Cooperation networks in the tourism sector: multiplication of business opportunities

Inter-organizational strategic alliances, in which networks of cooperation stand out, have proved to be a good model to provide more competitive organizations. However, there are still shortcomings concerning models and supporting technologies that help the creation of inter-organizational arrangements. This paper presents a conceptual model for the establishment of cooperation networks, an information system that supports the proposed model and, finally, the results of a case study in the tourism sector. (C) 2015 Published by Elsevier B.V.info:eu-repo/semantics/publishedVersio

Developing real option game models

By mixing concepts from both game theoretic analysis and real options theory, an investment decision in a competitive market can be seen as a ‘‘game’’ between firms, as firms implicitly take into account other firms’ reactions to their own investment actions. We review two decades of real option game models, suggesting which critical problems have been ‘‘solved’’ by considering game theory, and which significant problems have not been yet adequately addressed. We provide some insights on the plausible empirical applications, or shortfalls in applications to date, and suggest some promising avenues for future research

Competition through capacity investment under asymmetric existing capacities and costs

This paper discusses the way that different operational characteristics including existing capacity, scale economies, and production policy have an important influence on the capacity outcomes when firms compete in the market place. We formulate a game-theoretical model where each firm has an existing capacity and faces both fixed and variable costs in purchasing additional capacity. Specifically, the firms simultaneously (or sequentially) make their expansion decisions, and then simultaneously decide their production decisions with these outputs being capacity constrained. We also compare our results with cases where production has to match capacity. By characterizing the firms’ capacity and production choices in equilibrium, our analysis shows that the operational factors play a crucial role in determining what happens. The modeling and analysis in the paper gives insight into the way that the ability to use less production capacity than has been built will undermine the commitment value of existing capacity. If a commitment to full production is not possible, sinking operational costs can enable a firm to keep some preemptive advantage. We also show that the existence of fixed costs can introduce cases where there are either no pure strategy equilibrium or multiple equilibria. The managerial implications of our analysis are noted in the discussion. Our central contribution in this paper is the innovative integration of the strategic analysis of capacity expansion and well-known (s,S)(s,S) policy in operations and supply chain theor

Rivalry and uncertainty in complementary investments with dynamic market sharing

We study the effects of revenue and investment cost uncertainty, as well non- preemption duopoly competition, on the timing of investments in two complementary inputs, where either spillover-knowledge is allowed or proprietary-knowledge holds. We find that the ex-ante and ex-post revenue market shares play a very important role in firms’ behavior. When competition is considered, the leader’s behavior departs from that of the monopolist firm of Smith (Ind Corp Change 14:639–650, 2005). The leader is justified in following the conventional wisdom (i.e., synchronous investments are more likely), whereas, the follower’s behavior departs from that of the conventional wisdom (i.e., asynchronous investments are more likely)

Optimal exercise of jointly held real options:A Nash bargaining approach with value diversion

This paper provides a two-stage decision framework in which two or more parties exercise a jointly held real option. We show that a single party’s timing decision is always socially efficient if it precedes bargaining on the terms of sharing. However, if the sharing rule is agreed before the exercise timing decision is made, then socially optimal timing is attained only if there is a cash payment element in the division of surplus. If the party that chooses the exercise timing can divert value from the project, then the first-best outcome may not be possible at all and the second-best outcome may be implemented using a contract that is generally not optimal in the former cases. Our framework contributes to the understanding of a range of empirical regularities in corporate and entrepreneurial finance

Real collars as alternative incentives for subsidizing energy facilities

YesWe suggest that real collars may be acceptable incentives for encouraging development of low (or no) carbon energy generating facilities as an alternative for high feed‐in‐tariffs. We provide novel analytical solutions for real collars and partial collars, plus floor and ceiling partial derivatives. The ‘gains/losses’ of the energy generator as perceived parameter values change are compared to those of the government providing the collar, and floor or ceiling only, viewing the arrangement as a real option game between principal and agent. A volatility increase first increases, then decreases the ‘gains’ of the generator