Relevant bibliographies by topics / Budgeting

Academic literature on the topic 'Budgeting'

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Published: 4 June 2021
Last updated: 29 July 2024

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Journal articles on the topic "Budgeting"

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Woinalang, Anestasye Agnes, Jullie J. Sondakh, and Ventje Ilat. "FAKTOR-FAKTOR YANG BERPENGARUH TERHADAP ANGGARAN PENDAPATAN DAN BELANJA DAERAH (APBD) BERBASIS KINERJA PADA PEMERINTAH KOTA BITUNG PROVINSI SULAWESI UTARA." ACCOUNTABILITY 5, no. 2 (December 31, 2016): 110. http://dx.doi.org/10.32400/ja.14429.5.2.2016.110-118.

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Public demands to create good governance such as accountability for local financial management drives government to increase their effort in achieve successful implementation of performance based budgeting by clearly ensure the related between expenditure allocation and performance with efficiency and effectiveness. This research aims to analyze the affecting of budgeting integration with planning and organizing, comprehensive planning and budgeting system and monitoring and evaluating of APBD simultaneous and partially. This study uses samples for 70 people to test the hypothesis of budgeting integration with planning and organizing, comprehensive planning and budgeting system and monitoring and evaluating of APBD simultaneous and partially used F test and T test with multiple linear analysis method. The result prove that budgeting integration with planning and organizing, comprehensive planning and budgeting system and monitoring and evaluating simultaneous affect significantly to performance based budgeting of APBD. Budgetting integration with planning and organizing and monitoring and evaluating partially affect significantly to performance based budgeting of APBD Keywords : APBD, Reinventing Government, Agency, Kebijakan
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Tkachenk, Maryna. "THEORETICAL BASIS FOR THE ESTABLISHMENT OF A TAX AND FEE BUDGET IN AN ENTERPRISE." Bulletin of the National Technical University "Kharkiv Polytechnic Institute" (economic sciences), no. 1 (February 19, 2021): 87–90. http://dx.doi.org/10.20998/2519-4461.2021.1.87.

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The article discusses the theoretical basis of the process of tax and tax budgeting in an enterprise and justifies the necessity of introducing tax budgetingin enterprises under conditions of instability of modern economic processes. Various interpretations of the essence of tax budgeting have been studied,previous studies in this area have been analyzed and the concept of "tax budgeting" has been defined which represents all its elements and is adapted tothe modern fluid economic environment. The proposed definition of the essence of tax budgeting became the basis for research on the introduction oftax budgeting in enterprises, made it possible to formulate the basic tasks of tax budgeting and define the components of the system of tax planning. Theprocess of tax budgeting of an enterprise has been considered as a result of tax management, regulation and control, as a combined way of optimizingtax flows, aimed at selecting optimal management decisions with a view to maximizing tax revenues, not only by reducing tax liabilities, but byoptimizing tax flows. The main stages of the process of budgeting taxes and fees of an enterprise have been defined, due to using this process will bethe construction of a unified tax budget, the coordination and monitoring of its implementation, and the introduction of measures to optimize tax flows,tax analysis of the implementation of the tax budget and its continuous adjustment in accordance with changes in the internal and external environmentof the enterprise in order to improve the efficiency of tax planning.
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White, Joseph. "Entitlement Budgeting vs. Bureau Budgeting." Public Administration Review 58, no. 6 (November 1998): 510. http://dx.doi.org/10.2307/977578.

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Martí, Caridad. "Performance Budgeting and Accrual Budgeting." Public Performance & Management Review 37, no. 1 (September 1, 2013): 33–58. http://dx.doi.org/10.2753/pmr1530-9576370102.

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Schick, Allen. "Performance Budgeting and Accrual Budgeting." OECD Journal on Budgeting 7, no. 2 (October 19, 2007): 109–38. http://dx.doi.org/10.1787/budget-v7-art11-en.

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Neely, Andy, Mike Bourne, and Chris Adams. "Better budgeting or beyond budgeting?" Measuring Business Excellence 7, no. 3 (September 2003): 22–28. http://dx.doi.org/10.1108/13683040310496471.

