The present study investigates the contextual factors that impact the extent of budget use and performance based on contingency theory. For this purpose, we carried out a questionnaire survey of Turkish firms. In order to analyse the data, confirmatory factor analysis and covariance-based structural equation modelling were used. We find that the extent of budget use and performance are affected significantly by contextual factors. Size, structure, perceived environmental uncertainty (PEU) and information technology (IT) determine the extent of budget use. The study also finds that performance is significantly affected by the extent of budget use and other contingent factors (i.e., structure, PEU, functionality of IT). Furthermore, there is a mediating role of budget use between contextual factors and performance. P lanning and controlling are two major functions of management, and are used as aids to decisionmaking in allocating financial and human resources, evaluating performance and rewarding personnel. Budgeting has been a primary traditional tool for the planning and controlling operations of business organisations, although both its usefulness and costliness have been questioned. Both profit and nonprofit organisations continue to dedicate a considerable amount of time to budgeting every year. The ultimate aim is to improve performance by controlling costs, coordinating units of organisation, achieving targets and increasing market share. A recent study has provided evidence that traditional annual budgets can add value to organisational management (Khalifeh 2014).Based on contingency theory, this study aims to investigate the contextual factors impacting the extent of budget use and firm performance, in particular, the impact of the extent of budget use upon firm performance, and how it mediates the association between contingent factors and firm performance. The contingencyrelated literature suggests that there is no unique set of management accounting practices (MAPs) applicable to all organisations in all circumstances (Otley 2007;Abdel-Kader and Luther