Real Options and IT Platform Adoption: Implications for Theory and Practice

By Robert G. Fichman. Information systems research, 2004

508 citations recorded by the source corpus.

Subfields: Finance, Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/02f71436e2912f32a83c88e703eaf1f793b60fb3

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Citations in the corpus

Leveraging IT Capabilities and Competitive Process Capabilities for the Management of Interorganizational Relationship Portfolios (2010, background): “A second item measured the platform’s potential to grow to accommodate new applications or functions as necessary (Fichman 2004, Taudes et al. 2000).”
Understanding the Link Between Information Technology Capability and Organizational Agility: An Empirical Examination (2011, background): “The firm is capable of comprehending the uncertainty about the benefits of using the innovation and the irreversibility in the costs of deployment , and it prudently avoids a herd - like mentality while examining the potential of a new IT innovation ( Fichman 2004 ) .”
ERP Investments and the Market Value of Firms: Toward an Understanding of Influential ERP Project Variables (2006, background): “The option value increases as the variance in the potential business returns or the managerial flexibility for implementing a given IT platform, or both, increases (Fichman 2004).”
Strategic IT alignment: twenty-five years on (2015, background): “Consequently, we see a rationale for including options thinking in a discussion of what organizations can do to create and sustain IT alignment (Fichman, 2004).”
The Transformation of Open Source Software (2006, background): “A promising strand of research that could suit the dynamics of open source is based on the theory of real options investment analysis (Fichman 2004).”
Design theory for dynamic complexity in information infrastructures: the case of building internet (2010, background): “Likewise, the theory does not help estimate the economic consequences of choosing between infrastructural alternatives (Fichman, 2004).”
Inside the adaptive enterprise: an information technology capabilities perspective on business process agility (2008, background): “It is paradoxical that training is often the first item to suffer when IT budgets are cut, yet if viewed through the lens of real options, IT skills can have significant options value when combined with other aspects of IT infrastructure such as hardware or software [22,23].”
Creating Strategic Business Value from Big Data Analytics: A Research Framework (2018, background): “Real options [17, 35] Investments that are subject to high uncertainty, irreversibility, and flexibility should be valued more highly because they provide options to expand the investment under better conditions (e.”
The Determinants of Green Radical and Incremental Innovation Performance: Green Shared Vision, Green Absorptive Capacity, and Green Organizational Ambidexterity (2014, background): “Absorptive capacity is the ability to enable companies to acquire and apply external knowledge as well as internal knowledge which have a positive effect on innovation [40,55].”
Going Beyond the Dominant Paradigm for Information Technology Innovation Research: Emerging Concepts and Methods (2004, background): “( Interestingly, a similar pattern of more promiscuous initiation but more choosy implementation is suggested by the real options perspective on technology adoption (Fichman, 2004)).”
Research Commentary - Platform Evolution: Coevolution of Platform Architecture, Governance, and Environmental Dynamics (2010, background): “2006)), information systems (infrastructural investments (Fichman 2004)), and industrial organization (forming systems (Katz and Shapiro 1994)).”
Enterprise agility and the enabling role of information technology (2006, unknown): “The term ‘options’ is used because a firm may apply its IT-related capabilities to emerging opportunities, or they may remain unused, depending on the firm’s environment and strategy (Fichman, 2004).”
Sunk Costs, Uncertainty and Market Exit: A Real Options Perspective (2009, background): “Our empirical results indicate that while uncertainty generally dissuades exit from an industry, its effect is most pronounced in technologically intensive industries, which tend to be characterized high levels of investment irreversibility (Fichman, 2004).”