Tham khảo tài liệu 'controlling strategy management and performance measurement_10', kinh doanh - tiếp thị, quản trị kinh doanh phục vụ nhu cầu học tập, nghiên cứu và làm việc hiệu quả | CAPITAL BUDGETING COORDINATION AND STRATEGY 177 study of how a major firm in the microprocessor industry coordinates and appraises investments in systems of complementary assets it has sought to help remedy the deficit in firm-level studies of such issues. We have examined whether managers at Intel systematically coordinate investments in a manner consistent with the theory of complementarities. We have considered the coordination processes and practices that allow integration across sub-units within the firm and across stages in the design manufacturing and marketing processes. We have also shown that capital budgeting and coordination processes can extend beyond the firm in the modern economy. Capital budgeting we argue needs to be extended to include a much broader set of processes and issues than has been the case to date. Rather than view this extension as a matter of simply refining valuation methods the capital budgeting literature needs to accord a central place to the roles of intra- and interorganizational coordination processes in linking the evaluation and management of investment proposals with corporate strategies. The links between investment appraisal and strategy we argue need to be taken more seriously by researchers and their implications for intra- and interorganizational coordination mechanisms considered more extensively. We have examined a coordination mechanism that has been neglected in the investment appraisal literature in accounting. We have described the overall complementarity structure within which Intel operates both intra- and interfirm and demonstrated the costs of failing to coordinate successfully the sets of complementary assets. The role of technology roadmaps in coordinating both investments and expectations has been documented for the sub-units of Intel and for the relations among Intel and its suppliers complementors and OEM customers. The links between roadmaps as coordination mechanisms and traditional capital budgeting .
