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Strategic Options (strategic + option)
Selected AbstractsInduction of Phenolic Compounds in Pea (Pisum sativum L.) Inoculated by Rhizobium leguminosarum and Infected with Orobanche crenataJOURNAL OF PHYTOPATHOLOGY, Issue 11-12 2007Y. Mabrouk Abstract Parasitic plants are among the most important problematic weeds, they are responsible of major losses of many crops. Early growth stages, such as seed germination stimulated by host root exudates and tubercle development, are key phases for these parasites development. Inhibition of these early phases could be a general strategic option for parasitic plants management. In our previous study, we have demonstrated that some Rhizobium leguminosarum strains decrease pea infection by Orobanche crenata and germinated seeds enhanced browning symptoms. These observations suggested the probability of toxic compounds accumulation such as gallic acid and naringenin used as a defence strategy by inoculated pea plants. In this study, we demonstrate that these two phenolic compounds cause severe physiological disorder of germination broomrape seeds. They inhibited germination of O. crenata seeds induced by strigol analogue GR24, and caused a browning reaction in germinated seeds. [source] Can ,market transformation' lead to ,sustainable business'?BUSINESS STRATEGY AND THE ENVIRONMENT, Issue 2 2004A critical appraisal of the UK's strategy for sustainable business This paper traces the origins and development of the concept of ,market transformation', from its beginnings as a part of energy policy in the USA, to its subsequent development in the UK. It discusses whether it could become a strategic option for British business in pursuit of sustainable growth. Drawing together themes from the academic literature on marketing, consumer behaviour, business, and energy policy, together with data from national programmes, and British government sources, the paper argues that such an approach would be based on a twin false premise , that selling energy efficiency to consumers is in accordance with modern marketing thinking, and that it has much to do with achieving sustainable development. It concludes that while achieving sustainable development will certainly encompass the transformation of markets for many products, ,market transformation' itself cannot be seen as a key driver for change. Copyright © 2004 John Wiley & Sons, Ltd and ERP Environment. [source] Shared Services Transformation: Conceptualization and Valuation from the Perspective of Real OptionsDECISION SCIENCES, Issue 3 2009Ning Su ABSTRACT In today's volatile global economy, where many organizations face severe pressure to downsize, the "shared services" model, in which a firm merges common functions performed by multiple units into a single service delivery organization, provides an innovative approach to make business more efficient and effective. To successfully implement shared services, firms need to strategically decide whether and how to pursue various service transformation alternatives such as simplification, standardization, consolidation, insourcing, or outsourcing. In this study, we develop the notion of real options into a unique theoretical lens for conceptualizing service organizations and their transformation in an uncertain business environment. Specifically, we view service organization as a set of strategic options that give the firm preferential access to future transformation opportunities. We create a taxonomy of these options, and introduce a decision methodology for valuing alternative shared services transformation approaches. We illustrate this methodology by applying it in a real business case to justify a global firm's decision regarding the transformation of its finance organization. [source] Capacity Planning in a Transitional Setting with Simulation-based Modeling: A Case StudyINTERNATIONAL TRANSACTIONS IN OPERATIONAL RESEARCH, Issue 2 2002Christoph Haehling Von Lanzenauer Significant progress has been made in the development of modeling and analysis frameworks for the purpose of supporting senior executives in their task of strategy formulation and evaluation. Using the case study British Synthetic Fibres Ltd, the important strategic task of capacity planning is addressed in a transitional setting. The paper illustrates the use of influence diagrams, the development of a spreadsheet model in a language facilitating easy communication with senior management, and the strength of risk analysis as effective tools for managing the capacity-planning process. Special emphasis is placed on the benefits and insights to be gained from this approach in evaluating strategic options in the context of the case study. [source] STRATEGY AND SHAREHOLDER VALUE CREATION: THE REAL OPTIONS FRONTIERJOURNAL OF APPLIED CORPORATE FINANCE, Issue 2 2000Martha Amram The current interest in real options reflects the dramatic increase in the uncertainty of the business environment. Viewed narrowly, the real options approach is the extension of financial option pricing models to the valuation of options on real (that is, nonfinancial) assets. More broadly, the real options approach is a way of thinking that helps managers formulate their strategic options,the future opportunities that are created by today's investments,while considering their likely effect on shareholder value. But if the real options framework promises to link strategy more closely to shareholder value creation, there are some major challenges on the frontier of application. In the first part of this paper, the authors tackle the question, "What is really new about real options, and how does the approach differ from other wellestablished ways to make strategic decisions under uncertainty?" This article provides a specific definition of real options that relies on the ability to track marketpriced risk. Using examples from oil exploration and pharmaceutical drug development, the authors also show how specific features of the industry and the application itself determine the usefulness of the real options approach. The second part of the paper addresses the question: Given the many differences between real and financial options, how should a real options application be framed? The authors examine the use of real options in the valuation of Internet companies to demonstrate the required judgment and tradeoffs in the framing of real options applications. The case of Webvan, an online grocer, is used to illustrate the inter-action between strategy, execution, and valuation. [source] THE PROMISE OF REAL OPTIONSJOURNAL OF APPLIED CORPORATE FINANCE, Issue 2 2000Aswath Damodaran In recent years, both practitioners and academics have argued that traditional discounted cash flow models do a poor job of capturing the value of the options embedded in many corporate actions. This paper shows how option pricing models used in valuing financial assets can be used to value three kinds of real options that are often built into corporate projects: the option to delay, the option to expand, and the option to abandon. As a number of examples in this paper suggest, corporate investments that would be rejected using conventional DCF analysis can sometimes be justified by the value of the strategic options they provide. As the illustrations also show, however, the pricing of real options is considerably more difficult than the pricing of financial options and adjustments must often be made to capture the complexity of real investments. [source] The economic and poverty impacts of maize research in West and Central AfricaAGRICULTURAL ECONOMICS, Issue 5 2009Arega D. Alene Maize research; Economic surplus; Poverty reduction; West Africa Abstract This article assembles the results of three multicountry surveys on variety performance and adoption patterns to measure the impacts of maize research in West and Central Africa from 1981 to 2005, and uses cost data since 1971 to compute social rates of return on public investments in maize research in the region. Adoption of modern varieties increased from less than 5% of the maize area in the 1970s to about 60% in 2005, yielding an aggregate rate of return on research and development (R&D) investment of 43%. The estimated number of people moved out of poverty through adoption of new maize varieties rose gradually in the 1980s to more than one million people per year since the mid 1990s. Over half of these impacts can be attributed to international maize research at IITA and CIMMYT. The article concludes with a discussion of strategic options to enhance the impacts of maize research in the region. [source] Strategy Research in Emerging Economies: Challenging the Conventional Wisdom*JOURNAL OF MANAGEMENT STUDIES, Issue 1 2005Mike Wright ABSTRACT This review and introduction to the Special Issue on ,Strategy Research in Emerging Economies' considers the nature of theoretical contributions thus far on strategy in emerging economies. We classify the research through four strategic options: (1) firms from developed economies entering emerging economies; (2) domestic firms competing within emerging economies; (3) firms from emerging economies entering other emerging economies; and (4) firms from emerging economies entering developed economies. Among the four perspectives examined (institutional theory, transaction cost theory, resource-based theory, and agency theory), the most dominant seems to be institutional theory. Most existing studies that make a contribution blend institutional theory with one of the other three perspectives, including seven out of the eight papers included in this Special Issue. We suggest a future research agenda based around the four strategies and four theoretical perspectives. Given the relative emphasis of research so far on the first and second strategic options, we believe that there is growing scope for research that addresses the third and fourth. [source] | ||||||||||