Series editor(s): Professor Marc Epstein and Professor John Y. Lee
Subject Area: Accounting and Finance
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|Title:||BUDGETARY SLACK AND PERFORMANCE IN GROUP PARTICIPATIVE BUDGETING: THE EFFECTS OF INDIVIDUAL AND GROUP PERFORMANCE FEEDBACK AND TASK INTERDEPENDENCE|
|Author(s):||Clement C. Chen, Keith T. Jones|
|Volume:||13 ISBN: 978-0-76231-139-2 eISBN: 978-1-84950-295-5|
|Citation:||Clement C. Chen, Keith T. Jones (2004), BUDGETARY SLACK AND PERFORMANCE IN GROUP PARTICIPATIVE BUDGETING: THE EFFECTS OF INDIVIDUAL AND GROUP PERFORMANCE FEEDBACK AND TASK INTERDEPENDENCE, in (ed.) 13 (Advances in Management Accounting, Volume 13), Emerald Group Publishing Limited, pp.183-221|
|DOI:||10.1016/S1474-7871(04)13008-6 (Permanent URL)|
|Publisher:||Emerald Group Publishing Limited|
|Article type:||Chapter Item|
Prior experimental budgeting research has focused primarily on individuals’ budget setting and little experimental research has examined budgeting in a group setting. Using a controlled experiment, this study extends prior participative budgeting research by examining the effects of aggregation levels of performance feedback and task interdependence on budgetary slack and the effects of different levels of feedback on group performance in a group participative budget setting.
The results suggest that aggregation levels of performance feedback differentially impact budgetary slack and group performance. Providing both group and individual performance feedback increases group performance and reduces budgetary slack compared to providing group performance feedback only. Providing information about other subordinates’ performance further increases group performance and reduces budgetary slack beyond the effects of providing individual workers information only about their own performance. The results indicate that task interdependence also affects the level of budgetary slack. Specifically, high task interdependence groups created more budgetary slack than did low task interdependence groups.
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