Il presente articolo si propone di indagare il ruolo della valutazione degli investimenti nei processi decisionali delle aziende pubbliche. Nell’analisi si sostiene che la valutazione degli investimenti pubblici può svolgere un ruolo di grande importanza sia a sostegno del controllo strategico sia in sede di controllo di gestione. Si pensi, ad esempio, alle valutazioni ex-ante, oltre a quelle in itinere ed ex-post. Per ottenere questo risultato occorre che la valutazione degli investimenti pubblici non sia confinata ad una dimensione puramente tecnica (in particolare, per quanto concerne le metodologie di valutazione) ma diventi parte di un più ampio sistema di controllo manageriale e sia collegata ed interagisca con la fase della fissazione degli obiettivi e con la verifica dei risultati raggiunti.
This article aims to investigate the role played by investment evaluation in decision-making processes in public sector organizations. This article argues that investment evaluation can play an important role in both strategic and management control. For instance, evaluation can play a role both before and after the investment decision is made, as well as in monitoring investment implementation. In order to achieve this effect, investment evaluation needs not be confi ned as a mere technical task (in particular, as a matter of applying correct evaluation methods), but it ought to be a component part of the broader managerial control system, and it should be linked to objectives-setting and assessment of results achieved.
This article aims to investigate the role played by investment evaluation in decision-making processes in public sector organizations. This article argues that investment evaluation can play an important role in both strategic and management control. For instance, evaluation can play a role both before and after the investment decision is made, as well as in monitoring investment implementation. In order to achieve this effect, investment evaluation needs not be confi ned as a mere technical task (in particular, as a matter of applying correct evaluation methods), but it ought to be a component part of the broader managerial control system, and it should be linked to objectives-setting and assessment of results achieved.
