Real options in equity partnerships

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

315 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Finance

View Paper: https://www.semanticscholar.org/paper/c7e2361ac61049f303e37a3f9f9f232a45b19597

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

In Finance

Citations in the corpus

The moderating effect of environmental dynamism on the relationship between entrepreneur leadership behavior and new venture performance (2006, background): “Kogut (1991), Folta (1998), and Folta and Miller (2002) each measured industry-specific uncertainty, however, all three of these studies calculated the variance of some output or indicator (e.g., stock price, GDP, sales, etc.) over time, an approach that has two critical shortcomings.”
Is firm-specific innovation associated with greater value appropriation? The roles of environmental dynamism and technological diversity (2010, background): “…another stream of research, including that on dynamic capabilities (e.g., Eisenhardt and Martin, 2000; Leonard-Barton, 1992; Teece et al., 1997) and real options reasoning (e.g., Folta and Miller, 2002; McGrath, 1997), stress the importance of maintaining flexibility in resource accumulation.”
External technology sourcing: The effect of uncertainty on governance mode choice (2007, unknown): “This view to delay financial commitment when uncertainty is high is also confirmed in studies investigating entrepreneurial entry (O'Brien et al., 2003) and partner buyouts (Folta and Miller, 2002).”
Real Options in Management and Organizational Strategy: A Review of Decision‐making and Performance Implications (2012, unknown): “Folta (1998) and Folta and Miller (2002) study the motives behind the initiation of equity partnerships within a commitmentflexibility argument.”
The choice among acquisitions, alliances, and divestitures (2005, background): “In the middle of the spectrum are alliances and joint ventures, which typically confer upon firms the option for a subsequent acquisition or divestiture (Kogut, 1991; Chi, 2000; Folta and Miller, 2002).”
International Joint Ventures and the Value of Growth Options (2008, background): “For example, it has been shown that resolution of external uncertainty can lead firms to terminate JVs and alliances by acquisition in order to capitalize on the growth options ( Folta & Miller, 2002; Kogut, 1991), and that firms’ initial decisions to undertake JVs rather than alternative governanc”
Throwing Good Money after Bad? Political and Institutional Influences on Sequential Decision Making in the Venture Capital Industry (2007, background): “Similarly, decisions on the allocation of capital to different projects, entry into a new market, or the acquisition of another company are typically made in a number of sequential steps (e.g., Kogut and Kulatilaka, 1994; Folta and Miller, 2002).”
Entry in the Presence of Dueling Options (2004, background): “11 Other ways in which uncertainty has been represented in empirical studies include volatility in stock market index returns (Pindyck, 1986; Episcopos, 1995; Folta and Miller, 2002), exchange rates (Campa, 1993), inflation (Huizinga, 1993), and output prices (Huizinga, 1993).”
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 as Engines of Choice and Heterogeneity (2004, background): “These include growth options (Kester, 1981), joint ventures (Kogut, 1991), investments in RD Folta & Miller, 2002 ).”
How do networks and learning drive M&As? An institutional comparison between China and the United States (2009, background): “In other words, they may find it more beneficial to utilize alliance relationships instead of seeking more acquisitions, which also tend to bear higher market uncertainty and financial risks (Folta and Miller, 2002).”