BUDGET MANAGEMENT IN SOCIAL INNOVATION PROJECTS

Purpose: In the article, we examine the impact of management effectivity on the budget of a social innovation project. To this end, the following research hypotheses were established: Budget planning depends on the effect of social innovation project management; The form of monitoring and inspection depends on the effect of social innovation (SI) project management; Introduction of product and result indicators depends on the effect of social innovation budget management. Design/methodology/approach: Based on the literature research, it was decided to conduct face-to-face interviews with leaders of non-profit organizations that have had at least one social innovation project. In order to verify the research hypotheses, semi-structured interviews were conducted with representatives of 11 organizations. Findings: Our findings confirm the relationship between management effectiveness from the respective phases of budget project and implementation. Respondents noted that they used respective effective management approaches in budgeting during implementation of social innovation projects. Research limitations/implications: The limitation of the relatively small research group was noted, which does not allow generalizing the results. However, it gives inspiration to expand the research. Practical implications: Our findings make it possible to better tailor budget management to heterogeneous social needs. Social implications: SI-related projects are highly dependent on the project budget. Budget monitoring and inspection focus primarily on the degree of matching of the implemented project to social needs. Originality/value: The article systematizes the knowledge of the theory of effectual SI budget management, which directly affects better adaptation of projects to social needs.