Integrated Planning Budgeting Forecasting (IPBF)

This research investigates whether an integrated planning, budgeting, and forecasting (IPBF) process improves organizational financial performance. Traditional financial planning approaches treat planning, budgeting, and forecasting as separate, linear activities, creating organizational inflexibility and limiting responsiveness to volatile market conditions. This fragmented approach may have proven inadequate for modern business environments, as evidenced by increased market volatility and the surge in finance transformation projects between 2000 and 2022. IPBF represents a cyclical process linking three interconnected stages: (1) planning - establishing operational goals, (2) budgeting - quantifying costs and benefits, and (3) forecasting - adjusting budgets based on actual performance. Unlike traditional annual budgeting processes, IPBF features cyclicality where periodic reviews trigger immediate adjustments across all three stages simultaneously, creating synergistic effects that enhance organizational performance. The theoretical framework demonstrates how IPBF creates superior performance through two primary mechanisms: visibility creation and flexibility enhancement. Visibility enables real-time performance gap analysis, risk calibration through early warning signals, and cross-functional synergy identification. Flexibility provides dynamic resource allocation capabilities, scaling growth opportunities, and strategic agility in response to changing conditions. This study employs descriptive survey methodology to test six hypotheses linking IPBF implementation to key performance indicators: revenue growth rate, asset turnover improvement, profit margin enhancement, net operating asset growth, return on invested capital (ROIC) improvement, and operating income growth rate. Data collection involves 50 - 100 finance professionals including CFOs, finance directors, and financial planning managers across various U.S.-based organizations. The research addresses critical gaps in existing literature by developing a comprehensive theoretical framework that explains how cyclical integration creates performance benefits. This contributes to academic knowledge in financial management while providing practical guidance for organizations seeking to improve their financial planning capabilities. The findings offer evidence-based recommendations for finance executives, consultants, and technology vendors while contributing to broader economic stability through enhanced organizational resilience and financial performance optimization.

Name thesis:degree_name

Doctorate of Business Administration

Level thesis:degree_level

DOCTORAL

Discipline thesis:degree_discipline

Business Administration

Grantor

University of Houston

Year dc:date.issued

2026

Author dc:creator

• Oguamanam, Tony

Advisor dc:contributor.advisor

• Lu, Tong

Committee members dc:contributor.committeemember

• Volkan, Muslu
• Gargano, Antonio

• Integrated Planning
• Financial Performance
• Forecasting
• Budgeting
• Organizational Resilience
• Dynamic Capabilities

Language dc:language.iso

English

Handle dc:identifier.uri

https://hdl.handle.net/10657/21610

OAI identifier oai:identifier

oai:uh-ir.tdl.org:10657/21610