| Abstract: | Concern over the U.S. federal government's deteriorating infrastracture and large budget deficits has recently resulted in much attention being focused on the subject of federal capital expenditures (investments). At the same time, the Office of Management and Budget has recently taken steps to aggressively pursue a policy of requiring federal government managers to use benefit-cost (B-C) analysis techniques in preparing requests for certain types of capital expenditures. More specifically, OBM now requires the use of benefit-cost analysis techniques for major initiatives concerning the acquisition of information technology systems. In this paper it is argued, and empirically verified, that the federal government's use of B-C analysis technique affects the resource allocation process differently at different organizational levels (i.e. different decision strategies are appropriate at different organizational levels). |