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Ocktavianto, Eko Prasetyo, Iwan Triyuwono, and Lilik Purwanti. "A Phenomenological Study on Issuess Of Planning and Budgeting Consistency in The Perspectives of Local Government Budget Team." Journal of Accounting and Business Education 1, no. 1 (September 19, 2017): 1. http://dx.doi.org/10.26675/jabe.v1i1.9746.

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<p>This study aims to gain an understanding of the importance of maintaining the consistency of planning and budgeting from the viewpoint of the Local Government Budget Team (TAPD). Using a phenomenological approach allows the disclosure of meaning systematically related to the phenomenon being studied. The study was developed using primary and secondary data sources. The primary data were derived from unstructured interviews and the secondary data used by researcher were in the form planning and budgetting documents, namely, RPJMD, RKPD, KUA PPAS and APBD. Some findings indicate that there are still many problems in the process of budget planning and budgeting at the research site. The problems manifest in the form of constraints in achieving consistency in planning and budgeting caused by both internal and external factors. Eventually, the results of the study conclude that efforts to maintain the consistency of planning and budgeting interpreted by TAPD of Probolinggo as guidance in realizing the accountability of the financial performance of local government through loyalty, effective evaluation and supervision and strong commitmen from the employees.</p><p> </p><p><strong>Keywords</strong>: budget, consistency, planning and budgeting, TAPD</p>
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Budi Riharjo, Ikhsan. "PENGARUH STRUKTUR ORGANISASIONAL DAN LOCUS OF CONTROL TERHADAP HUBUNGAN ANTARA PENGANGGARAN PARTISIPATIF DENGAN KINERJA MANAJERIAL DAN KEPUASAN KERJA PADA ORGANISASI SEKTOR PUBLIK." EKUITAS (Jurnal Ekonomi dan Keuangan) 6, no. 2 (December 8, 2016): 188. http://dx.doi.org/10.24034/j25485024.y2002.v6.i2.1953.

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The purpose of this research is to examine the existing relationship between participative budgeting with managerial peiformance and job satisfaction empirically and to examine whether organizational structure and locus of control are moderating variables that influence the relationship between participative budgeting with managerial peiformance and job satisfaction in public sector organization. The samples of this research are taken from hybrid public sector organization population in east Java. From 550 sent questionnaire, there are 116 responden that send their answer back Only 99 questionnaire that fulfill the requirements to be processed in final analysis: 20 from health organization, 32from educ.:alion urganizalion and 47 from BUMD & BUMN .Hypotheses testing technic that used to examine the relationship between participative budgeting and managerial performance and job satisfaction is simple linier regression. And to examine the interaction influence of two contingency factor (organizational structure and locus of control) use moderated regression analysis.The empirical result using simple regression show that participative budgeting influence the managerial peiformance and job satisfaction in public sector organization. But empirical result using moderated regression analysis show that participatiYe budgeting­ decentralization structure interaction affects managerial peiformance significantly and does not affects job satisfaction significantly.Interaction between participative budgeting and locus of control does not affect managerial peiformance and job satisfaction significantly in public sector urganization.
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Libby, Theresa, and R. Murray Lindsay. "Beyond budgeting or budgeting reconsidered? A survey of North-American budgeting practice." Management Accounting Research 21, no. 1 (March 2010): 56–75. http://dx.doi.org/10.1016/j.mar.2009.10.003.

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Rubin, Irene S. "Budgeting for Our Times: Target Base Budgeting." Public Budgeting & Finance 11, no. 3 (September 1991): 5–14. http://dx.doi.org/10.1111/1540-5850.00906.

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Dissertations / Theses on the topic "Budgeting"

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Jablonska, Sylvia, and Alaa Mohammed. "Budget- och budgetlös styrning i svenska småföretag." Thesis, Mälardalens högskola, Akademin för ekonomi, samhälle och teknik, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-28370.

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Klymenko, O. V. "Capital budgeting." Thesis, Вид-во СумДУ, 2005. http://essuir.sumdu.edu.ua/handle/123456789/19912.

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Wadström, Samuel, and Erik Engstrand. "Ekonomistyrning utan budget : Controllern och budgetering i kontrast till Beyond budgeting." Thesis, Linköpings universitet, Företagsekonomi, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-166716.

