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The study identifies thirteen budget-process factors that appear to stimulate strategic misrepresentation in budgeting and provides examples to demonstrate under which conditions the budget-process factors result in strategic misrepresentation. The study concludes that no amount of moral handwringing over the evils of strategic misrepresentation is likely to lessen the practice. Rather, the system of incentives that propels strategic misrepresentation requires analysis and reform if the behavior is to be discouraged.


SOURCES

  • L.R. Jones and K.J. Euske, Strategic Misrepresentation in Budgeting, Naval Postgraduate School Monterey, California

  • Journal of Public Administration Research and Theory, Vol. 1, No. 4: 437-460 (1991), 1991 Public Management Research Association