Advances in information technology should be viewed by management not only as inherently desirable in themselves, but also as sources of potentially valuable improvements in planning, operations, control and performance evaluation. Hence, it is appropriate that all such proposals should be evaluated in terms of their expected yields of faster, more complete, more accurate and more effectively integrated information flows. In addition, however, primary emphasis should also be given to the magnitude of resulting contributions to the competitiveness, profitability and growth of the firm relative to the time, investments and costs involved.
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B. Gold, ‘Revising accounting justifications for major new technologies’ in M. Massoud (ed.), Economics of Accounting, American Accounting Association, 1986.
Thus wage cost/output = wage cost/man-hours/output/man-hours
B. Gold, ‘Analyzing the effects of computer-aided manufacturing systems on productivity and costs’ in A. Dogramaci and N.R. Adam (eds), Managerial Issues in Productivity Analysis, Kluwer-Nijhoff, Boston, 1985; and idem., Improving Managerial Evaluations of Computer-Aided Manufacturing, National Academy of Science Press, Washington DC, 1981.
PROFIT/TOTAL INVEST = (PRODUCT VALUE/OUTPUT-TOTAL COST/OUTPUT) × OUTPUT/CAPACITY × CAPACITY/FIXED INVESTMENT × FIXED INVESTMENT/TOTAL INVESTMENT
B Gold, ‘Strengthening the foundations of investment strategy and capital budgeting’ in M Kaufman (ed.), Handbook of Capital Budgeting, Dow-Irwin, New York 1985, idem., ‘The shaky foundations of capital budgeting’, California Management Review, 19, 2, 1916, pp. 51–60; and T.K. Mukherjee and G.V. Henderson, ‘The capital budgeting process: theory and practice’, Interfaces, 17, 2, 1987, pp. 78–90.
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