Options in alliances : valuing flexibility in inter-firm collaborations
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Bibliographic Information
Options in alliances : valuing flexibility in inter-firm collaborations
（SpringerBriefs in business）
Springer, c2013
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Description and Table of Contents
Description
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).
Table of Contents
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 - 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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