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Bakgrund: Konventionell budgetering har fått utstå betydande kritik under de senaste decennierna, där många menar att den inte är lämplig i dagenssnabbrörliga och globala marknad. Ett flertal organisationer har övergett konventionell budgetering, och rörelsen eller filosofin berördetta kallas för Beyond Budgeting (BB). Grundprinciperna i denna filosofi är en organisationsstruktur där mer ansvar och tillit placeras hos den operativa delen av organisationer. Detta är menat att ge mer frihet till enskilda medarbetare men väcker frågor om agentteori och organisatorisk kontroll. Controllers traditionella roll har setts som ett verktyg för ledningen att utöva kontroll och motverka agentteorins moraliskarisk. Frågan är hur denna roll påverkas av en allt mindre strikt form av kontroll, vilka faktorer som kan tänkas påverka denna roll och hur rollen redan har förändrats. Syfte: Studiens syfte är att undersöka hur controllerrollen och budgetarbete ser ut i dagens organisationer samt om kritiken mot budgetarbete, så som filosofin BB beskriver den, faktiskt stämmer i dagens organisationer. Ytterligare undersöker studien till vilken grad BB som metod har implementerats i dessa organisationer. Metod: Semi-strukturerade intervjuer med sex stycken respondenter inom flertalet olika organisationer har agerat som empirisk data. Denna data harsedantranskriberats och analyserats i enlighet med den deduktiva ansatsen, där de teorier vi funnit har applicerats. Analysen skedde genom en tematisk analys där teman och kategorier funnits för att påvisa samband inför slutsatsen. Slutsats: Studien tyder på att controllers idag har en hög grad av kontroll över deras arbete samt att arbetet huvudsakligen är analytiskt och framåtblickande. Delar av respondenterna anser sig ha en beslutsfattande roll och arbetar huvudsakligen enskilt men har ett brett kontaktnät. Rollen kan till viss del beskrivas som en affärspartner men vi fann stora skillnader mellan respondenterna. Bland respondenterna var det vanligast att använda en toppstyrd budget, där enskilda affärsenheter har mindre inflytande. Denna budget kompletterades sedan med prognoser. Vi fann att delar av kritiken mot konventionell budgetering stämde in bland respondenternas organisationer, samt att aspekter av BB har implementerats.
Background: Conventional budgeting has endured a lot of criticism in the last decades as many argue it is not suitable for today's agile and globalized market. Several organizations have taken the step to abandon conventional budgeting and the movement, or philosophy, regarding this matter is known as Beyond Budgeting (BB). The core principle of this philosophy are an organizational structure where a higher degree of responsibility and trust is placed on the operative sections of the organization. By doing this a much higher degree of liberty is granted to partners in the organization, but it raises questions regarding agent theory and organizational control. The traditional role of the controller has been to function as a tool for upper management to exercise control and counteract the moral hazard of agency theory. The question then is how this role is affected by a much less strict form of control, and which factors can be seen to affect the role as well as which factors that have already affected it.   Purpose: The purpose of the study is to examine the role of the controller and how budgeting of modern organizations are handled as well as how the accurate the critique aimed at budgeting is, as it is described by the philosophy of BB. Furthermore, the study aims to examine to which degree the subject organizations has implemented or embraced the principles of BB.  Method: The study is built on semi-structured interviews with a total of six participants, based in several organizations, which have acted as the empirical data. This data has been transcribed and analyzed in accordance with the studies’ deductive approach upon which our studied theories have been applied. The analysis has been based on a thematic analysis where the goal has been to find common themes and categories.    Conclusion: The study has found that controllers today have a high degree of control regarding how they choose to perform their work, which has been found to be primarily analytical and forward-looking in nature. Some of the controllers consider themselves to have a decision-making role, and while their work is primarily done alone, they have a wide array of contacts. The role can to a degree be described as a business partner, but the study has found large differences among participants in this regard. Among the participants it was most common to use a conventional budget, set by upper management where local business units have limited influence. This budget was complemented with forecasts. The study also found that among the participant’s organizations, some of the critique towards conventional budgeting was accurate to a certain degree. In addition, we found that aspects of BB had been implemented.
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Johansson, Therese, and Sofi Gustafsson. "BUDGETLÖS STYRNING : - INOM HANDELSBANKEN OCH AHLSELL." Thesis, Mälardalen University, School of Sustainable Development of Society and Technology, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-6300.

