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150519s2013 it | s |||| 0|eng d |
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|a 9788847028500
|9 978-88-470-2850-0
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|a 10.1007/978-88-470-2850-0
|2 doi
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|a HD28-70
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|a KJC
|2 bicssc
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|a BUS041000
|2 bisacsh
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|a 658.4092
|2 23
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|a Baldi, Francesco.
|e author.
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|a Options in Alliances
|b Valuing Flexibility in Inter-Firm Collaborations /
|c by Francesco Baldi.
|h [electronic resource] :
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| 264 |
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|a Milano :
|b Springer Milan :
|b Imprint: Springer,
|c 2013.
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| 300 |
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|a VI, 79 p. 7 illus.
|b online resource.
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| 336 |
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|a text
|b txt
|2 rdacontent
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|a computer
|b c
|2 rdamedia
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|a online resource
|b cr
|2 rdacarrier
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| 347 |
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|a text file
|b PDF
|2 rda
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| 490 |
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|a SpringerBriefs in Business,
|x 2191-5482
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| 505 |
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|a Part I A Real Options-Based Analysis of Synergies Created via Strategic Alliances -- 1. Introduction -- 2. Managing Strategic Alliances in Good and Bad Times -- 3. Classifying Synergistic Growth Options Embedded in Strategic Alliances -- 4. A Real Options-Based Conceptual Framework for Alliance-Making -- 5. A Portfolio Approach to Actively Managing Alliances: the SGO Matrix -- 6. Conclusions -- Part II Ớ<U+001c> Case Studies -- 7. Assessing Strategic Alliances in Bad Times: the Case of General Motors - Fiat -- 8. Bidding for a Strategic Alliance in Good Times: the Case of Chevron - Petroleos de Venezuela S.A.
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|a The real options-based conceptual framework for alliance-making presented here responds to the challenge of developing a new metrics for managing strategic partnerships in the face of uncertainty. Such a framework involves: mapping (and selecting one of) the various staged paths envisioned for the start-up and development of the alliance in terms of strategic options exercisable over the lifetime of the cooperative venture; assessing the incremental, synergistic value of those options (if exercised on the net, tangible and intangible, assets of the venture); anticipating the potential impact of risks on the success/failure of the venture and associated synergistic value erosion; defining the optimal option map for implementing the strategic alliance via potential, successive adjustments to the initial strategy (information loop is closed).
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| 650 |
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|a Business.
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|a Leadership.
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| 650 |
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|a Finance.
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|a Business and Management.
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| 650 |
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|a Business Strategy/Leadership.
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| 650 |
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|a Finance, general.
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| 710 |
2 |
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|a SpringerLink (Online service)
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| 773 |
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|t Springer eBooks
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| 776 |
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8 |
|i Printed edition:
|z 9788847028494
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| 830 |
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|a SpringerBriefs in Business,
|x 2191-5482
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| 856 |
4 |
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|u https://ezaccess.library.uitm.edu.my/login?url=http://dx.doi.org/10.1007/978-88-470-2850-0
|z View fulltext via EzAccess
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| 912 |
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|a ZDB-2-SBE
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| 950 |
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|a Business and Economics (Springer-11643)
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