Capital budgeting is a key issue in corporate finance. Over several decades, major theoretical developments in capital budgeting have been incorporated into corporate practice. It is over four decades since one of the key developments, Sharpe’s (1964) publication of the Capital Asset Pricing Model (CAPM). American evidence suggests that the adoption of the CAPM in the practice of capital budgeting has been widespread (Graham & Harvey 2001). However, there is little Australian evidence on this issue. While the CAPM was being increasingly adopted in practice, at least in the US, it has also come under academic attack (Fama & French 1992). At the same time, new approaches to asset pricing and capital budgeting have been developed. Developments in real options, for example, have reached the textbook level (Copeland & Antikarov 2001), but relatively little is known about the impact of these developments on capital budgeting practice.