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Journal articles on the topic 'Capital equipment'

Author: Grafiati

Published: 4 June 2021

Last updated: 19 February 2022

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1

Herdtner, Scott, Michael G. Sampson, and Michael Schwebler. "Capital Budgeting: Managing Equipment Acquisition." Journal for Vascular Ultrasound 28, no. 3 (September 2004): 153–57. http://dx.doi.org/10.1177/154431670402800313.

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2

Temple, Jonathan, and Hans-Joachim Voth. "Human capital, equipment investment, and industrialization." European Economic Review 42, no. 7 (July 1998): 1343–62. http://dx.doi.org/10.1016/s0014-2921(97)00082-2.

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3

Leichter, S. B. "Capital Equipment Investments in Diabetes Care." Clinical Diabetes 22, no. 1 (January 1, 2004): 5–7. http://dx.doi.org/10.2337/diaclin.22.1.5.

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4

Tannous, George F. "Capital Budgeting for Volume Flexible Equipment." Decision Sciences 27, no. 2 (June 1996): 157–84. http://dx.doi.org/10.1111/j.1540-5915.1996.tb01714.x.

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5

Clapp, Doug, Scott Shuler, Michael D. Nobe, Michael DeMiranda, and Mary Ellen C. Nobe. "Capital Equipment Acquisition in Heavy Construction." International Journal of Construction Education and Research 3, no. 3 (December 11, 2007): 159–78. http://dx.doi.org/10.1080/15578770701715003.

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6

Mardin, Farid, and Takeshi Arai. "Capital Equipment Replacement Under Technological Change." Engineering Economist 57, no. 2 (April 2012): 119–29. http://dx.doi.org/10.1080/0013791x.2012.677112.

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7

van Hilten, Onno. "The optimal lifetime of capital equipment." Journal of Economic Theory 55, no. 2 (December 1991): 449–54. http://dx.doi.org/10.1016/0022-0531(91)90051-5.

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8

Ortigueira, Salvador. "Equipment prices, human capital and economic growth." Journal of Economic Dynamics and Control 28, no. 2 (November 2003): 307–29. http://dx.doi.org/10.1016/s0165-1889(02)00166-5.

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9

ARONSOHN, TOBEY B., and NANCY DEAL. "Navigating the Maze of Capital Equipment Acquisition." Nursing Management (Springhouse) 23, no. 11 (November 1992): 46–48. http://dx.doi.org/10.1097/00006247-199211000-00009.

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10

Adkins, Roger, and Dean Paxson. "Stochastic Equipment Capital Budgeting with Technological Progress." European Financial Management 20, no. 5 (January 28, 2013): 1031–49. http://dx.doi.org/10.1111/eufm.12000.

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11

Earnest, David L. "Capital equipment justification: A spreadsheet application template." Computers & Industrial Engineering 13, no. 1-4 (January 1987): 341–45. http://dx.doi.org/10.1016/0360-8352(87)90111-2.

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12

Best, Roger J., and Lynn R. Kahle. "Managing a capital equipment business's market share." Industrial Marketing Management 14, no. 3 (August 1985): 159–64. http://dx.doi.org/10.1016/0019-8501(85)90034-3.

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13

Junga, P., T. Vítěz, P. Mach, and P. Trávníček. "Analysis of the model application of mechanical equipment for hydrothermal treatment." Research in Agricultural Engineering 59, No. 2 (May 31, 2013): 68–73. http://dx.doi.org/10.17221/3/2012-rae.

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Two model applications of mechanical equipment for hydrothermal treatment were analysed. Alternative 1 consisted of a treatment output of 2,000 Mg of processed material, the annual compost production of 1,000 Mg, total capital expenditure of 15,838,000 CZK, unit capital expenditure of 7,919 CZK per 1 Mg of processed material and annual operating expenses of 1,300,000 CZK. The net present value (NPV) is 1,482,800 CZK, the internal rate or return (IRR) totals 7.6% and the discounted payback time (T<sub>sd</sub>) is 16.9 years. Alternative 2 employing the mechanical equipment proved a potential increase in the treatment output to 2,600 Mg, and an increase in the compost production to 1,300 Mg thanks to the shortened intensification of composting. At the same time, the total capital expenditure rose to 18,997,000 CZK, the operating expenses rose to 2,080,000 CZK. The unit capital expenditure of alternative 2 amounts to 7,306 CZK per 1 Mg of the treatment output. The NPV totals 6,984,200 CZK, IRR is at 10.7% and T<sub>sd</sub> totals 11.8 years.  

