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Tytuł artykułu

Pre-decision control procedures as a condition for achieving the purpose of investment

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Języki publikacji
EN
Abstrakty
EN
Research background: Existence and development of companies strongly depend on their investments spending including capex expenditures. Regardless of scale of expenses an investment project should be analysed with regard to the risks involved, calculation of amount to be spent and probability of achieving expected effects. To realize this objective in a smooth and effective way a company should possess and use in practice procedures for analysis of investments projects – pre-decision control procedures. Purpose of the article: The aim of the presented paper is to show the advantages of possession by companies the procedures for analysis of investment projects and necessity for their usage in case of preparing a new investment. Even the simplest procedure enables to define potential risks which can occur in time. In addition, such a procedure allows to analyse technical, financial and personnel issues related to introducing a new technology and purchasing machinery equipment. Methods: The research method applied for preparing this article has been based on a survey addressed to business owners, financial managers and other persons involved in the process of analysis and acceptance of investment decisions in business units. The paper presents results of empirical research carried out by companies, mainly from Silesia region. The theoretical part is based on literature analyses. Findings & Value added: The empirical research did not confirm that companies using pre-decision control procedures for investment projects achieve their business and financial objectives more often than companies which do not have such procedures.
Rocznik
Tom
Strony
131--142
Opis fizyczny
Bibliogr. 14 poz.
Twórcy
  • Higher School of Banking, Poznań, Faculty in Chorzów
Bibliografia
  • 1. Abdel-Kader, M.G., and Dugdale, D. (1998). Investment in advanced manufacturing technology: A study of practice in large UK companies. Management Accounting Research, 9(3), 261-284.
  • 2. Accola, W.L. (1994). Assessing risk and uncertainty in new technology investments. Accounting Horizons, 8, 19-35.
  • 3. Alkaraan, F., and Northcott, D. (2007). Strategic investment decision making: The influence of pre-decision control mechanisms. Qualitative Research in Accounting and Management, 4(2), 130-150.
  • 4. Alkaraan, F., Northcott, D. (2006). Strategic capital investment decision-making: A role for emergent analysis tools? A study of practice in large UK manufacturing companies. The British Accounting Review, 38, 149-173.
  • 5. Arnold, G.C., and Hatzopoulos P.D. (2000). The theory-practice gap in capital budgeting: Evidence from the United Kingdom. Journal of Business Finance and Accounting, 25(5/6), 603-626.
  • 6. Carr, C., Tomkins, C., Bayliss, B. (1994). Strategic Investment Decisions: A Comparison of UK and German Practices in the Motor Components Industry, Avebury, Aldershot.
  • 7. Emmanuel, C., Harris, E., and Komakech, S. (2010). Towards better understanding of capital investment decisions. Journal of Accounting and Organizational Change, 6(4), 477-504.
  • 8. Huikku, J., Karjalainen, J., Seppala, T. (2018). The dynamism of pre-decision controls in the appraisal of strategic investments. The British Accounting Review, 50, 516-538.
  • 9. Jorgensen, B., and Messner, M. (2010). Accounting and strategizing: A case study from new product development. Accounting, Organizations and Society, 35, 184-204.
  • 10. Łaszek A., Trzeciakowski R. (2018) Report: Perspectives for Poland. Investments versus economic growth. Warsaw: Foundation of Civil Development.
  • 11. Melgin, J. (2016). Representation, materiality and decision control; essays on the role of board of directors as an intermediate actor in corporate Governance. Doctoral dissertation. Helsinki: Unigrafia: Aalto University.
  • 12. Pike, R. (1996). A longitudinal survey on capital budgeting practices. Journal of Business Finance and Accounting, 23(1), 79-92.
  • 13. Slagmulder, R. (1997). Using management control systems to achive alignment between strategic investments decisions and strategy. Management Accounting Research, 8, 103-139.
  • 14. Van Cauwenbergh, A., Durinck, E., Martens, R., Laveren, E., and Bogaert, I. (1996). On the role and function of formal analysis in strategic investment decision processes: Results from an empirical study in Belgium. Management Accounting Research, 7, 169-184.
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-85a2b388-1517-491f-908d-044a0ef7499e
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