Entry in the Presence of Dueling Options

By Timothy B. Folta, J. O’Brien. 2004

331 citations recorded by the source corpus.

Subfields: Accounting, Economics and Econometrics, Finance

View Paper: https://www.semanticscholar.org/paper/093d2b4420bf7b38557c9977ad273a94606e0160

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Citations in the corpus

The Performance Implications of Participating in an Acquisition Wave: Early Mover Advantages, Bandwagon Effects, and The Moderating Influence of Industry Characteristics and Acquirer Tactics (2008, background): “These acquisitions may be efforts to seize early mover advantages, but the ultimate value of these real options is difficult to predict in dynamic markets (Folta & O’Brien, 2004), suggesting that their performance will not be as strong as it would be in more stable markets.”
Real options theory in strategic management (2017, background): “Much of the strategy literature views ROT as a strategic and intuitive way of thinking (Folta and O’Brien, 2004; Trigeorgis, 1996), a logical tool or rhetorical device for creating or keeping options open and exploiting them.”
The merger paradox and why aspiration levels let it fail in the laboratory (2007, unknown): “6 We used the software toolbox Z-Tree, developed by Fischbacher (2007) .”
Flexibility versus commitment: MNEs’ ownership strategy in China (2010, unknown): “…have examined how one or more of these factors and their interaction with uncertainty influence investment level (Guiso & Parigi, 1999), market entry (Folta & O'Brien, 2004), foreign entry (Campa, 1993), and ownership adjustments (Axarlogiou & Kouvelis, 2007; Kouvelis, Axarloglou, & Sinha, 2001).”
Duration Analysis of Venture Capital Staging: A Real Options Perspective (2008, unknown): “By focusing on this staged decision, the current study also complements existing research on initial entry decisions, such as Folta and O'Brien (2004) that consider how the options to delay and (invest to) grow under industry uncertainty influences the decision of industrial firms to enter a new i”
The use of logit and probit models in strategic management research: Critical issues (2007, background): “Conversely, in industries where investments are more irreversible, Uncertainty has a negative effect on entry over 94 percent of its range’ (Folta and O’Brien, 2004: 133). Haas and Hansen (2005) provide another example of an extensive and effective graphical interpretation of interaction effects.”
The effect of domestic uncertainty on the real options value of international investments (2009, methodology): “As indicated above, we followed the arch function indicated in Folta and O’Brien (2004).”
Organizing Around Transaction Costs: What Have We Learned and Where Do We Go from Here? (2013, background): “However, managers are more likely to take growth options when they can minimize the size of irreversible investments (Folta & O’Brien, 2004).”
The role of information asymmetry in the choice of entrepreneurial exit routes (2014, background): “The coefficients of Models 1 to 3 indicate the influence of the variables on the logarithmic odds ratios of external vs. internal exit routes (Folta and O'Brien, 2004; Hoetker, 2007; Li and Tang, 2010).”
Affordable loss: behavioral economic aspects of the plunge decision (2009, background): “…requirements of the theory are very high for all but the most simple of problems, the formal calculations required are substantially more complex than the heuristic version of the theory, and dueling options frequently compete with one another in decision problems (Folta and O’Brien, 2004).”
Knowing when to leap: Transitioning between exploitative and explorative R&D (2014, methodology): “Since we have a relatively short time series of firm-level data, we include the firstorder autoregressive term of the dependent variable in order to improve the accuracy of our model (Anderson and Tushman, 2001; Folta and O’Brien, 2004; Oriani and Sobrero, 2008).”
Real options and foreign affiliate divestments: A portfolio perspective (2009, background): “We also abstract from the threat of pre-emption of the exercise of real options by rival firms (Kulatilaka and Perotti, 1998; Folta and O’Brien, 2004).”