The 25th NISPAcee Annual Conference

Conference photos available

Conference photos available

In the conference participated 317 participants

Conference programme published

Almost 250 conference participants from 36 countries participated

Conference Report

The 28th NISPAcee Annual Conference cancelled

The 29th NISPAcee Annual Conference, Ljubljana, Slovenia, October 21 - October 23, 2021

The 2020 NISPAcee On-line Conference

The 30th NISPAcee Annual Conference, Bucharest, Romania, June 2 - June 4, 2022

Thank you for the opportunity to be there, and for the work of the organisers.

D.Z., Hungary, 24th Conference 2016, Zagreb

Well organized, as always. Excellent conference topic and paper selection.

M.S., Serbia, 23rd Conference 2015, Georgia

Perfect conference. Well organised. Very informative.

M.deV., Netherlands, 22nd Conference 2014, Hungary

Excellent conference. Congratulations!

S. C., United States, 20th Conference 2012, Republic of Macedonia

Thanks for organising the pre-conference activity. I benefited significantly!

R. U., Uzbekistan, 19th Conference, Varna 2011

Each information I got, was received perfectly in time!

L. S., Latvia, 21st Conference 2013, Serbia

The Conference was very academically fruitful!

M. K., Republic of Macedonia, 20th Conference 2012, Republic of Macedonia

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 Paper/Speech Details of Conference Program  

for the  25th NISPAcee Annual Conference
  Program Overview
V. Public Finance and Management
Author(s)  Miklos Pasztor 
  Corvinus University of Budapest
Budapest  Hungary
 
 
 Title  Innovation in Budgeting: The Hungarian Case
File   Paper files are available only for conference participants, please login first. 
Presenter  Miklos Pasztor
Abstract  
  
Hungarian public administrators have fought with two challenges in public management reforms since the system change:
• to meet international requirements, especially ones of European Union,
• to defend its professional competences from politics.

Some Hungarian researchers have taken account the evidences and attributes of these phenomena. They identified these as “reform imitation” and among the causes of it did the tension between the patronage system of human resource management in this field, especially in leader’s chose and the needs of society.

Unfortunately, these researches have dealt with budgeting very few. In this field, the researches focused on economics rather than from point of view of public management.

At the same time the recent government and ruling party use the political government of budgeting (A. Wildavsky) at high level. Their explanation for this bases on “unorthodox” economic policy for new Hungarian powerful entrepreneurship and fast growth.

This paper does not want to uncover total unorthodoxy. The aim of it is only to try to interpret the effects of unorthodoxy on the budgeting. I consider means and their effects in all of two sides of budget, and also the methods of preparing of budget. I focus on behaviours of actor, for example “political cycle of budgeting” and the macroeconomic contexts play secondary role, but needed.

I try to summarise the main facts and figures of unorthodoxy, and try to interpret in light of public management reform – as responsibility, transparency, well-being, and so on.

I hypothesize that unorthodoxy budgeting contains real reform steps, but the aim of them is problematic. The Hungarian unorthodoxy budgeting is a special compromising between political ruler and professional “guardians” of budget.