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SAMMANFATTNING

Datum:             2009-05-29

Nivå:                 Magisteruppsats i ekonomistyrning, 15 högskolepoäng

Författare:       Sofi Gustafsson                                   Therese Johansson 

Handledare:     Ulla Pettersson

Titel:                 Budgetlös styrning - inom Handelsbanken och Ahlsell

Problem:          Styrning med budget har kritiserats, exempel på kritiken är att den uppdateras alldeles för sällan, det är en tidskrävande arbetsprocess och den baseras på antaganden och gissningar. Ett resultat av kritiken är att ett fåtal företag har valt att överge budgeten för den budgetlösa styrningen. Litteraturen beskriver enbart de budgetlösa styrmodellerna teoretiskt och det kan vara svårt att förstå hur de tillämpas i verkligheten.

Syfte:                Vår undersökning syftar till att bidra till en djupare förståelse för hur den budgetlösa styrningen tillämpas i praktiken genom att undersöka hur Handelsbanken och Ahlsells budgetlösa styrning tillämpas, för att se kopplingen mellan teori och deras egna system, samt att undersöka budgetlös styrning i förhållande till styrning med budget.

Metod:              I denna Magisteruppsats har vi använt oss av litteratur om budget och budgetlös styrning, för att skapa referensramen. Vi har även använt intervjuer som metod för att samla in material till empirin. Dessa avsnitt är sedan sammankopplade vilket resulterade i vår analys och våra slutsatser.

Slutsats:            I vår undersökning har vi kommit fram till att Handelsbanken använder sig av den modell Wallander grundade, Handelsbanksmodellen och de använder sig också av benchmarking. Ahlsells budgetlösa styrning är främst nyckeltal.

Det finns ett fåtal likheter mellan budgetlös styrning och budget, men det finns fler skillnader. Dessa skillnader grundar sig på att många beslut fattas på lokal nivå och att den budgetlösa styrningen kan justeras och därför blir planen aldrig föråldrad.

Det är viktigt att ha en målsättning att styra emot oavsett vilken styrform företaget använder. Det beror även på vilken verksamhet företaget har, om det bästa alternativet är budgetlös styrning eller styrning med budget. Det är anmärkningsvärt att det är få företag som tillämpar budgetlös styrning med tanke på dess fördelar. Den budgetlösa styrningen lämpar sig inte till alla typer av verksamheter, men för många företag är det ett bra alternativ till budgeten.

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Dunscomb, Kenneth D. "Budgeting for counterproliferation." Thesis, Monterey, Calif. : Springfield, Va. : Naval Postgraduate School ; Available from National Technical Information Service, 1994. http://handle.dtic.mil/100.2/ADA294226.

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Arnold, Martin. "Zero-Base Budgeting /." Lohmar ; Köln : Eul, 2005. http://deposit.ddb.de/cgi-bin/dokserv?id=2773210&prov=M&dokv̲ar=1&doke̲xt=htm.

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Schaumann, Oliver. "Beyond Budgeting und Better Budgeting : Grenzen und Möglichkeiten aus wissenschaftlicher Sicht /." Saarbrücken : Müller, 2007. http://deposit.d-nb.de/cgi-bin/dokserv?id=2923883&prov=M&dok_var=1&dok_ext=htm.

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Queirós, Marinha da Conceição Cruz. "Beyond Budgeting versus Orçamentos." Master's thesis, Faculdade de Economia da Universidade do Porto, 2009. http://hdl.handle.net/10216/45623.

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Queirós, Marinha da Conceição Cruz. "Beyond Budgeting versus Orçamentos." Dissertação, Faculdade de Economia da Universidade do Porto, 2009. http://hdl.handle.net/10216/45623.

