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Organizational Process Models of Budgeting

Mark Green

Oregon State University - College of Business

Fred Thompson

Willamette University - Atkinson Graduate School of Management

December 1, 2002

There are several reasons for the obscurity of the organizational process model. Perhaps the most important is the widespread acceptance of the standard economic model, which holds that spending outcomes are determined by the supply of and the demand for publicly provided goods and services and that competition somehow constrains elected officials to serve the tastes and preferences of the median voter. The best way to define the organizational process model is to follow its interesting etiology across time and academic boundaries, focusing on the work of Herbert Simon, Aaron Wildavsky. John Padgett, John Patrick Crecine, and P.D. Larkey. We divide the development of the organizational process model into four distinct phases: pronouncement, formalization, differentiation, and diffusion, look in turn at each of these phases, and conclude that the time has come for scholars to revisit the model, exploring its potential for contributing not only to formal budget theory but also to other fields of public policy and management as well.

Number of Pages in PDF File: 46

Keywords: Budget, satisficing, organizational process, mechanisms

JEL Classification: B25, H61

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Date posted: February 22, 2005  

Suggested Citation

Green, Mark and Thompson, Fred, Organizational Process Models of Budgeting (December 1, 2002). Available at SSRN: http://ssrn.com/abstract=671183 or http://dx.doi.org/10.2139/ssrn.671183

Contact Information

Mark Green (Contact Author)
Oregon State University - College of Business ( email )
Corvallis, OR 97331
United States
Fred Thompson
Willamette University - Atkinson Graduate School of Management ( email )
900 State Street
Salem, OR 97301
United States
503-370-6228 (Phone)
503-370-3011 (Fax)
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