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The effect of budgetary participation on job performance has been one of the most researched topics in management accounting for the past 40 years. To date, the literature suggests that budgetary participation is construed as having a motivational and cognitive function in the budget-setting process (Murray, 1990; Kren and Liao, 1988; Shields and Shields, 1998; Chong and Chong,2002). The empirical findings on the cognitive role of budgetary participation have produced well-established results (see Chenhall and Brownell, 1988; Mia, 1989; Kren, 1992; Magner, Welker and Campbell, 1996). However, empirical evidence on the studies that focused on the motivational role of budgetary participation have been mixed (see e.g., Brownell and Mclnnes, 1986; Mia,1988, 1989; also see Kren and Liao, 1988; Murray, 1990 for a comprehensive theoretical discussion). A plausible explanation for the inconclusive results of prior studies on the motivational role of budgetary participation could be due to the inappropriate theoretical framework that was adopted by these studie(see Greenberg, Greenberg and Nouri, 1994).A meta-analysis study by Greenberg et al. (1994) concluded that the diverseresults of the participative budgeting studies are due primarily to theoretical
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