Fleksibilitas Manajerial, Penganggaran Agile, dan Reposisi Slack Anggaran dalam Sistem Akuntansi Manajemen

Eka Setiajatnika Eka Setiajatnika; Surya Pancar Buana

Authors

Eka Setiajatnika Eka Setiajatnika Universitas Koperasi Indonesia
Surya Pancar Buana Universitas Koperasi Indonesia

Keywords:

managerial flexibility; budgetary slack; agile budgeting; management control systems; management accounting.

Abstract

The increasingly intense dynamics and uncertainty of the business environment challenge the relevance of traditional budgeting systems in management accounting, particularly in manufacturing companies within the consumer goods sector. During the 2020–2024 period, this sector faced efficiency pressures, performance fluctuations, and recurring misalignments between budgets and actual outcomes, reflecting the limitations of rigid budgeting practices. This study aims to analyze the role of managerial flexibility in the formation of budgetary slack and to examine agile budgeting as a moderating mechanism within management control systems. The research employs a quantitative explanatory approach using Structural Equation Modeling–Partial Least Squares (SEM-PLS) on a sample of 80 consumer goods manufacturing companies listed on the Indonesia Stock Exchange. Data were collected from annual financial statements and surveys of financial and accounting managers. The results indicate that managerial flexibility has a positive effect on functional budgetary slack, and that agile budgeting strengthens this relationship. These findings suggest that budgetary slack can function as an adaptive mechanism when managerial behavior aligns with the design of a responsive budgeting system.

References

Argyris, C. (1952). The impact of budgets on people. New York, NY: The Controllership Foundation.

Bedford, D. S., Malmi, T., & Sandelin, M. (2016). Management control effectiveness and strategy: An empirical analysis of packages and systems. Accounting, Organizations and Society, 51, 12–28. https://doi.org/10.1016/j.aos.2016.04.002

Bourmistrov, A., & Kaarbøe, K. (2013). From comfort to stretch zones: A field study of two multinational companies applying “beyond budgeting” ideas. Management Accounting Research, 24(3), 196–211. https://doi.org/10.1016/j.mar.2013.04.001

Burney, L. L., Radtke, R. R., & Widener, S. K. (2017). The consequences of strategic financial planning systems: Antecedents and performance effects. Management Accounting Research, 37, 69–86. https://doi.org/10.1016/j.mar.2017.05.002

Burney, L. L., Widener, S. K., & Radtke, R. R. (2021). Management control systems and organizational agility. Management Accounting Research, 50, 100725. https://doi.org/10.1016/j.mar.2020.100725

Chenhall, R. H. (2003). Management control systems design within its organizational context: Findings from contingency-based research and directions for the future. Accounting, Organizations and Society, 28(2–3), 127–168. https://doi.org/10.1016/S0361-3682(01)00027-7

Davila, T., & Wouters, M. (2005). Managing budgetary slack: A conceptual framework and empirical study. Management Accounting Research, 16(2), 203–221. https://doi.org/10.1016/j.mar.2005.03.001

Dunk, A. S. (1993). The effect of budget emphasis and information asymmetry on the relation between budgetary participation and slack. Accounting, Organizations and Society, 18(4), 297–310. https://doi.org/10.1016/0361-3682(93)90018-4

Evans, J. R. (2019). Managing for quality and performance excellence (10th ed.). Boston, MA: Cengage Learning.

Holmgren Caicedo, M., Mårtensson, M., & Siverbo, S. (2018). The use of management control systems in fast-growing organizations. Management Accounting Research, 38, 39–59. https://doi.org/10.1016/j.mar.2017.07.005

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

Horngren, C. T., Datar, S. M., & Rajan, M. V. (2015). Cost accounting: A managerial emphasis (15th ed.). Upper Saddle River, NJ: Pearson Education.

Merchant, K. A., & Van der Stede, W. A. (2017). Management control systems: Performance measurement, evaluation and incentives (4th ed.). Harlow, UK: Pearson Education.

Otley, D. T. (1980). The contingency theory of management accounting: Achievement and prognosis. Accounting, Organizations and Society, 5(4), 413–428. https://doi.org/10.1016/0361-3682(80)90040-9

Simons, R. (1995). Levers of control: How managers use innovative control systems to drive strategic renewal. Boston, MA: Harvard Business School Press.

Sponem, S., & Lambert, C. (2016). Exploring differences in budgeting practices: A review of the literature. European Accounting Review, 25(4), 739–770. https://doi.org/10.1080/09638180.2015.1042192