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Makrygiannakis, Georgios. "Reproducing budgeting and budgeting reproduction : cases on the adaptation of Greek hotels to the financial crisis." Thesis, University of Portsmouth, 2013. https://researchportal.port.ac.uk/portal/en/theses/reproducing-budgeting-and-budgeting-reproduction(e1b4336a-66c3-4231-a86a-2473b78d0be3).html.

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In the thesis I study the way Greek hospitality organisations reconfigured their control arrangements in order to respond to the financial crisis. My focus is mainly on budgets and budgeting, but their relation with other control arrangements is also respected. I challenge static perceptions of budgeting practice, and I develop a framework that is able to address not only change and stability, but also motion in budgeting. The framework is a synthesis based on alternative approaches on structuration, namely on adaptive, reconstructive, and strong structuration theories. Distinctive aspects of the framework are: (a) the effort to give volume to social space, (b) the approach of the relation between agents and structures from a duality and/or dualism perspective, and (c) the implementation of Aristotle’s motion theory in order to address the motion in budgeting actualisations that the budgeting potentials offer. I conducted a post-event realist field study. Three hotel chain case studies are included in the thesis. Following the framework, I provide data on quite holistic organisational adaptations to the crisis. These include both the adaptation of budgeting practice after the triggering event of the crisis – the reproducing of budgeting – and the temporal outcome of structuration – the budgeting reproduction. The budgeting structures in the three cases were different before the crisis, as they were developed according to the local organisational histories. Budgeting, a practice, changed in the organisations after the crisis triggering. Likewise their differing precrisis practices took different paths after the triggering event. The findings indeed suggest that the potential actualisations that budgets offer to the agents are plural. Budgets and budgeting were actualised differently in the organisations after the crisis. As a result, interesting reconfigurations took place, like the proactive deviation management in one of the cases. Nevertheless, stability, motion, and change were co-present to the budgeting and organisational control structures.
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Books on the topic "Budgeting"

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Kaye, G. R. Budgeting. London: Economist Publications Limited, 1986.

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Graham, Francis, Bowerman Mary, and Ali Haider, eds. Budgeting. Milton Keynes: Open University, 2001.

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University of the State of New York. Bureau of Educational Management Services, ed. Budgeting. Albany, N.Y: University of the State of New York, State Education Dept., Bureau of Educational Management Services, 1990.

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East, Project North. Budgeting. Newcastle upon Tyne: Project North East, 1999.

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Bakewell, K. G. B. 1931-, ed. Budgeting. Bradford: MCB University Press, 1991.

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Moose, Christina J. Budgeting. Vero Beach, FL: Rourke Publications, 1997.

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Robinson, Marc, ed. Performance Budgeting. London: Palgrave Macmillan UK, 2007. http://dx.doi.org/10.1057/9781137001528.

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Wetjen, Florian. Behavioral Budgeting. Wiesbaden: Springer Fachmedien Wiesbaden, 2016. http://dx.doi.org/10.1007/978-3-658-15266-6.

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Piercy, Nigel. Marketing budgeting. London: Croom Helm, 1986.

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Minnesota. Legislature. Office of the Legislative Auditor. Program Evaluation Division. Performance budgeting. Saint Paul, MN (Centennial Office Bldg., Saint Paul 55155): Program Evaluation Division, Office of the Legislative Auditor, State of Minnesta, 1994.

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Book chapters on the topic "Budgeting"

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Stevens, P., and B. Kriefman. "Budgeting." In Work Out Accounting A-Level, 155–65. London: Macmillan Education UK, 1991. http://dx.doi.org/10.1007/978-1-349-12640-8_16.

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Priester, Charles, and Jincheng Wang. "Budgeting." In Tsinghua University Texts, 107–17. Berlin, Heidelberg: Springer Berlin Heidelberg, 2010. http://dx.doi.org/10.1007/978-3-540-70966-4_8.

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Schmidt, Ruth A., and Helen Wright. "Budgeting." In Financial Aspects of Marketing, 151–58. London: Macmillan Education UK, 1996. http://dx.doi.org/10.1007/978-1-349-25020-2_19.

