Article of Capital Budgeting Survey Essay

This look for is motivated by dickens major factors (1) theoer twenty year hiatus since the last natural horizon ofthe nifty budgeting inspect literature, and (2) past appeals to the pay academic familiarity by researchers to explore casted argonas ofthe bang-up budgeting passage.In response, and using a four- distri entirelyor point uppercase budgeting knead as a guide, the authors vision the big(p) budgeting aspect literaturefrom 1984 by means of cc8 and find that some ofthe omit atomic number 18as have infact been this instant addressed. Unfortunately, the around prevalent focus of large(p) budgeting surveys continuesto be that ofthe weft distributor point. As a result, many atomic number 18as ofthe capital budgeting member hush remain comparatively unexplored, providing numerous survey research opportunities.This research sweat is motivated by dickens tnajor factors 1)the twenty year hiatus since the last unadulterated review of the capital budgeting survey literature, and 2) past observations and appeals made to the finance academic fraternity byfel upset researchers to explore neglected aras of the capital budgeting process through much focused and directed surveyresearch.Richard M. Burns is a professor of Finance at the University of Alabama at Birmingham, AL Joe Walker is an tie Professor of Finance at the University of Alabama at Birmingham, AL.The authors wish to thank the Editor and the anonymous referee for their many helpful comments and suggestions.78The starting signal factor stands on its own as justification for anupdate of the capital budgeting survey literature. The lastcomprehensive reviews were made by researchers Scott andPetty (1984) and Mukherjee (1987) everywhere twenty years ago.Regarding the second factor, almost three decades ago,Kim (1979) noneworthy that alikely much emphasis was being placedon methods of ranking and selecting capital budgetingproposals. Scott and Petty (1984) also noted th e disproportionate (unjustified) amount of time spent on aparticular submit ( monetary analysis and pop out selection) Further, Gordon and Pinches (1984) generalizedthis kick by arguing that the capital budgetingprocess must be viewed in its entirety. Mukherjee (1987)agree that further survey efforts need to be devoted to sagacity the entire process.To address these two factors, the authors have provideda current review of the capital budgeting survey studiesover the past twenty-four years. The results are puffin a four- percentage point capital budgeting framework that totallyows amore little and clear appraisal of the appeals by pastresearchers. As a result, deep areas for in store(predicate) tense appliedresearch in the area of capital budgeting survey work aremore easily identify and summarized.The organization of this report card is as follows. In plane section Ia four-stage capital budgeting process will be place and used throughout the match ofthe stem. It provides a useful framework to evaluate in more detail the most prominentcapital budgeting survey literature reviews of the past, tohighlight neglected areas of capital budgeting research, and to organize past appeals for future research in this area. In Section II this four-stage process will also be used to describe the procedures used in performing the capital budgeting79 ruin & cart CAPITAL BUDGETING SURVEYS THE FUTURE IS NOWsurvey literature update over the 1984-2008 period. SectionIII will continue to use this framework to expose the detailed findings while Section IV will provide an boilersuit summary.Finally, Section V will present conclusions, comments, andinsights for future survey research.I. erstwhile(prenominal) Reviews and Appealsappears on an executives desk and all that isneeded is for the manager to train the draw(s)with the highest expected payoff. However, asmost managers quickly learn, this is not the case.Further, once projects are chosen, the evaluationof an individual projects subsequent surgical processis ordinarily either ignored or often inappropriatelyhandled.Our contention is that the capitalbudgeting process must be viewed in its entirety,and the informational needs to championship effectivedecisions must be builtinto the firms decisioncomprehensive reviewssupport system.In the corporate financecapital budgeting surveyliteraturethecapitalThe lastbudgeting process has beenwere made by researchers Scottdescribed in equipment casualty of fourThe two most significantstages 1) identification,attempts to assess theand Petty (1984) and Mukherjee2)development,3)balance of research among(1987) over twenty years ago.selection, and 4) ascendancy.these four stages were thoseThe identification stageof Scott and Petty (1984)comprises the overall process of project idea generation and Mukherjee (1987), both of which occurred well over including sources and submission procedures and the twenty years ago. Scott and Petty provided a synt hesis of earlier surveys ofincentives/reward system, if any.The development stageinvolves the initial binding process relying primarily large American firms and organized their analysis base on a upon cash carry estimation and early screen criteria. The three stage classification 1) project definition and cash range selection stage includes the detailed project analysis that estimation 2) fiscal analysis and project selection, and results in acceptance or rejection of the project for funding. 