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14

Gresch, Alan. "Components of a Comprehensive Capital Equipment Planning Program." Biomedical Instrumentation & Technology 44, no. 3 (May 1, 2010): 204–6. http://dx.doi.org/10.2345/0899-8205-44.3.204.

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15

Apeland, S., and P. A. Scarf. "A fully subjective approach to capital equipment replacement." Journal of the Operational Research Society 54, no. 4 (April 2003): 371–78. http://dx.doi.org/10.1057/palgrave.jors.2601505.

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16

Perry, James H. "A Conceptual Framework for Evaluating Capital Equipment Purchases." Journal of Purchasing and Materials Management 23, no. 4 (December 1987): 32–38. http://dx.doi.org/10.1111/j.1745-493x.1987.tb00195.x.

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17

MUTREJA, PIYUSHA. "EQUIPMENT AND STRUCTURES CAPITAL: ACCOUNTING FOR INCOME DIFFERENCES." Economic Inquiry 52, no. 2 (February 25, 2014): 713–31. http://dx.doi.org/10.1111/ecin.12062.

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18

Oberwetter, Robert. "Revenue management for the capital equipment service industry." Journal of Revenue and Pricing Management 1, no. 2 (July 2002): 183–88. http://dx.doi.org/10.1057/palgrave.rpm.5170020.

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19

Setyo Utomo, Rudy, and Ivan Sujana. "IDENTIFICATION OF PROBLEMS IN THE INDUSTRIAL MACHINERY AND EQUIPMENT UTILIZATION OF COCOA IN KUB LINTAS SEKAYAM SANGGAU REGENCY." JURNAL BORNEO AKCAYA 3, no. 1 (June 30, 2016): 61–78. http://dx.doi.org/10.51266/borneoakcaya.v3i1.57.

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Equipment and machinery cocoa processing in KUB Lintas Sekayam not utilized properly. This study aimed to identify the factors that cause not usefulness the machinery and equipment in KUB Lintas Sekayam at Sanggau Regency in the process of cocoa processing production. Availability of raw materials, capital, labor, cocoa market, trade and management of KUB Lintas Sekayam also identified. The results showed that were 34 machines and equipments already exist in KUB Lintas Sekayam. Between them, that can serve as many as 19 machines and equipment. Among the machines and equipment that function is generally not meet the standards of processing to produce good product quality and capacity is very small, while for their operation need large energy so inefficiently. Other factors that cause machinery and equipment cocoa processing were not operated are the quality of raw materials was low, the quality of the powder and cocoa butter are produced not get the quality standard products as per SNI or health, production management is not running, there is no involvement of skilled personnel and experts in the industry and marketing, product and product quality is still not market-oriented and there is no involvement of capital providers

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20

Smith, A. D. "A Current Cost Accounting Measure of Britain's Stock of Equipment." National Institute Economic Review 120 (May 1987): 42–57. http://dx.doi.org/10.1177/002795018712000104.

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Reliable measures of the gross replacement cost of fixed assets are needed for a variety of reasons. It is generally accepted that this is the valuation concept which is most appropriate for assessing the output capacity of capital and for analysing developments over time in output, labour force and capital stock relationships. The gross replacement cost of fixed assets is also the benchmark for deriving measures of net capital stock which, taken in conjunction with other capital elements and profit data, yield rates of return to capital. Furthermore it is the concept which constitutes the fundamental ingredient in the quantification of the depreciation allowances that are used in national accounts.

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21

Lian, Weicheng, Natalija Novta, Evgenia Pugacheva, Yannick Timmer, and Petia Topalova. "The Price of Capital Goods." IMF Working Papers 19, no. 134 (June 28, 2019): 1. http://dx.doi.org/10.5089/9781498317429.001.

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Over the past three decades, the price of machinery and equipment fell dramatically relative to other prices in advanced and emerging market and developing economies. Using cross-country and sectoral data, we show that the decline in the relative price of tangible tradable capital goods provided a significant impetus to the capital deepening that took place during the same time period. The broad-based decline in the relative price of machinery and equipment, in turn, was driven by the faster productivity growth in the capital goods producing sectors relative to the rest of the economy, and deeper trade integration, which induced domestic producers to lower prices and increase their efficiency. Our findings suggest an additional channel through which rising trade tensions and sluggish productivity could threaten real investment growth going forward.