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Stevens, P., and B. Kriefman. "Budgeting." In Work Out Accounting A Level, 168–81. London: Macmillan Education UK, 1995. http://dx.doi.org/10.1007/978-1-349-13781-7_16.

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Crompton, Simon. "Budgeting." In The Carers Guide, 51. London: Palgrave Macmillan UK, 1994. http://dx.doi.org/10.1007/978-1-349-13869-2_23.

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Stevens, P., and B. Kriefman. "Budgeting." In Work Out Accounting ‘A’ Level, 152–62. London: Macmillan Education UK, 1988. http://dx.doi.org/10.1007/978-1-349-09807-1_16.

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Owings, William A., and Leslie S. Kaplan. "Budgeting." In American Public School Finance, 244–68. Third Edition. | New York : Routledge, 2019. | “First edition published by Wadsworth Publishing 2005”—T.p. verso. | “Second edition published by Cengage Learning 2013”—T.p. verso.: Routledge, 2019. http://dx.doi.org/10.4324/9781351013796-10.

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Goel, Sandeep. "Budgeting." In Finance for Non-Finance People, 127–39. Second edition. | Abingdon, Oxon ; New York, NY : Routledge, 2019.: Routledge India, 2019. http://dx.doi.org/10.4324/9780429196669-7.

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Pride, Rebecca. "Budgeting." In The Costume Supervisor’s Toolkit, 43–58. Abingdon, Oxon ; New York : Routledge, 2018.: Routledge, 2018. http://dx.doi.org/10.4324/9781315646343-6.

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Stern, Lawrence, and Jill Gold. "Budgeting." In Stage Management, 89–97. 12th ed. New York: Routledge, 2021. http://dx.doi.org/10.4324/9781003126287-7.

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Conference papers on the topic "Budgeting"

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Brahim, Ghassen Ben, and Bilal Khan. "Budgeting power." In Proceeding of the 2006 international conference. New York, New York, USA: ACM Press, 2006. http://dx.doi.org/10.1145/1143549.1143608.

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Omar, Amizan, Uthayasankar Sivarajah, and Vishanth Weerakkody. "Participatory budgeting." In dg.o '18: 19th Annual International Conference on Digital Government Research. New York, NY, USA: ACM, 2018. http://dx.doi.org/10.1145/3209281.3209387.

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Noskova, N. Iu. "Marketing budgeting." In Научный диалог: Экономика и менеджмент. ЦНК МОАН, 2018. http://dx.doi.org/10.18411/spc-08-10-2018-05.

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Noskova, N. YU. "Project Budgeting." In SCIENCE OF RUSSIA: TARGETS AND GOALS. ЦНК МОАН, 2020. http://dx.doi.org/10.18411/sr-10-04-2020-13.

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Nesladek, Pavel, Andreas Wiswesser, Björn Sass, and Sebastian Mauermann. "CDO budgeting." In 24th European Mask and Lithography Conference. SPIE, 2008. http://dx.doi.org/10.1117/12.798777.

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Ivanova, Zh A., and A. A. Galai. "Enterprise Budgeting Issues." In Научный диалог: Экономика и менеджмент. ЦНК МОАН, 2018. http://dx.doi.org/10.18411/spc-08-11-2018-07.

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Sreedurga, Gogulapati, Mayank Ratan Bhardwaj, and Yadati Narahari. "Maxmin Participatory Budgeting." In Thirty-First International Joint Conference on Artificial Intelligence {IJCAI-22}. California: International Joint Conferences on Artificial Intelligence Organization, 2022. http://dx.doi.org/10.24963/ijcai.2022/70.