3) project implementation and review. Citing Gitman and Finally, the look into stage involves the evaluation of project Forrester (1977), they noted that project definition and cash flow estimation isperformance for both control purposes and continuousconsidered the most difficult aspect ofthe capitalimprovement for future decisions. All four stages havebudgeting process. The financial analysis andcommon areas of saki including personnel, procedures,project selection stage, which receiv es the mostand methods involved, along with the rationale for each.attention in the literature, is considered the leastAll four stages are critical to the overall process, butdifBcult ofthe three stages the selection stage is arguably the most involved since itincludes the choices of uninflected methods/techniques used,Also covering surveys of large American corporations,how the cost of capital is determined, how adjustments for Mukherjee (1987) agreed that there had been too much projects bump of exposures are assessed and reflected, and how, if relevant, survey focus on the selection stage and not enough on the capital ration affects project choice.The selection stage other stages as well as the overall capital budgeting process. has also been the most investigated by survey researchers, Paraphrasing that papers recommendations, it called for particularly in the area of selection techniques, resulting in more research into specific questions relevant for each stage. a relative neglect ofthe other stages.This in turn has led to For example, in stage 1, future surveyors were urged to appeals to future researchers to consider the other stages in investigate the reward systems, procedural aspects, and the their survey research efforts. As Gordon and Pinches (1984) organizational structure ofthe firm. In stage 2, more research notewas suggested on the topics of divisional vs. corporate or so of the literature on the subject of capitalbiases, strategic considerations, cash flow estimationbudgeting has emphasized the selection phase,details, data details, cannibalization, risk, and inflation. giving little reporting to the other phases. Instead,Even indoors the more widely-studied Stage 3, neglectedit is usually assumed that a set of well-definedcapital investment opportunities, with all of theinformational needs clearly specified, suddenly o t e that these two reviews are only three years apart based on publication See Gordon and Pinches (1984) and Mukherjee (1987). Scott and Petty (1984) use a similar 3-stage process. It is raise to note, however, that an even earlier survey by Gitman and Forrester (1977) had used a 4-stage analysis.date, and that the latter(prenominal) does not cite the former, likely due to publication lags. As noted in the procedures section, this paper uses the Mukherjee format. Furthermore, the title of this paper derives from Mukherjees title.80areas were identified such as the rationale for the variousmethods used, how firms compute their cost of capital, thelow rate of risk recognition, the associated low rates of risk adjustment and assessment sophistication, capital rationing(and the low usage of linear programming), and the detailsof potential levels. Finally, with regard to Stage 4, more research was encouraged into the details of performanceevaluation, how the company follows up on such evaluation,the details of expenditure control procedures, and the reward system for performance.How well these appeals have been answered withsubsequent survey research is the primary focus of thispaper. In the next section the authors describe the procedures sedulous to assess the authorisation of these appeals madeover twenty years ago.II. Procedures reconciled with the reviews by Scott and Petty (1984)and Mukherjee (1987), the adjacent criteria were used tochoose capital budgeting survey articles for inclusion in this review the surveys had to involve large US firms, they hadto be broad-based (not focused on one particular industry),and they had to be published in mainline academic journalspost-1984. Using these criteria resulted in the selection of the nineteen capital budgeting surveys included in manakin1. The Figure provides, in chronological narrate, the survey year (which in all cases differs from the publication year), authors, research method, usable responses and the earreachsurveyed.Each of these 19 survey articles was then thoroughlyexamined in an effort to identify the stages a nd areaswithin each stage that the survey covered. The results ofthis process are reported in Figure 2 and consistent withMukherjees (1987) chronological ordering in a tabular formindicating areas of investigation within the four stages oftheThese more specific questions are largely paraphrased from Mukherjee (1987) and are not fully exhaustive. The interested reader is, of course, encouraged to read this very thorough article in its entirety. The initial search using Proquest (ABI Inform) specifying capital budgeting surveys in scholarly journals after January 1, 1984, yielded over two hundred results.However, the great bulk were published in the non-mainline journals, including many strictly practitioner (trade journal) outlets and /or were focused on a particular country or industry and then eliminated by the screening criteria. To insure against missing articles due to any limitations ofthe ABl database, the authors checkered the references ofthe surviving articles, and in add ition, conducted a manual search ofthe most cited finance journals tables of contents and the reference sections of the various survey articles free-base.JOURNAL OF APPLIED pay ISSUES 1 & 2, 2009capital budgeting process.It should be noted that the Figures herein were slightly change from Mukherjees original format to better focuson selected