Reference health
Selective Real Options Strategy in Location Choice Specific to Current and Potential Buyers
57/57 checkable references clean · checked 2026-08-25
Every reference with a DOI in the deposited reference list resolved to a known work in Crossref or DataCite at the dated check, and none carried a retraction, withdrawal, or removal notice.
14 without a DOI — not checked. A reference deposited without a DOI is never matched by title or guessed at; it stays outside the checked set, and this line discloses that.
The 57 checked references that resolve
resolves10.2307/20159010
What Is Not a Real Option: Considering Boundaries for the Application of Real Options to Business Strategy
resolves10.5465/amj.2018.0223
How Technological Overlap between Spinouts and Parent Firms Affects Corporate Venture Capital Investments in Spinouts: The Role of Competitive Tension
resolves10.1057/palgrave.jibs.8490126
Vertical Keiretsu and International Market Entry: The Case of the Japanese Automobile Ancillary Industry
resolves10.1002/smj.3151
Portfolio configuration and foreign entry decisions: A juxtaposition of real options and risk diversification theories
resolves10.1057/palgrave.jibs.8400076
Globalisation, economic geography and the strategy of multinational enterprises
resolves10.2189/asqu.2005.50.2.167
Power Imbalance, Mutual Dependence, and Constraint Absorption: A Closer Look at Resource Dependence Theory
resolves10.2307/256685
INTERNATIONAL EXPANSION STRATEGY OF JAPANESE FIRMS: CAPABILITY BUILDING THROUGH SEQUENTIAL ENTRY.
resolves10.1002/smj.464
Types of firms generating network externalities and MNCs' co‐location decisions
resolves10.1002/smj.2746
Attacking your partners: Strategic alliances and competition between partners in product markets
resolves10.1057/jibs.2009.17
What makes and what does not make a real option? A study of equity shares in international joint ventures
resolves10.1002/smj.355
Political hazards, experience, and sequential entry strategies: the international expansion of Japanese firms, 1980–1998
resolves10.1002/(SICI)1097-0266(199604)17:4<271::AID-SMJ807>3.0.CO;2-Y
SPECIALIZED SUPPLIER NETWORKS AS A SOURCE OF COMPETITIVE ADVANTAGE: EVIDENCE FROM THE AUTO INDUSTRY
resolves10.1002/smj.1999
The role of operational flexibility in the expansion of international production networks
resolves10.1057/jibs.2013.16
How well do supranational regional grouping schemes fit international business research models?
resolves10.2189/asqu.52.1.32
Dependence Asymmetry and Joint Dependence in Interorganizational Relationships: Effects of Embeddedness on a Manufacturer's Performance in Procurement Relationships
resolves10.1287/orsc.2017.1108
Examining Alliance Portfolios Beyond the Dyads: The Relevance of Redundancy and Nonuniformity Across and Between Partners
resolves10.1002/smj.453
How much you know versus how well I know you: selecting a supplier for a technically innovative component
resolves10.1002/smj.730
Why firms make unilateral investments specific to other firms: the case of OEM suppliers
resolves10.1086/466922
Vertical Integration, Appropriable Rents, and the Competitive Contracting Process
resolves10.1002/smj.449
The value from acquiring and divesting a joint venture: a real options approach
resolves10.1002/smj.742
Flexibility in internationalization: is it valuable during an economic crisis?
resolves10.1002/smj.1982
Host country uncertainty, intra‐MNC production shifts, and subsidiary performance
resolves10.2307/2393676
Organizational Evolution in the Interorganizational Environment: Incentives and Constraints on International Expansion Strategy
resolves10.2308/accr-10198
Customer-Base Concentration: Implications for Firm Performance and Capital Markets
resolves10.1057/palgrave.jibs.8400073
A perspective on regional and global strategies of multinational enterprises
resolves10.1057/palgrave.jibs.8400249
Multinational knowledge spillovers with decentralised R&D: a game-theoretic approach
resolves10.1002/1097-0266(200012)21:12<1175::AID-SMJ139>3.0.CO;2-Q
Agglomeration economies, firm heterogeneity, and foreign direct investment in the United States
resolves10.1002/smj.4250171008
Precarious collaboration: Business survival after partners shut down or form new partnerships
resolves10.1002/(SICI)1097-0266(199810)19:10<1001::AID-SMJ996>3.0.CO;2-4
Customer-led and market-oriented: let’s not confuse the two
resolves10.1016/S0742-3322(03)20016-4
EDITORS’ INTRODUCTION: GEOGRAPHY AND STRATEGY: THE STRATEGIC MANAGEMENT OF SPACE AND PLACE
resolves10.1086/321301
Syndication Networks and the Spatial Distribution of Venture Capital Investments
resolves10.1287/orsc.2013.0886
The Firm as a Coordination System: Evidence from Software Services Offshoring
resolves10.2307/2393808
Social Structure and Competition in Interfirm Networks: The Paradox of Embeddedness
resolves10.2307/2657252
Embeddedness in the Making of Financial Capital: How Social Relations and Networks Benefit Firms Seeking Financing
resolves10.1287/orsc.1080.0402
Repeated Interactions and Contractual Detail: Identifying the Learning Effect
resolves10.1002/smj.414
Non‐additivity in portfolios of exploration activities: a real options‐based analysis of equity alliances in biotechnology
resolves10.1287/orsc.13.6.701.503
Interorganizational Routines and Performance in Strategic Alliances
The 14 references without a DOI — listed, not checked
no DOI — not checkedR&D spillovers and the geography of innovation and production
no DOI — not checkedref25
no DOI — not checkedBorder effects and the gravity equation: consistent methods for estimation
no DOI — not checkedTrapped in your own net? Network cohesion, structural holes, and the adaptation of social capital
no DOI — not checkedRegional strategies for global leadership
no DOI — not checkedref33
no DOI — not checkedref37
no DOI — not checkedref45
no DOI — not checkedref49
no DOI — not checkedref51
no DOI — not checkedStandard country or area codes for statistical use (M49)
no DOI — not checkedref67
no DOI — not checkedref68
no DOI — not checkedref69
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