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- W2007144494 abstract "Abstract This paper explores the relationship between budgeting and perceived power in city government organizations. Data are reported from a survey of perceived budget influence in six city governments in Texas. The findings suggest that perceived influence varies by stage of budget cycle, city size, level of hierarchy, department function, and vertical vs horizontal direction of influence. For example, during budget formulation city managers were perceived as having the most vertical power. During budget implemetation, there was a perceived increase in department head vertical power and a decrease in city council power. Perceptions of horizontal power suggested that budget departments generally had greater perceived influence than operating departments for budget formulation, but not for budget implementation. The findings are used to develop a strategic contingencies model of budget-related power, and to suggest some research steps for testing the proposed model." @default.
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- W2007144494 date "1986-01-01" @default.
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- W2007144494 title "Organization size, budget cycle, and budget related influence in city governments: An empirical study" @default.
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- W2007144494 doi "https://doi.org/10.1016/0361-3682(86)90033-4" @default.
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