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Participatory Budgeting (PB) is a popular voting method by which a limited budget is divided among a set of projects, based on the preferences of voters over the projects. PB is broadly categorised as divisible PB (if the projects are fractionally implementable) and indivisible PB (if the projects are atomic). Egalitarianism, an important objective in PB, has not received much attention in the context of indivisible PB. This paper addresses this gap through a detailed study of a natural egalitarian rule, Maxmin Participatory Budgeting (MPB), in the context of indivisible PB. Our study is in two parts: (1) computational (2) axiomatic. In the first part, we prove that MPB is computationally hard and give pseudo-polynomial time and polynomial-time algorithms when parameterized by certain well-motivated parameters. We propose an algorithm that achieves for MPB, additive approximation guarantees for restricted spaces of instances and empirically show that our algorithm in fact gives exact optimal solutions on real-world PB datasets. We also establish an upper bound on the approximation ratio achievable for MPB by the family of exhaustive strategy-proof PB algorithms. In the second part, we undertake an axiomatic study of the MPB rule by generalizing known axioms in the literature. Our study leads to the proposal of a new axiom, maximal coverage, which captures fairness aspects. We prove that MPB satisfies maximal coverage.
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Sophia, Elsha, and Muhamad Nafik Hadi Ryandono. "Islamic Family Budgeting." In 2nd International Conference Postgraduate School. SCITEPRESS - Science and Technology Publications, 2018. http://dx.doi.org/10.5220/0007537800810084.

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Alenazi, Mariam, and Corina Sas. "Evaluating Budgeting Apps: Limited Support for Budgeting Compared to Tracking." In 36th International BCS Human-Computer Interaction Conference. BCS Learning & Development, 2023. http://dx.doi.org/10.14236/ewic/bcshci2023.1.

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Liang, Yang, and Yan Wang. "Notice of Retraction: Research on budgeting and abandoning budgeting for management." In 2010 IEEE International Conference on Advanced Management Science (ICAMS). IEEE, 2010. http://dx.doi.org/10.1109/icams.2010.5553256.

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Reports on the topic "Budgeting"

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Vinyard, Natalia Sergeevna, Theodore Sonne Perry, and Igor Olegovich Usov. Error Budgeting. Office of Scientific and Technical Information (OSTI), October 2017. http://dx.doi.org/10.2172/1398889.

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Baker, Bruce, Daniel Besendorfer, and Laurence Kotlikoff. Intertemporal State Budgeting. Cambridge, MA: National Bureau of Economic Research, July 2002. http://dx.doi.org/10.3386/w9067.

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Thompson, John R. A Comparison of Planning, Programming, and Budgeting System and Zero Based Budgeting. Fort Belvoir, VA: Defense Technical Information Center, April 1993. http://dx.doi.org/10.21236/ada263912.

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Coblentz, Linda. Total Army Capital Budgeting (TACAB). Fort Belvoir, VA: Defense Technical Information Center, September 2002. http://dx.doi.org/10.21236/ada415105.

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Harrell, Ronald L. Financial Management Transformation (Performance Based Budgeting). Fort Belvoir, VA: Defense Technical Information Center, April 2002. http://dx.doi.org/10.21236/ada404570.

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Stephenson, Mary-Ann. A Guide to Gender-Responsive Budgeting. Oxfam; Women's Budget Group, February 2018. http://dx.doi.org/10.21201/2017.1848.

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Jones, Lawrence R., and Jerry L. McCaffery. Budgeting and Acquisition Business Process Reform. Fort Belvoir, VA: Defense Technical Information Center, November 2007. http://dx.doi.org/10.21236/ada633869.

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Isaak, Richard, and Richard Wheeler. National Defense Budgeting and Congressional Controls. Fort Belvoir, VA: Defense Technical Information Center, June 2012. http://dx.doi.org/10.21236/ada562844.

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Berretta, Nora, and Martus Tavares. Strategic Planning Systems and Budgeting Innovation. Inter-American Development Bank, May 2006. http://dx.doi.org/10.18235/0006701.

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This presentation was commissioned by the Public Management and Transparency Network of the Regional Policy Dialogue for the VII Hemispheric Meeting celebrated on May 8th and 9th, 2006. This presentation was commissioned by the Program to Implement the External Pillar of the Mid-Term Action Plan for Development Effectiveness (PRODEV), to be presented during the VII Meeting of the Transparency Network. It is based on a paper that discusses the possibilities of making progress in coordinating government strategic programming through the allocation and implementation of public budgetary resources, particularly with regard to Latin American countries.
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Campbell, John, Jeremy Stein, and Alex Wu. Economic Budgeting for Endowment-Dependent Universities. Cambridge, MA: National Bureau of Economic Research, May 2024. http://dx.doi.org/10.3386/w32506.

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