Neely et al. (2003), Hansen et al. (2003), Hope och Fraser (2003a; 2003b) samt Norton och Kaplan (2001). Studiens slutsats visar att kritiken i flera fall var överdriven, med exempel som att budgeten varken för företaget eller chefer tog i närheten av tiden som kritikerna uppgav. Även kritiken om användningen av budgeten som prestationskontrakt och att den skulle vara utbredd var överdriven där endast ett fåtal procent använde budgeten på detta vis. I andra fall används olika lösningar för att hantera kritiken med budgeten, med exempel som att en stor del av svenska företag tillåter revideringar i någon form under budgetåret samt har påskyndandeprocesser på plats för att hantera kritiken om att budgeten hindrar anpassning och är inflexibel.  Den jämförande delen av studien visade på flera skillnader mellan de svenska och nordamerikanska företagen. Mindre tid spenderas av svenska företag samt chefer i budgeten samtidigt som graden av detaljrikhet var mindre. Vidare är det enklare för svenska företag att få tillgång till resurser utanför budgeten samtidigt som budgeten i större utsträckning revideras. Slutligen används budgetar som fastställda prestationskontrakt i mindre utsträckning bland svenska företag. Dessa skillnader skulle kunna förklaras av Ekholm och Wallin (2000) samt Neely et al. (2003) som tar upp att Sverige länge har varit ledande inom alternativa lösningar till den traditionella budgeten. Vidare kan skillnaderna även bero på institutionella påtryckningar då de institutionella faktorerna generellt är starkare för den svenska populationen än den amerikanska (Honig och Karlsson 2013). Institutionell isomorfism kan även förklara skillnaderna mellan länderna (Dacin 1997). Slutligen hittades flera samband mellan enkätens variabler. En statistiskt signifikant positiv hittades mellan budgetens värde och graden av detaljrikhet. De nordamerikanska företagen hade dock nästan samma värde av budgeten som de svenska, samtidigt som de hade en högre detaljrikhet vilket leder till frågan när det extra värdet av en ökad detaljrikhet avtar. En signifikant korrelation hittades vidare mellan värde och budgetens koppling till strategi vilket bekräftar att budgetprocessen bör vara kopplad till strategiimplementering som Norton och Kaplan (2001) rekommenderat. Resultatet visade även en statistiskt signifikant korrelation mellan företagets storlek och företagets veckor till budget, men inte mellan företagets storlek och värde. Detta säger delvis emot Vaznonienė (2012) som menar på att större företag har bättre möjligheter att investera i budgeten vilket resultatet bekräftar, däremot förkastas det att mer resurser i form av tid bland de stora företagen bidrar till att budgeten blir mer relevant efter företagets behov då ingen signifikant korrelation mellan storlek och värde hittades. Större företag bör därför se över hur budgetprocessen kan effektiviseras, då den extra spenderade tiden inte adderar värde till budgeten. Det gick inte att hitta en statistiskt signifikant korrelation mellan värdet av budgeten och grad av förutsägbarhet. Att ingen signifikant korrelation hittades kan bero på att kritiken angående anpassning som hypotesen om korrelationen var baserad på inte var rättfärdigad bland de svenska företagen vilket var en av våra slutsatser under hypotes 3. / Abstract Purpose: With focus on the budget utilization of medium- and large-sized Swedish companies, this study aims to map out the role and future prospects of the budget. This by determining the extent to which the budget is used together with the perceptions and usefulness of the tool among responsible managers of the budget. The aim is also to compare the manager's responses with criticism to investigate how the budget can be designed to address these.  Method: A quantitative survey was conducted with 226 medium- and large sized Swedish companies. The study used both univariate and bivariate methods to analyze the variables. The empirical results were put against researchers' criticism of the budget, the institutional theory, and previous findings from Libby and Lindsays (2010) study in North America. Conclusion: The budget criticisms that were studied were from Wallander (1999), Neely et al. (2003), Hansen et al. (2003), Hope and Fraser (2003a; 2003b) and Norton and Kaplan (2001). The study's conclusion shows that the criticism in several cases was exaggerated, with examples such as that the time to budget for neither the company nor managers took close to the time stated by the critics. The criticism about the use of the budget as a performance contract and that the use is widespread was exaggerated, as only a few percent used the budget in this way. In other cases, different solutions are used to handle the criticism with the budget, with examples such as a large part of Swedish companies allowing revisions in some form during the budget year and having “fast-track” approval processes in place to deal with the criticism that the budget impedes adjustment and is inflexible. The comparative part of the study showed several differences between the Swedish and North American companies. Less time was spent on the budget by Swedish companies and managers while the degree of detail was smaller. Furthermore, it is easier for Swedish companies to access resources outside the budget at the same time as the budget is revised to a greater extent. Finally, budgets as established performance contracts are used to a lesser extent among Swedish companies. These differences could be explained by Ekholm and Wallin (2000) and Neely et al. (2003) who point out that Sweden has long been a leader in alternative solutions to the traditional budget. Furthermore, the differences may also be due to institutional pressures as the institutional factors are generally stronger for the Swedish population than the American (Honig &amp; Karlsson 2013). Institutional isomorphism may also explain differences between countries (Dacin 1997). Finally, several correlations were found between the variables of the survey. A statistically significant positive correlation was found between the value of the budget and the degree of detail. However, the North American companies had almost the same value of the budget as the Swedish ones, while at the same time having a higher level of detail, which leads to the question when the extra value of increased detail decreases. A significant correlation was further found between value and the budget's association with strategy, confirming that the budget process should be linked to strategy implementation as recommended by Norton and Kaplan (2001). The results also showed a statistically significant correlation between the size of the company and the company's weeks to budget, but not between company size and value. This partly contradicts Vaznonienė (2012) who argues that larger companies have better opportunities to invest in the budget, which the result confirms, but it is rejected that more resources in the form of time among the large companies contribute to the budget becoming more relevant to the company's needs as no significant correlation between size and value was found. Larger companies should therefore review how the budgeting process can be streamlined, as the extra time spent does not add value to the budget. It was not possible to find a statistically significant correlation between the value of the budget and the degree of predictability. The fact that no significant correlation was found may be due to the fact that the criticism regarding adaptation on which the hypothesis of the correlation was based was not justified among the Swedish companies, which was one of our conclusions under hypothesis 3.