Budgetlös styrning i praktiken : En fallstudie av Handelsbanken

Sammanfattning

This study aims to examine how Handelsbanken applies a budget-free management philosophy in accordance with the Beyond Budgeting principles, with a focus on branch managers’ experiences and the organizational conditions that enable or constrain the model in practice. The study is based on qualitative case study design, utilizing semi-structured interview with seven local managers as well as a document analysis of the bank’s annual reports from two different years. The findings show that Handelsbanken’s management model is built on extentensive decentralization, where local branches are given significant authority to make decisions close to the customer. This model is perceived by the respondents as meaningful, motivating, and conducive to accountability. Budget-free management has become deeply embedded in the bank’s culture and relies on a high level of trust, strong local autonomy, and continuous follow ups through dialogue based tools rather than fixed financial targets. The analysis indicates that the model supports employees’ intrinsic motivation, which can be understood through Self-Determination Theory. At the same time, effective implementation depends on clear structures, shared values, and a stable organizational culture. The study confirms that Beyond Budgeting can serve as a viable alternative to traditional budgeting, but also emphasizes that its success is highly dependent on the context and not easily transferable to other organizations. Finally the study identifies a need for future research that includes additional organizational levels and international comparisons.