issues that were identified specifically as areas of neglect. For example, the category of techniques wasdivided into techniques used and reasons for techniquesused. Similarly, the risk category was divided into riskrecognition, risk assessment, and risk adjustment.III. Findings by StageA quick perusal of Figure 2 reveals an obviousconcentration of checks in Stage 3 (selection) similar tothe previous findings of Mukherjee. Although a carefullook at some of the stage categories individually indicatesthat several neglected areas have been researched over theperiod, there is still an obvious and relative lack of research into Stages 1, 2, and 4. To further assess the effectiveness ofthe research appeals,the analysis and reported results in this section will be ordered by the four stages. Summary comments are provided onlyon those surveys which provide a significant contributionto a previously neglected area of capital budgeting surveyresearch. As a result, the findings of Bierman ( 1993), gigabit and Reichert (1995), Payne, Heath, and Gale (1999), andRyan and Ryan (2002) are not summarized.A. Stage 1 IdentificationSuggested areas of study within this stage include howproject proposals are initiated, whether the proposal process is on-going or on an only-when-needed basis, at what level projects are generated, whether there is a formal process for submitting ideas, how that process works when present, andif there is an incentive system for rewarding full ideas.*Unfortunately, there has never been an in-depth surveyfocused on this stage, leaving no question that it remainsstrongly neglected. The only contribution of a boor natureto this topic is the incidental finding by Stanley and Block (1984). They found that in over 80% of the respondingfirms that capital budgeting proposals originated bottom upIn the 1987 article, note that on Figure 4, the stages are described somewhat differently from the discussion in the paper itself Specifically, in the body of the paper, the four stages are (1) identification, (2) development, (3) selection, and (4) the post-audit. But in the table, the 4 stages are idea generation, proposal development, selection of projects, and control or performance evaluation.As in footnote 3, the following suggested areas of study for all four stages are largely paraphrased from Mukherjee (1987)..81BURNS & WALKER CAPITAL BUDGETING SURVEYS THE FUTURE IS NOWFigure 1. Surveys of Capital Budgeting of rangy US FirmsSurveyedYear(s)Survey Author(s)MethodNumber ofUsableResponses1982Stanley & Block(1984)questionnaire1211986Pruitt & Gitman(1987)questionnaire1211986Pohlman,Santiago, &Markel( 1988)questionnaire2321988Gordon & Myers(1991)19881992199019911992Myers, Gordon, &Hamer(1991)Bierman (1993)Porterba &Summers (1995)Gilbert & Reichert(1995)Trahan & Gitman(1995)Samplechief financial officers of luck 1000multinationalsVP Finance or Treasurer oflargest industrials in Fortuneergocalciferolchief financial officers of Fortune viosterolquestionnaire282questionnaire282questionnaire74Executives and capitalbudgeting directors of large USindustrials except utilities and exaltationLarge public firms from FASBData Bank100 largest of Fortune 500questionnaire160-228CEOs of Fortune 1000questionnaire151Fortune Magazine DirectoryCFOsquestionnaire84CFOs of Fortune 500 + Forbes200Managers of foreignmanufacturing subsidiaries ofUS industrials1992Shao & Shao(1996)questionnaire1881992Burns & Walker(1997)questionnaire180Fortune 5007,27,107 best-sellling texts, 27prestigious CFOs, 10 leadingfinancial advisors1996-97 Bruneretal(1998) telephone survey1992-93Mukherjee &Hingorani(1999)question naire102Fortune 500 CFOs1994Payne, Heath, &Gale (1999)questionnaire clvUSA and Canadian basedcompanies from S&PCompustat databasequestionnaire111CFOs from Fortune 1000questionnaire392CFOs from FEI corporationsinterviews39executives of large companiesquestionnaire205CFOs of Fortune 1000questionnaire40top-ranking officers of Fortune100019971999199919992005Gitman &Vandenberg(2000)whole wheat flour & Harvey(2001)Triantis & Borison(2001)Ryan & Ryan(2002)Block (2007)z II O)(2002) ueAy ? uBAyo(0O)a(0ai2i2ou.ao(0(OO)IO)o3OQareU3D) O6B)UB9 UBLULOdS(8861.) StJeiM(Z86l.)ueaJiOSHn.id(W6l)00ia88UBisL Idea GenerationA. Source of OriginationB. Reasons for Idea OriginationC. carry out of Origination & SubmissionD. Time Pattern of Origination1II. ProposalDevelopmentA. Level at Which screening Takes PlaceB. Screening ProcessC. Cashflow Estimates (and forecasting)D. Responsibility for Budget conceptualisation (personnel)lll. Selection of straysA. Classification of Projects for Economic synopsisB. military group (Department) Responsible for AnalysisC1. Listing Techniques UsedC2. Reasons for Techniques UsedDl. Risk recognitionD2. Risk assessmentD3. Risk adjustmentEl. Capital confine How Extensive?E2. Capital Rationing RationaleE3. Capital Rationing Methods UsedF. Cost of CapitalG. Project ApprovalIV. Control (or Perfonnance Evaluation)A. Extent of Use of Post AuditB. Personnel Involved/ProcedureC. Performance MeasurementD. Use of Evaluation (Punishment/ proceeds/Etc.)1* Surveys in this exhibit appear in chronological order of their publication.82JOURNAL OF APPLIED FINANCE ISSUES 1 & 2, 2009ooooCMo(ooz) iooia6jaquapueA S UBLUIJO(0002)(66609B0 S MIB9H auBd(666 OUBJo6uH S aajaLjni-?-y-7-? -y(1.002) uosuog pue suueui-?y(1.002)SWBH S lUBMBJO7-?-?-?-?-y-?(866l.)Ba.iaunjg-?CO t -y(66l)J8lieM8SUjng(966l)oeLS8OBs-y(9661.) uBUjJio S UBUBJi-y(S66l.)weM0aysjaqi9-y(9661-)sjauiujns s eqjapod-?-ym(661.) ueuuaig-y-y5a.nO(1-661-)jaoiBH S uopjoo sjaA/y-yy-y(1.661.) sja/l8uopjoo-yy-y-y-?-?-yy -y-yto-y00