IMPACT OF PARTICIPATION IN THE BUDGETARY PROCESS ON MANAGERIAL ATTITUDES AND PERFORMANCE: UNIVERSALISTIC AND CONTINGENCY PERSPECTIVES*

Abstract

ABSTRACT Data from responsibility‐center managers reveal that greater budgetary participation contributes to managerial performance and attitudes in high‐environmental‐uncertainty situations but hampers performance and attitudes in low‐uncertainty situations. Higher budgetary participation reduces managers' propensity to create slack in high‐ (but not in low‐) uncertainty conditions.