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pital budgeting techniques
The corporate use of capital budgeting techniques has
been examined extensively (e.g. Alkaraan and Northcott,
2006; Arnold and Hatzopoulos, 2000; Carr and Tomkins,
1996, 1998; Farragher et al., 1999; Graham and Harvey,
2 The terms in italics will be explained in more detail when we build
our framework in Section 3.3.
3 The term approach refers to broader attitudes and orientations, and
encompasses tendencies to emphasise strategic versus financial considerations
in the evaluation.
2001; Haka, 1987; King, 1975; Klammer and Walker, 1984;
Klammer et al., 1991; Pike, 1983, 1988, 1996; Sandahl
and Sjögren, 2003; Sangster, 1993; see Haka, 2007 for a
review). Most research, in the field, has focused on the
use of capital budgeting techniques in particular country
contexts, addressing the use of techniques inter alia in
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