ABSTRACT
The discussion so far has been heavy going, with a lot of literature theory, and numbers. While endeavouring to maintain rigour, we now move into an area which has been much less the subject of research. There are only a few academic papers on strategic management of organisational cash flow, and these make assumptions about reality which are subject to dispute. There is little in the way of empirical work to either support or refute these assumptions and we are left floundering for strong arguments to provide understanding.
