| 000 | 03011nam a22004697a 4500 | ||
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| 001 | sulb-eb0026116 | ||
| 003 | BD-SySUS | ||
| 005 | 20160413122609.0 | ||
| 007 | cr nn 008mamaa | ||
| 008 | 150519s2013 it | s |||| 0|eng d | ||
| 020 |
_a9788847028500 _9978-88-470-2850-0 |
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| 024 | 7 |
_a10.1007/978-88-470-2850-0 _2doi |
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| 050 | 4 | _aHD28-70 | |
| 072 | 7 |
_aKJC _2bicssc |
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| 072 | 7 |
_aBUS041000 _2bisacsh |
|
| 082 | 0 | 4 |
_a658.4092 _223 |
| 100 | 1 |
_aBaldi, Francesco. _eauthor. |
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| 245 | 1 | 0 |
_aOptions in Alliances _h[electronic resource] : _bValuing Flexibility in Inter-Firm Collaborations / _cby Francesco Baldi. |
| 264 | 1 |
_aMilano : _bSpringer Milan : _bImprint: Springer, _c2013. |
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| 300 |
_aVI, 79 p. 7 illus. _bonline resource. |
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| 336 |
_atext _btxt _2rdacontent |
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| 337 |
_acomputer _bc _2rdamedia |
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| 338 |
_aonline resource _bcr _2rdacarrier |
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| 347 |
_atext file _bPDF _2rda |
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| 490 | 1 |
_aSpringerBriefs in Business, _x2191-5482 |
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| 505 | 0 | _aPart 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. | |
| 520 | _aThe 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). | ||
| 650 | 0 | _aBusiness. | |
| 650 | 0 | _aLeadership. | |
| 650 | 0 | _aFinance. | |
| 650 | 1 | 4 | _aBusiness and Management. |
| 650 | 2 | 4 | _aBusiness Strategy/Leadership. |
| 650 | 2 | 4 | _aFinance, general. |
| 710 | 2 | _aSpringerLink (Online service) | |
| 773 | 0 | _tSpringer eBooks | |
| 776 | 0 | 8 |
_iPrinted edition: _z9788847028494 |
| 830 | 0 |
_aSpringerBriefs in Business, _x2191-5482 |
|
| 856 | 4 | 0 | _uhttp://dx.doi.org/10.1007/978-88-470-2850-0 |
| 912 | _aZDB-2-SBE | ||
| 942 |
_2Dewey Decimal Classification _ceBooks |
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| 999 |
_c48208 _d48208 |
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