Real options and real strategies

Zarkos, Stefanos, Morgan, Robert E. ORCID: https://orcid.org/0000-0001-8981-3144 and Kouropalatis, Yiannis 2007. Real options and real strategies. Strategic Change 16 (7) , pp. 315-325. 10.1002/jsc.802

Full text not available from this repository.

Abstract

The formulation of strategic plans within the real options framework promotes flexibility and provides an answer to critics of conventional strategic planning who argue that the deterministic and inflexible nature of that process might leave managers ill-prepared to cope with uncertainty. Although the merits of adopting real options as a way of thinking on a theoretical level are well documented, little, if any, guidance is given on how the proposed theoretical framework can actually be put into action by management to produce more flexible strategic plans. This paper attempts to incorporate the real options framework into existing strategic tools that are widely used by managers such as SWOT (Strengths, Weaknesses, Opportunities and Threats) analysis.

Item Type:	Article
Date Type:	Publication
Status:	Published
Schools:	Business (Including Economics)
Subjects:	H Social Sciences > H Social Sciences (General) H Social Sciences > HD Industries. Land use. Labor H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
Publisher:	Wiley Blackwell
ISSN:	1086-1718
Last Modified:	21 Oct 2022 09:49
URI:	https://orca.cardiff.ac.uk/id/eprint/37865

Citation Data

Actions (repository staff only)

Edit Item