Institut für Financial Management

Permanent URI for this collectionhttps://hohpublica.uni-hohenheim.de/handle/123456789/23

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Browsing Institut für Financial Management by Classification "650"

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    The economics of capital allocation in firms: Evidence from internal capital markets
    (2024) Hoang, Daniel; Gatzer, Sebastian; Ruckes, Martin
    We analyze a unique chief financial officer (CFO) survey data set to examine capital allocation in firms. Top management is aware of agency and information problems at the divisional level and organizes the budgeting process to counteract managerial oppor- tunism, employing systems of interconnected measures, including layers of approval, divi- sional budgets, reporting requirements, and compensation schemes. When making funding decisions, top management relies heavily on top-level nonfinancial information, such as the assessment of divisional managers’ abilities. However, substantial parts of the capital bud- get do not require top management approval as firms trade off the benefits and costs of decentralization, thereby deviating from the traditional paradigm of decentralized project initiation but centralized project approval. Even firms with active internal capital markets tilt capital allocation toward relatively even distributions, reflecting the use of capital alloca- tion as a credible communication device. We also find that within-firm agency problems may result in capital rationing, that is, divisions’ restricted access to internal capital. CFOs also believe that integrating multiple businesses into an internal capital market results in tangible financial benefits, predominantly lower costs of capital and higher debt capacities. Thus, our findings also support coinsurance arguments suggesting that internal capital markets may improve access to external financing.
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    The role of risk management orientation and the planning function of budgeting in enhancing organizational resilience and its effect on competitive advantages during times of crises
    (2024) Eichholz, Julia; Hoffmann, Nicole; Schwering, Anja
    Global economic crises can have a significant impact on businesses across different sectors, often leading to difficulties or even insolvency. In such a situation, organizational resilience is often considered a means to ensure the competitive advantage. Although the concept has gained popularity in recent years, empirical research on the determinants and effects of organizational resilience remains scarce. Therefore, we first examine the potential management accounting determinants of organizational resilience. Second, we investigate the effect of organizational resilience on competitive advantage. A cross-sectional survey conducted in January and February 2021 resulted in 127 observations of medium- and large-sized German companies. We find that a risk management orientation and the importance of the planning function of budgeting are positively associated with both the adaptive capability factor and the planning factor of organizational resilience. Furthermore, we find that adaptive capability increases a company’s competitive advantage in both business-as-usual situations and in times of crisis. Our findings inform practitioners about how key management accounting concepts, such as risk management and corporate planning, can increase organizational resilience and, consequently, the positive outcomes of organizational resilience.