Isomorphism in Value for Money based Budget Performance in the Special Region of Yogyakarta Provincial Government

Abstract

The reform of public financial management has encouraged local governments to implement performance-based budgeting systems oriented toward achieving outcomes and enhancing public accountability. One of the approaches commonly employed to assess budgetary performance is the Value for Money concept, which emphasizes the principles of economy, efficiency, and effectiveness. This study aims to analyze the implementation of Value for Money-based budget performance within Regional Government Organizations (OPDs) of the Special Region of Yogyakarta Province and to identify the phenomenon of institutional isomorphism influencing its implementation. The study employed an explanatory sequential design, beginning with quantitative analysis using scatter plots to identify the characteristics of OPDs’ budget performance, followed by a qualitative phase through in-depth interviews. Informants were selected through purposive sampling based on the quantitative findings, particularly from OPDs exhibiting distinctive characteristics or classified as outliers. Interviews were conducted with four informants directly involved in planning, budgeting, implementation, and budget management processes. The findings indicate that the implementation of Value for Money-based budget performance is influenced by institutional pressures in the form of normative and coercive isomorphism. Normative isomorphism is reflected in the obligation to conduct budget management in accordance with professional standards, technical guidelines, and prevailing regulations. Meanwhile, coercive isomorphism manifests through compliance requirements related to government regulations, evaluation mechanisms, and reporting systems. These institutional pressures promote the homogenization of budget management practices across OPDs in support of accountability and sound regional financial governance. The findings reinforce institutional theory by demonstrating that budget management practices in the public sector are shaped not only by considerations of economic rationality but also by the pursuit of legitimacy within the institutional environment.