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22

CARSLAW, R. McG. "OBSOLESCENCE IN FARM EQUIPMENT. THE NEED FOR NEW CAPITAL." Journal of proceedings of the Agricultural Economics Society 7, no. 3 (November 5, 2008): 236–49. http://dx.doi.org/10.1111/j.1477-9552.1947.tb02185.x.

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23

JONES, P. C., W. J. HOPP, and J. L. ZYDIAK. "Capital Asset Valuation and Depreciation for Stochastically Deteriorating Equipment." Engineering Economist 38, no. 1 (January 1992): 19–30. http://dx.doi.org/10.1080/00137919208903084.

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24

Fawkes, S. D. "Potential for energy-conserving capital equipment in UK industries." Applied Energy 23, no. 3 (January 1986): 225–31. http://dx.doi.org/10.1016/0306-2619(86)90056-5.

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25

David, Yadin, and Ernest Gus Jahnke. "Planning Medical Technology Management in a Hospital." Global Clinical Engineering Journal, no. 1 (March 25, 2018): 23–32. http://dx.doi.org/10.31354/globalce.v0i1.23.

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Appropriate deployment of technological innovation contributes to improvement in the quality of health care delivered, the containment of cost, and access to health care services. Hospitals have been allocating a significant portion of their resources to procuring and managing capital assets; they are continuously faced with demands for newer medical technology and are challenged to interoperate and manage legacy and newer generation of inventory simultaneously. To objectively manage this investment over it life cycle, hospitals are adopting medical technology management programs that need pertinent information and planning methodology for integrating new equipment into existing operations as well as for optimizing costs of ownership of all equipment. Clinical engineers can identify technological solutions based on the matching of new medical equipment with the hospital’s objectives. They can review their institution’s overall technological position, determine strengths and weaknesses, develop equipment-selection criteria, supervise installations, train users and monitor post procurement performance to assure meeting of goals. This program, together with cost accounting analysis, will objectively guide the capital assets decision-making process. Cost accounting analysis is a multivariate function that includes determining the amount, based upon a strategic plan and financial resources, of funding to be allocated periodically for medical equipment acquisition and replacement. Often this function works closely with clinical engineering to establish equipment’s useful lifespan, prioritization of acquisition, upgrade, and replacement of inventory within budget confines and without conducting time-consuming, individual financial capital project evaluations. The clinical engineer’s skills and expertise are needed to facilitate the adoption of an objective methodology for implementing the program, thus improving the match between the hospital’s needs and budget projections, equipment performance and cost of ownership. Systematic planning and execution will result in a program that assures appropriate inventory level at the lowest life-cycle costs at optimal performance.

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26

Fried, Stephie. "STUCK IN A CORNER? CLIMATE POLICY IN DEVELOPING COUNTRIES." Macroeconomic Dynamics 22, no. 6 (November 21, 2017): 1535–54. http://dx.doi.org/10.1017/s1365100516000808.

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Much of the capital equipment used in developing countries is created in the OECD and, thus, is designed to make optimal use of the relative supplies of capital, labor, and energy in these developed countries. However, differences in capital–labor ratios between developed and developing countries create a mismatch between the energy requirements of this capital and developing countries' optimal levels of energy intensity. Using a calibrated macroeconomic model, this paper analyzes the implications of this mismatch for climate policy. I find that using capital equipment with “inappropriate” energy intensity has sizeable consequences for both the effectiveness and the welfare cost of climate policies in developing countries.

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27

Khan, Muztoba A., Shaun West, and Thorsten Wuest. "Midlife upgrade of capital equipment: A servitization-enabled, value-adding alternative to traditional equipment replacement strategies." CIRP Journal of Manufacturing Science and Technology 29 (May 2020): 232–44. http://dx.doi.org/10.1016/j.cirpj.2019.09.001.

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28

Jones, R. Brian. "Contracting and Project Management of Complex Equipment." Journal of Ship Production 19, no. 04 (November 1, 2003): 255–60. http://dx.doi.org/10.5957/jsp.2003.19.4.255.

