//]]>
Normal View MARC View ISBD View

Real Options and Strategic Technology Venturing

by Sipp, Caroline M.
Authors: Carayannis, Elias G.%author. | SpringerLink (Online service) Series: SpringerBriefs in Business, 2191-5482 ; . 31 Physical details: XIII, 124 p. 23 illus., 14 illus. in color. online resource. ISBN: 1461458145 Subject(s): Economics. | Economics/Management Science. | Innovation/Technology Management. | R & D/Technology Policy. | Finance/Investment/Banking.
Tags from this library:
No tags from this library for this title.
Item type Location Call Number Status Date Due
E-Book E-Book AUM Main Library 658.514 (Browse Shelf) Not for loan

List of Figures -- List of Tables -- Chapter I. Conceptual framework -- Chapter II. Literature Review -- Chapter III. Findings -- Chapter IV. Conclusions -- Glossary -- References -- Annex I. Bibliography on Real Options and Strategic Decision Making -- Annex II. List of Survey Questions -- Annex III. List of Interview Topics -- Annex IV. Simulation Design -- Annex V. Survey TD and TB Profiles -- Annex VI. Wilcoxon Rank-Sum (Mann-Whitney) Tests.

This book seeks to answer “why, when and how are real options used in strategic technology venturing?” This work tests for the role of real options in decision making involving three types of firms in decreasing order of technology-dependence – technology-driven (TD) (where the profit is fully dependent on new technology creation and leveraging), technology-based (TB) (where the profit is enabled and supported by technology) and technology-neutral (TN) (where the profit is almost independent of technology). It also deals with strategic and non-strategic types of decisions driven by real options. This analysis shows that an environment presenting co-opetitive (simultaneous competition and collaboration) conditions triggers the use of real options (why), that serve to transform the position, posture and propensity of businesses to innovate and thus they co-evolve (when) into more effective and efficient forms of businesses (co-specialization) (how). The  authors demonstrate that embracing risk and uncertainty can increase levels and probability of new venture formation. However, their simulation also shows that it should be adapted to the risk profile of the firm and that timing is also a factor to be considered.  Although engaging the concepts of real options, this analysis does not focus on a specific investment valuation methodology, but highlights the relationship between knowledge and risk and rather addresses the management of mindsets, as moving towards a systematic conceptualization of real options represents a different paradigm in decision making.

There are no comments for this item.

Log in to your account to post a comment.

Languages: 
English |
العربية