Capital budgeting implications arising from locus of hotel owner/operator power

Abstract

The findings of a study concerned with the locus of power between hotel owners and operators in Australia and New Zealand with hotels operated via a management contract are reported. Hypotheses are developed and tested in relation to the potential of locus of power to be associated with capital budgeting procedures. Using questionnaire survey data, support has been provided for the view that greater owner power is associated with: greater owner involvement in the capital budgeting process; greater emphasis on financial analytical tools in capital budgeting; and operators experiencing greater difficulty in securing a release of funds from the furniture, fixture and equipment reserve.