It has long been an accepted precept that the purpose of management is the maximization of shareholder wealth. Few would dispute the notion that projects requiring long-term capital investments should be subjected to capital budgeting. Numerous authors have, however, questioned the appropriateness of subjecting non-capital expenditures, such as advertising, research or product development, to c...

This paper presents a comprehensive comparison of theory and practice of the most established capital budgeting methods in Germany based on our survey results. For this purpose we have sent questionnaires to CEOs and CFOs of all companies listed in the German all share index (CDAX) to find out which capital budgeting methods are currently used by German managers and how accurately they apply th...

How healthcare firms make capital budgeting decisions is an intriguing question principally because about 85% of these firms are not-for-profit operations. Several surveys have been performed over the last forty plus years to learn about capital budgeting practices of these firms. In this paper, we analyze and synthesize these surveys in a four-stage framework of the capital budgeting process—i...

Real options theory suggests that managerial flexibility embedded within irreversible investments can account for a significant value in project valuation. Although the argument has become the dominant focus of capital investment theory over decades, yet recent survey literature in capital budgeting indicates that corporate practitioners still do not explicitly apply real options in investment ...

Our objective in this paper is to develop a decision-making model to assist decision-makers and researchers in understanding the effect of multiple criteria decision-making on a capital budgeting investment. This decision-making model helps decision-makers with reducing decision-making time and choosing a suitable decision alternative for a capital budgeting investment within the companies’ goa...

Fuzzy equivalents of all the classical capital budgeting (investment choice) methods are generalised or proposed. These equivalents can be used to evaluate and compare projects in which the cash ows, duration time and required rate of return (cost of capital) are given imprecisely, in the form of a fuzzy number. c © 2000 Elsevier Science B.V. All rights reserved.

Many studies explore only use or non-use of capital budgeting methods, and not the factors that determine the selection of the method used in UAE or the region. The relationships between use and independent variables that affect the selection of the method have been studied. The study attempts to fill a gap in the existing literature of capital budgeting practice in the developed and developing...

In modern businesses, firms face new challenges of managerial retention in capital budgeting process. We consider a model in which a manager privately observes the capital productivity of a project and has access to multiple outside financing options. We show that if the manager can obtain funding from either internal or external capital (but not both), the firm may exclude highly profitable in...

Most investment decisions present the following three characteristics: • Irreversibility: The investment is partially or completely sunk, i.e. it cannot be recovered. • Uncertainty: The best that can be done is to assess the probabilities of the alternative outcomes that can imply larger or smaller profits. • Timing: The decision can be postponed in order to get more information (but never comp...

M A N A G E M E N T A C C O U N T I N G Q U A R T E R L Y S U M M E R 2 0 0 8 , V O L . 9 , N O . 4 T he process of evaluating the desirability of long-term investment proposals is referred to as “capital budgeting.” Making optimum capital budgeting decisions (e.g., whether to accept or reject a proposed project), often requires recognizing and correctly accounting for flexibilities associated ...