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As the sole builder of nuclear aircraft carriers for the U.S. Navy, Northrop Grumman Newport News relies heavily on the 900-metric-ton Goliath gantry crane to assembly the 162 critical "super lifts" that compose a completed carrier structure. Prior to 1999, it was apparent that the 25-year-old crane needed a major overhaul. When the project was funded in 1999, Newport News assembled a team composed of engineering, maintenance, and operations to perform detailed design, develop the specification, manage the bidding process, and manage the project. Capital constraints on the project required the team to collaborate with suppliers to move portions of the project scope back to Newport News, reducing risk for the suppliers and reducing capital costs for Newport News. This team/collaboration approach proved successful as the project was completed on schedule and within budget.

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29

Dahlstrom, Robert, and Brett A. Boyle. "Behavioral Antecedents To Intrinsic Motivation In Capital Equipment Exchange Relationships." Journal of Applied Business Research (JABR) 10, no. 2 (September 23, 2011): 51. http://dx.doi.org/10.19030/jabr.v10i2.5938.

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<span>This study utilizes cognitive evaluation theory to assess interorganizational relationships. Sales personnels influence strategies and opportunistic behaviors are cast as antecedent to purchasers intrinsic motivation for the exchange. Influence strategies are classified based upon whether sanctions (medicated influence) or information (non-mediated influence) are employed to gain compliance. Ninety-four mainframe computer users reported on their working relationships with multiple marketing personnel. The results suggest that non-mediated influence raises intrinsic motivation while mediated influence and opportunism have a negative impact upon motivation.</span>

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30

Dulleck, Uwe, and Neil Foster. "Imported Equipment, Human Capital and Economic Growth in Developing Countries." Economic Analysis and Policy 38, no. 2 (September 2008): 233–50. http://dx.doi.org/10.1016/s0313-5926(08)50019-1.

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31

Parikh, J. K. "Capital Goods for Energy Development: Power Equipment for Developing Countries." Annual Review of Energy 11, no. 1 (November 1986): 417–50. http://dx.doi.org/10.1146/annurev.eg.11.110186.002221.

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32

Maucher, Daniel, and Erik Hofmann. "Savings measurement for capital equipment purchasing: challenges and conceptual model." International Journal of Productivity and Performance Management 62, no. 5 (July 22, 2013): 490–513. http://dx.doi.org/10.1108/ijppm-10-2012-0115.

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33

Yatsenko, Yuri, and Natali Hritonenko. "Optimization of the lifetime of capital equipment using integral models." Journal of Industrial & Management Optimization 1, no. 4 (2005): 415–32. http://dx.doi.org/10.3934/jimo.2005.1.415.

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34

Lynch, Patrick K. "Do Group Purchasing Organizations Really Save Money on Capital Equipment?" Biomedical Instrumentation & Technology 51, no. 2 (March 1, 2017): 170–71. http://dx.doi.org/10.2345/0899-8205-51.2.170.

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35

Gemmill, Douglas, and Susan D. Jensen. "Forecasting capital funding necessary to meet hospital equipment replacement requirements." Computers & Industrial Engineering 14, no. 3 (January 1988): 297–306. http://dx.doi.org/10.1016/0360-8352(88)90007-1.

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36

Sinha, Vinod T. "Estimating capital costs from an equipment list: A case study." Engineering Costs and Production Economics 14, no. 4 (December 1988): 259–66. http://dx.doi.org/10.1016/0167-188x(88)90030-4.

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37

Gupta, Vaibhav, and Sachin C. Sarode. "Assessment of Equipment Utilization and Maintenance Schedule at a Dental Institution in Bengaluru, India." World Journal of Dentistry 8, no. 2 (2017): 104–8. http://dx.doi.org/10.5005/jp-journals-10015-1421.

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ABSTRACT Introduction Quality of diagnostic and treatment care provided to patients largely depends on the availability of sophisticated medical equipment. Regular equipment maintenance helps in providing quality care and maintaining utilization coefficient (UC) of the medical equipment. Equipment utilization is the evaluation of medical equipment necessity, appropriateness, and efficiency of the use in diagnosing and treating a patient. If equipment shows UC of more than 50%, it is said to be a good investment. Objective To assess UC of dental institution equipment along with their maintenance schedule to increase operational efficiency. Materials and methods An observational study was conducted at a 250 chaired dental institution in Bengaluru in 2015 to calculate the use coefficient of medical equipment. Maintenance schedule was also recorded for all the equipment. Necessary permissions were obtained before starting the study. Results Around 50% of these medical equipments were underutilized. Only four equipments had preventive maintenance schedule under which services usually provided every 4 months. Most of the equipment did not have any maintenance contract. Conclusion It should be an earnest endeavor of the management and users to optimize the equipment utilization to obtain maximum return on capital invested. In an era of cost-intensive medical care, every equipment being installed in health care institutions need to be fully and properly utilized. Clinical Significance Findings of this study will enable the administrators to ensure that the equipment is in proper working condition to provide optimal patient care. How to cite this article Gupta V, Gupta N, Sarode GS, Sarode SC, Patil S. Assessment of Equipment Utilization and Maintenance Schedule at a Dental Institution in Bengaluru, India. World J Dent 2017;8(2):104-108.

