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HOTELMANAGEMENTCONTRACTSANDDEFICIENCIESINOWNER-OPERATORCAPITALEXPENDITUREGOALCONGRUENCYMichaelTurnerandChrisGuildingTheUniversityofQueensland,AustraliaandGriffithUniversity,AustraliaAbstractAreviewofthefindingsofpriorempiricalresearchconcerninghotelmanagementcontractsbetweenownersandoperatorsisundertaken.Itisnotedthatmanagementcontractshavebecomeincreasinglycommonplaceintheinternationalhotelsectorandthatgrossrevenueandgrossoperatingprofitarethemostextensivelyuseddeterminantsofoperatorincentivefeeremuneration.Thesefindingspresentaplatformforexamininghowrevenueandgrossoperatingprofitaredeficientinpromotingowner-operatorgoalcongruency.Inlightofthis,returnoninvestment(ROI)andresidualincome(RI)areexaminedaspotentialalternativedeterminantsofoperatorreimbursement.WhileitisappearsthatbothROIandRIasdeterminantsofhoteloperatorfeeswouldrepresentanadvanceinpromotingowner-operatorgoalcongruency,arationaleoutlininghowresidualincomeispreferabletoROIisoutlined.Keywords:hotelmanagementcontract,returnoninvestment,residualincome,capitalexpenditureIntroductionCollierandGregory(1995)feelthatcapitalbudgetingresearchisparticularlywarrantedinthehotelsectorduetothesector’sdualroleofpropertyandmanagementandthathotelshaveahighproportionofcapitalintensiveassets.Further,hotelsarevibrantorganisationsthatarecharacterisedbycomplexbuildingsthatarecostlytomaintain(Chan,Leeetal.,2001).Theimportanceoftheseassetsunderscorestheviewthatthemostimportantbudgetinahotelisthecapitalbudget(Condon,Blaneyetal.,1996;Lynch,2002).Guilding(2003;2006)notesheightenedcapitalbudgetingcomplexityinhotelsoperatingwithamanagementcontract,becausethecapitaloutlaydecisionmustcrossanorganisationaldivideinsatisfyingtheinvestmentappraisalcriteriaofbothownerandoperator.Giventhehighnumberofhotelsoperatinginthecontextofanowner-operatormanagementcontractandthegovernancechallengesarisinginthiscontext,Field(1995)expressessurpriseattheminimalamountofacademicresearchdirectedtowardsfurtheringourapp