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- W2486539404 abstract "The corporate office is typically staffed with seasoned executives, who are more intimate with the company's overall strategic direction and focus, are compensated more with long-term stock incentives, are less biased to any one division, and also are apt to have more business experience and financial acumen. But with Economic Value Added (EVA), the field teams have the incentive to respect that rather than ignore it or try to get around it. EVA is able to provide superior analytical insights into capital budgeting decisions and this chapter reviews this fact. The chapter also demonstrates that the case for using EVA in capital budgeting chiefly rests on how a holistic application of EVA to all aspects of management can change everyone's attitude toward using capital. From an EVA point of view, acquisitions are no different than any other investment decision. It is a question of adding value to the capital, where the capital invested in an acquisition is the purchase price." @default.
- W2486539404 created "2016-08-23" @default.
- W2486539404 creator A5053352293 @default.
- W2486539404 date "2012-01-02" @default.
- W2486539404 modified "2023-09-24" @default.
- W2486539404 title "Put EVA into Capital Decisions and Acquisitions" @default.
- W2486539404 doi "https://doi.org/10.1002/9781119204893.ch10" @default.
- W2486539404 hasPublicationYear "2012" @default.
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