Sensemaking and financial management in the decision-making process of farmers

Michael Hayden, Ruth Mattimoe, Lisa Jack

    Research output: Contribution to journalArticlepeer-review

    Abstract

    Purpose - The aim of this paper is to contribute to a better understanding of the financial decision-making process of farmers and to highlight the potential role that improved farm financial management (FFM) could play in developing sustainable farm enterprises.

    Design/methodology/approach - This paper adopts a qualitative approach with 27 semi-structured interviews exploring farmers’ financial decision-making processes. Subsequently, the interview findings were presented to a focus group. Sensemaking theory is adopted as a theoretical lens to develop the empirical findings.

    Findings - The evidence highlights that FFM has a dual role to play in farmer decision-making. Some FFM activities may act as a cue which trigger a sensebreaking activity, causing the farmer to enter a process of sensemaking while some/other FFM activities are drawn upon to provide a sensegiving role in the sensemaking process. The role of FFM in farmer decision-making is strongly influenced by the decision type (strategic or operational) being undertaken and the farm type (dairy, tillage or beef) in operation.

    Originality - The literature suggests that the majority of farmers spend little time on financial management. However, there are farmers who have quite a high level of engagement in FFM activities, when undertaking strategic farm expansion decisions. Those FFM activities help them to navigate through operational decision-making and to make sense of their strategic decision-making.
    Original languageEnglish
    JournalJournal of Accounting & Organizational Change
    Publication statusAccepted for publication - 20 Jun 2021

    Keywords

    • Sensemaking
    • Agriculture
    • Farm Financial Management
    • Farmer Decision-making
    • Strategic Decision-making
    • Operational Decision-making

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