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38

Sayadi, Ahmad Reza, Ali Lashgari, Mohammad Majid Fouladgar, and Miroslaw J. Skibniewski. "ESTIMATING CAPITAL AND OPERATIONAL COSTS OF BACKHOE SHOVELS." Journal of Civil Engineering and Management 18, no. 3 (June 29, 2012): 378–85. http://dx.doi.org/10.3846/13923730.2012.692705.

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Material loading is one of the most critical operations in earthmoving projects. A number of different equipment is available for loading operations. Project managers should consider different technical and economic issues at the feasibility study stage and try to select the optimum type and size of equipment fleet, regarding the production needs and project specifications. The backhoe shovel is very popular for digging, loading and flattening tasks. Adequate cost estimation is one of the most critical tasks in feasibility studies of equipment fleet selection. This paper presents two different cost models for the preliminary and detailed feasibility study stages. These models estimate the capital and operating cost of backhoe shovels using uni-variable exponential regression (UVER) as well as multi-variable linear regression (MVLR), based on principal component analysis. The UVER cost model is suitable for quick cost estimation at the early stages of project evaluation, while the MVLR cost function, which is more detailed, can be useful for the feasibility study stage. Independent variables of MVLR include bucket size, digging depth, dump height, weight and power. Model evaluations show that these functions could be a credible tool for cost estimations in prefeasibility and feasibility studies of mining and construction projects.

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39

Rosian-Schikuta, Ingrid, Julia Bobek, Anja Laschkolnig, Herwig Ostermann, Stephan Mildschuh, Daniela Pertl, Heidi Stürzlinger, Johannes Zsifkovits, and Martin Zuba. "OP01 Cross Border Cooperation On High-Cost-Capital Investments In Health." International Journal of Technology Assessment in Health Care 33, S1 (2017): 1. http://dx.doi.org/10.1017/s026646231700112x.

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INTRODUCTION:The medical equipment sector is characterized by a large share of overall health budgets spent for the provision of capital investment goods such as medical scanners and radiotherapy units. A high variability in provision and utilization rates of medical equipment can be observed too. The objective for this study was to contribute to effective cross-border cooperation between European Union (EU)-Member States by pooling resources for high-cost medical equipment investments (1).METHODS:Potential cost-intensive and highly specialised medical equipment, where cross-border investment resource pooling may be recommended, were identified by a combined evidence search and expert consultation. An efficiency assessment of medical equipment potential savings for EU-countries was done by a benchmark-approach and a best-practice-approach. Furthermore six examples for cross-border cooperation were investigated and two surveys have been conducted.RESULTS:The following medical equipment can be considered as cost-intensive and highly specialized across EU-Member States: Magnetic Resonance Imaging (MRI) scanners, Computed Tomography (CT) scanners, Stereotactic systems and Surgical robots.The efficiency assessment using the benchmark approach was performed for MRI, CT scanners, Positron Emission Tomography (PET) scanners, Angiography units, Gamma cameras and Lithotriptors. The results of the best-practice approach showed potential cost savings due to under-or overutilization per device group and EU-Member State. However, as this analysis offers a view on health systems on a very macro level it was not possible to give detailed insights at the country-level.The six selected cross-border examples demonstrated a wide variety of options regarding the structure, extent and organization of cross-border cooperation: Five of six cross-border examples were cooperation close to the border, in four of six examples EU funds played an important role.CONCLUSIONS:The study highlighted that cross-border cooperation in the field of cost-intensive/highly specialized medical equipment could bring economic advantages for many EU-Member States. Despite this, still only little is done by EU-Member States in terms of cooperation. Reasons are diverse and can be ascribed to lacking information, differences of national health systems, organizational and administrative hurdles, and lacking political support.

