Abstract
This paper reports the results of a qualitative case study of an Australian University's implementation of a new budget model. To inform our research, we developed a theoretical framework by drawing from neo-institutional sociology, old institutional economics and technical-rational choice. A narrative inquiry was employed to elicit the stories of participants' experiences of the budgetary change in its socio-political and institutional contexts. Through this narrative inquiry, we depart from prior institutional management accounting change studies which have presented change steered by external pressures for conformity and/or legitimacy. Our study shows how budgeting, as a management accounting tool, can be viewed as a rational myth conferring social legitimacy upon organisational participants and their actions. Further, we demonstrate that the emergence of a new management accounting practice is attributed to the demands of technical rational imperatives, and the existence of internal rationalised dynamics and norms. We highlight and analyse the role and ability of organisational actors to create budgetary change in an institutionalised higher education environment. (C) 2016 Elsevier Ltd. All rights reserved.