Managerial Performance: The Impact of the Consequences of Budgetary Participation with the Mediating Role of Cost Management Knowledge

The purpose of this study is to investigate the relationship between budgetary participation, cost management knowledge and managerial performance. The questions of this research are based on performance theory and have been prepared using previous researches. To achieve the research objective were used the standard questionnaires of Milani (1975), Shields and Young (1994) and Mahoni et al. (1965). The statistical sample of the research consists of 78 middle-level managers of manufacturing companies in the west of Mazandaran province in 2020. To analyze the hypotheses were used SmartPls3 software and structural equation modeling method. The results show that there is a positive and significant relationship between budgetary participation and cost management knowledge with the performance of managers, but cost management knowledge does not play a mediating role between budgetary participation and managers' performance. In other words, budgeting could as a control tool used by managerial in the organization to the better monitoring for performance itself. However, the results of this study indicate that less attention is paid to management accounting other tools and techniques (such as continuous budgeting, BSC, ABC etc) which in turn leads to the poor performance of managers.