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40

Laumas, Prem S., and Martin Williams. "The Demand for Heterogeneous Capital and Labour Inputs in a Developing Economy." Pakistan Development Review 25, no. 2 (June 1, 1986): 127–40. http://dx.doi.org/10.30541/v25i2pp.127-140.

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By using translog cost function this paper examines the structure of production of India's manufacturing sector when heterogeneous labour and capital are employed. It concludes that (a) machinery, equipment and structures are substitutable for different types of labour; (b) non-production workers work more intensively with machines and equipment than production workers in most of the manufacturing industries; (c) non-production workers are substitutable for production workers; and (d) non-production and production workers must be treated as separate labour inputs in production, and machinery and equipment and structures should be treated as separate capital inputs.

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41

Pereira, Sergio Luiz, Guilherme F. Fa Sortino, Eduardo Mário Dias, and Maria Lídia Rebello Pinho Dias. "Methodology for Enhancement of Energy Efficiency in Hydraulic Equipment." MATEC Web of Conferences 214 (2018): 04002. http://dx.doi.org/10.1051/matecconf/201821404002.

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The cost of energy has increased greatly in the last decades, even with technological impact attenuators, which brings a concern with the increase of production effectiveness and better use of energy by machines and advanced equipment in industrial plants. This article proposes a methodology that allows a more rational use of energy in the production environment, applying Automation Technology, which represents a more affordable approach in relation to the high capital demanding complete machine replacement by the latest highest efficiency version available. The methodology thus contribute to reducing capital consumption, reducing costs, impacting both in the productive and financial performance of the organizations, with the overall result meaning less damage to the environment, providing sustainable gains.

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42

Deeble, John. "Capital investment in public hospitals." Australian Health Review 25, no. 5 (2002): 45. http://dx.doi.org/10.1071/ah020045.

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Capital investment is a major concern for public hospitals.Relative to operating expenditures,it has been almost constant for 40 years,despite great changes in technology and patient throughputs.Research studies during the last decade suggest that over that time almost all investment has been on simply replacing existing assets.Per person,the total capital stock has actually declined. However most replacement outlays are predictable.Although major building outlays may still need some central supervision, equipment replacement can be projected with enough confidence to fund it through operating grants.Using data from several surveys,some capital-weighted DRGs have been developed and a funding system suggested.

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43

Scarf, P. A., and O. Bouamra. "A capital equipment replacement model for a fleet with variable size." Journal of Quality in Maintenance Engineering 5, no. 1 (March 1999): 40–49. http://dx.doi.org/10.1108/13552519910257050.

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44

Sherwood, Bert J. "Human resources vs. capital equipment: Are you soft on soft values?" Metal Finishing 105, no. 3 (March 2007): 72–73. http://dx.doi.org/10.1016/s0026-0576(07)80620-9.

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45

Baxendale, Sidney J., and Alan S. Levitan. "The Postaudit Review of Equipment Replacement Decisions in Capital Intensive Companies." Journal of Cost Analysis 5, no. 1 (July 1987): 7–15. http://dx.doi.org/10.1080/08823871.1987.10462360.

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46

McConnell, Charles R. "The Manager and Equipment Decisions: Is That in the Capital Budget?" Health Care Manager 19, no. 4 (June 2001): 59–71. http://dx.doi.org/10.1097/00126450-200119040-00009.

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47

Whelan, Karl. "Tax Incentives, Material Inputs, and the Supply Curve for Capital Equipment." Finance and Economics Discussion Series 1999, no. 21 (1999): 1–30. http://dx.doi.org/10.17016/feds.1999.21.

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48

Wang, Xiaodan, and William P. Wan. ""Human Capital, Ownership, and Performance: Evidence from China’s Transportation Equipment Industry"." Academy of Management Proceedings 2014, no. 1 (January 2014): 15183. http://dx.doi.org/10.5465/ambpp.2014.15183abstract.

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49

Talluri, Srinivas. "Single price system model for optimal decisions in capital equipment purchasing." International Journal of Production Research 40, no. 4 (January 2002): 1003–16. http://dx.doi.org/10.1080/00207540110094764.

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50

Woodside, Arch G., Timo Liukko, and Risto Vuori. "Organizational buying of capital equipment involving persons across several authority levels." Journal of Business & Industrial Marketing 14, no. 1 (March 1999): 30–48. http://dx.doi.org/10.1108/08858629910254085.

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