Nonfinancial firms that use interest rate swaps are compared with nonusers for the years 1991, 1993, and 1995. Swap use grew from 6% of all firms in 1991 to 8% in 1995. Nonfinancial firms use fixed rate payer swaps more often than floating rate payer swaps. Firms that use swaps are significantly larger and have a higher debt to equity ratio relative to nonusers. Fixed rate payers receive a ratings' upgrade significantly more often than floating rate payers and experience a significantly higher percentage increase in net sales in the year of swap initiation relative to floating rate payers and the industry average. Floating rate payers have a significantly higher S&P bond rating relative to the industry average. The test results lend support to the information asymmetry theory of swap usage [Titman, S., 1992. Interest rate swaps and corporate financing choices, Journal of Finance 47, pp. 1503–1516] and lend some support to the asset substitution portion of the agency cost theory of swap usage [Wall, L.D., 1989. Interest rate swaps in an agency theoretic model with uncertain interest rates. Journal of Banking and Finance 13, pp. 261–270].

Current cost income, Dividends, Historical Cost income, Informational content

Leases, Capitalized leases, Disclosures, SEC Rule 3-16

Internal Control, 17th century

Managers are usually responsible for the control of the level of several process variables, such as cost, quality, rate of output, and so on. The levels of these process variables are known as the states of the system, and they may be represented by the values either of a continuous variable or by a discrete variable. It is assumed that these states can be ordered in terms of their desirability. Some processes may move only from a more desirable to a less desirable state while others may shift in either direction. These shifts may occur with or without the intervention of the manager. The control system is a plan formulated by management to indicate when intervention should take place. Three types of control systems are generally possible. The first involves no intervention by the manager until a breakdown of the process occurs. This approach is to be favored when the continued operation of the control system is less costly than the benefits to be derived from intervention. The second type of control system consists of periodic intervention by the manager for purposes of adjusting or otherwise influencing the process. The most compelling reason for this approach lies in its ease of application. The third approach bases the intervention decision on information obtained from the process. This information is typically obtained by sampling. The present paper will concentrate on this third type of control system. Several components are incorporated into any control system. First, the manager must establish the variable or variables to be controlled. He must

T. Ross Archibald, The Return to Straight-Line Depreciation: An Analysis of a Change in Accounting Method, Journal of Accounting Research, Vol. 5, Empirical Research in Accounting: Selected Studies 1967 (1967), pp. 164-180

Book review, Replacement costs, Sale Price, Asset valuation

Auditor training, Syllabus, Scotland