Option value and entry timing

By Kent D. Miller, Timothy B. Folta. 2002

213 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Finance, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/903c6ffc63b4b4cae56419a2ae33813a31add33e

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Economics and Econometrics

1. David G. Sirmon
2. R. Duane Ireland
3. Will Mitchell
4. Mike Hitt
5. Joseph T. Mahoney
6. Janet E. L. Bercovitz
7. Shaker A. Zahra
8. K. Meyer

In Finance

1. David G. Sirmon
2. R. Duane Ireland
3. Will Mitchell
4. Mike Hitt
5. Joseph T. Mahoney

In Strategy and Management

1. David G. Sirmon
2. Mike Hitt
3. R. Duane Ireland
4. Joseph T. Mahoney
5. Will Mitchell
6. Janet E. L. Bercovitz
7. Michael A. Hitt
8. Shaker A. Zahra

Citations in the corpus

• A Model of Strategic Entrepreneurship: The Construct and its Dimensions (2003, background): “Finally, an entrepreneurial framework includes an orientation to the appropriatetiming to exploit entrepreneurial opportunities (Miller & Folta, 2002).”
• When is more better? The impact of business scale and scope on long-term business survival, while controlling for profitability (2007, background): “Diversity in routines and external ties may offer “real options” value by providing firms with the means, but not the obligation, to address emerging opportunities (Miller and Folta, 2002).”
• Economic Foundations of Strategy (2004, background): “13 For strategic management contributions to the real options perspective see: Bowman and Hurry (1993); Chi (2000); Folta (1998); Folta and Miller (2002); Kogut (1991); McGrath (1997, 1999); Miller (2002), Miller and Folta (2002), and Sanchez (1993, 2003).”
• Real Options in Management and Organizational Strategy: A Review of Decision‐making and Performance Implications (2012, unknown): “Miller and Folta (2002) explicitly discuss entry timing decisions through a real options lens and underline the conflicting trade-off between flexibility and commitment for market entry investments.”
• Doing More with Less: Innovation Input and Output in Family Firms (2016, unknown): “This wealth concentration renders family firm owners sensitive to the uncertainty inherent in their investments (Bianco, Bontempi, Golinelli, & Parigi, 2013) and, consequently, incen-tivizes them to suspend investments in uncertain projects (cf. McGrath, 1997; Miller & Folta, 2002).”
• New market creation through transformation (2005, unknown): “Miller and Folta (2002) take a similar view in “Option value and entry timing” where they describe a firm’s decision to enter a new product or geographic market in terms of purchasing an option on being involved in the market.”