International Joint Ventures and the Value of Growth Options

By Tony W. Tong, Jeffrey J. Reuer, Mike W. Peng. 2008

316 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/858da3fd6995d13c60600ba3d1097301ff1b5226

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Citations in the corpus

Real Options in Management and Organizational Strategy: A Review of Decision‐making and Performance Implications (2012, unknown): “Tong et al. (2008a) analyze whether or not firms are able to capture the growth option value of their international jointventures, discovering that only minority and diversifying joint-ventures are able to do so.”
LINKING THEORY AND CONTEXT: "STRATEGY RESEARCH IN EMERGING ECONOMIES" AFTER WRIGHT ET AL. (2005) (2012, unknown): “The real options perspective has often been applied to IJVs (Cuypers and Martin, 2010; Tong et al., 2008) and other entry modes such as licensing (Jiang et al, 2009).”
Real options theory in strategic management (2017, background): “, 1999; Bloom and van Reenen, 2002) to more direct option-based or asymmetric measures such as market-implied growth option value (e.g., Alessandri et al., 2012; Tong et al., 2008; Trigeorgis and Lambertides, 2014) or downside risk and economic exposures to foreign exchange rate movements (Miller an”
What determines the scope of the firm over time and around the world? An Asia Pacific perspective (2007, unknown): “diversification (Lu & Beamish, 2004; Tong, Reuer & Peng, 2007 ).”
The Many Futures of Contracts (2014, background): “…before (and arguably had high levels of trust and relational governance) to reduce the sections of the contract that dealt with coordination? gathering financial and task performance data is not easy, yet it is possible (Luo, 2002; Poppo & Zenger, 2002; Ryall & Sampson, 2009; Tong et al., 2008).”
Domestic alliance network to attract foreign partners: Evidence from international joint ventures in China (2014, background): “However, the relative value of establishing IJVs may decline over time (Pajunen & Fang, 2013; Tong et al., 2008), especially after the estab-”
Real options in multinational corporations: organizational challenges and risk implications (2007, background): “While minority subsidiaries may not confer switching options to the extent that fully owned operations do, such investments can confer valuable growth options (Kogut and Kulatilaka, 1994; Tong et al., 2007 ).”
How much does country matter? An analysis of firms’ growth options (2008, background): “, Peng, 2000), competition in input or product markets, as well as underdeveloped markets and institutions (Guillen, 2002), might reduce the value that MNCs will capture from these opportunities (Tong et al., 2008).”
The global strategy of emerging multinationals from China (2012, unknown): “On the other hand, evidence on the benefits of a real options approach is not conclusive (Tong, Reuer, and Peng, 2008).”
Sub‐National Institutional Contingencies, Network Positions, and IJV Partner Selection (2012, unknown): “Prior studies have found that firm size is associated with the ability to mitigate the uncertainty caused by underdeveloped institutional regimes in emerging economies (Tong et al., 2008).”