Show Summary Details

Page of

PRINTED FROM OXFORD HANDBOOKS ONLINE (www.oxfordhandbooks.com). © Oxford University Press, 2018. All Rights Reserved. Under the terms of the licence agreement, an individual user may print out a PDF of a single chapter of a title in Oxford Handbooks Online for personal use (for details see Privacy Policy and Legal Notice).

date: 15 November 2019

Abstract and Keywords

This article traces the development of real options reasoning (ROR) and details how problems in assessing the value of real options have made ROR difficult to implement. The article then describes how in practice, instead of focusing on explicit valuation, organizations use analogous reasoning to develop, select, and implement options that enable strategic flexibility and so enhance value. An illustrative case demonstrates how financial options can help this process by buffering core operations from changing market environments. The same illustration also shows that ROR fails to simultaneously create future choices while limiting costs. Moreover, where it does generate future choices, it does not prevent decision makers from making poor choices. Thus, the engine of choice that ROR suggests organizations should create may in fact backfire on those decision makers who try to implement it.

Keywords: real options reasoning, analogous reasoning, market environments, decision makers, organizations, poor choices

Access to the complete content on Oxford Handbooks Online requires a subscription or purchase. Public users are able to search the site and view the abstracts and keywords for each book and chapter without a subscription.

Please subscribe or login to access full text content.

If you have purchased a print title that contains an access token, please see the token for information about how to register your code.

For questions on access or troubleshooting, please check our FAQs, and if you can''t find the answer there, please contact us.