An Organizational Model of Integrated Budgeting for Short-Run Operations and Long-Run Investments

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Abstract
In managerial finance, the short run usually refers to multiperiod models which involve operating plans and cash flow analysis. Long-run models are for capital investment or capital budgeting. Their essential link is the emphasis on cash flow and budgets. This relation is explored with an integrated model and its decompositions by budgets. The decomposition yields subunit models for the short run and long run which are related to earlier models, but yields insight into the organizational use of budgets for coordination and control. To obtain relative efficiency measures on two alternatives organizational budgeting mechanisms, a simulation was performed and analyzed.

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