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Often research using budgetary process models either assumes that the models reflect the actual decision processes of budgeters or is vague about exactly what is being modelled. I argue that budgetary models model the task environment of budgeters — the problems they face rather than their decision processes, and I examine the implications of this proposition for budgetary research and practical uses of budgetary models.
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Philip Bromiley (1981) studied this question.
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