A Practical Approach to Business Investment Decisions by Richard J. Briston, Jack Liversidge (auth.) PDF

By Richard J. Briston, Jack Liversidge (auth.)

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One possible explanation of this might be that firms with older equipment were in such straitened circumstances that they were incapable of acquiring fixed assets. The variable of liquidity stock (current assets less stocks and current liabilities) was used to test this hypothesis. A negative correlation between liquidity stocks and investment would have tended to support The Decision-maker and Corporate Objectives 27 this hypothesis, but the findings in general were positive correlations, and suggest that dependence on old equipment might be an indication among other things of a conservative, caution-dominated management that accumulates liquid assets at the expense of modernisation and expansion.

C4 p. 136). The result of these evaluations may be a dominant choice which is not sensitive to reasonable weighting schemes. More frequently several alternative 'best' choices will emerge depending on the weights, in which event (c) exercise of judgement by management selecting one of the 'best' choices. SUMMARY 1. The concept of rationality in a decision-maker was developed and some of the attributes listed. 2. Empirical evidence as to the objectives of the firm and thence to the criteria for justifying the investment decision was indeterminate; profits, output, sales, market shares, growth in sales, and a manager's utility function each have their adherent.

But for a pharmaceutical manufacturer this period may be extremely long-range. 6. The nature ofthe function. An investment in production capacity may be relatively short-term compared with an investment in technological research. 7. Allocation of responsibility. Although it is often argued that long- and short-range planning should not be separated, there is evidence that companies tend to divide responsibility confining long-range planning to top management and delegating short-range planning to decentralised operations.

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