Top management perceptions of rolling forecasting: case study of a Finnish industrial enterprise

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dc.contributor Aalto University en
dc.contributor Aalto-yliopisto fi
dc.contributor.advisor Niemi, Lasse
dc.contributor.advisor Huikku, Jari
dc.contributor.author Marttila, Kati
dc.date.accessioned 2017-02-14T08:51:52Z
dc.date.available 2017-02-14T08:51:52Z
dc.date.issued 2017
dc.identifier.uri https://aaltodoc.aalto.fi/handle/123456789/24587
dc.description.abstract Objectives of the study The objective of this study is to understand how the transformation from annual budgets to rolling forecasting could be made smoother and more successful. This will be done by asking top-level managers their thoughts and expectations on the change. Finding out what benefits the managers expect will help in selling the change inside the company. Respectively, knowing what challenges are expected will help in decreasing the resistance towards the change and making the transition smoother. Research methods The study was conducted as a case study. The main method was interviews with top-level managers representing different business areas and different functions. The interviews had two parts: first a semi-structured interview, and after that a short questionnaire. In addition, access was gained to the case company’s internal materials. The theoretical framework used is based on Dannemiller and Jacob’s (1992) change formula. Results Based on the results of the study, the attitude towards the change among the interviewees is already fairly positive. The main benefits that the interviewees expect the change to bring are a better ability to react to changes in the environment, a continuous dialogue throughout the year, and transparency of information. In addition, even though the amount of work required is similar, rolling forecasting is expected to provide more useful information than annual budgeting, making its cost-benefit ratio better. With rolling forecasts, targets could also be changed more frequently, so that the targets would be on a more motivating level at all times. The two clearly biggest challenges were the confusion of how target setting and performance evaluation should be arranged, and unsuitable software and tools. These issues should be kept in mind when designing the new process further in order to avoid major pitfalls. en
dc.format.extent 67
dc.language.iso en en
dc.title Top management perceptions of rolling forecasting: case study of a Finnish industrial enterprise en
dc.type G2 Pro gradu, diplomityö fi
dc.contributor.school Kauppakorkeakoulu fi
dc.contributor.school School of Business en
dc.contributor.department Laskentatoimen laitos fi
dc.subject.keyword forecasting en
dc.subject.keyword rolling forecasting en
dc.subject.keyword budgeting en
dc.subject.keyword rolling budgeting en
dc.subject.keyword organizational change en
dc.subject.keyword accounting change en
dc.identifier.urn URN:NBN:fi:aalto-201702142392
dc.type.ontasot Master's thesis en
dc.type.ontasot Maisterin opinnäyte fi
dc.programme Accounting en
dc.subject.helecon laskentatoimi fi
dc.subject.helecon johdon laskentatoimi fi
dc.subject.helecon organisaatiomuutos fi
dc.subject.helecon muutos fi
dc.subject.helecon taloushallinto fi
dc.subject.helecon ennusteet fi
dc.subject.helecon budjetointi fi
dc.subject.helecon budjetit fi
dc.ethesisid 14853
dc.location P1 I fi


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