000 03832nam a22005295i 4500
001 978-1-4614-5814-2
003 DE-He213
005 20200420211746.0
007 cr nn 008mamaa
008 121116s2013 xxu| s |||| 0|eng d
020 _a9781461458142
_9978-1-4614-5814-2
024 7 _a10.1007/978-1-4614-5814-2
_2doi
050 4 _aHD28-70
072 7 _aKJMV6
_2bicssc
072 7 _aPDG
_2bicssc
072 7 _aBUS087000
_2bisacsh
082 0 4 _a658.514
_223
100 1 _aSipp, Caroline M.
_eauthor.
245 1 0 _aReal Options and Strategic Technology Venturing
_h[electronic resource] :
_bA New Paradigm in Decision Making /
_cby Caroline M. Sipp, Elias G. Carayannis.
264 1 _aNew York, NY :
_bSpringer New York :
_bImprint: Springer,
_c2013.
300 _aXIII, 124 p. 23 illus., 14 illus. in color.
_bonline resource.
336 _atext
_btxt
_2rdacontent
337 _acomputer
_bc
_2rdamedia
338 _aonline resource
_bcr
_2rdacarrier
347 _atext file
_bPDF
_2rda
490 1 _aSpringerBriefs in Business,
_x2191-5482 ;
_v31
505 0 _aList 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.
520 _aThis 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.
650 0 _aBusiness.
650 0 _aManagement.
650 0 _aIndustrial management.
650 0 _aFinance.
650 0 _aEconomic policy.
650 1 4 _aBusiness and Management.
650 2 4 _aInnovation/Technology Management.
650 2 4 _aR & D/Technology Policy.
650 2 4 _aFinance, general.
700 1 _aCarayannis, Elias G.
_eauthor.
710 2 _aSpringerLink (Online service)
773 0 _tSpringer eBooks
776 0 8 _iPrinted edition:
_z9781461458135
830 0 _aSpringerBriefs in Business,
_x2191-5482 ;
_v31
856 4 0 _uhttp://dx.doi.org/10.1007/978-1-4614-5814-2
912 _aZDB-2-SBE
942 _cEBK
999 _c50979
_d50979