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This paper categorizes and critiques the empirical research strategies that have been employed to test real options theory. Existing research has sought to detect valuable options in firms’ strategic investments as well as to investigate the payoffs from these investments. Our review highlights some of the evidence that has accumulated in recent years for real options theory. We flag some of the most important challenges and tradeoffs associated with the use of different empirical research approaches for testing real options theory in strategic management. The paper concludes by offering a number of research priorities to advance the theory by probing its descriptive validity as well as by addressing its normative aspirations to bridge corporate finance and strategy.

This study examines subject and self-metaphors in Cantonese in order to understand the impact of self-conceptualization on self-giving in Hong Kong. The bifurcation of the individual in Hong Kong signals the importance of the subject and the relational self in Chinese culture. The word for person (rén) is written as two individuals interacting with each other, so communication between the subject and the relational self has a significant impact on self-giving as evidenced by the most prevalent type of gift – the puritanical one. The mental accounting in this instance reflects the importance given to the consideration of others prior to or simultaneously with rewarding oneself for the successful achievement of a personal goal. Both whimsical and therapeutic gifts are fairly rare and justified in a more elaborate fashion. Indulging oneself by purchasing consumer goods or services for special occasions is acceptable when they are not provided by relevant others, such as close friends or family. Purchasing clothes and shoes for Chinese New Year is not necessarily viewed as a self-gift because this occasion is an auspicious one, requiring the wearer to attire herself in new outfits in order to attract good fortune. Finally, the presence of self-gifts in Hong Kong justifies its inclusion in the gift continuum.

In a country where judicial institutions are known to be inefficient and where activists have traditionally not engaged in legal mobilization, what explains the emergence of NGO strategic litigation? The author argues that a change in the legal opportunity structure impacts how activists interact with the legal system. Comparing two states in Mexico, the author demonstrates that the introduction of private prosecution rights opened the door for activists to litigate femicide cases. The emergence of strategic litigation has helped improve compliance with international human rights law and has had a demonstration effect on how to use the law to press for accountability.

First-generation college students in the United States are a unique demographic that is often characterized by the institutions that serve them with a risk-laden and deficit-based model. However, our analysis of the transcripts of open-ended, semi-structured interviews with 22 “first-gen” respondents suggests they are actively deft, agentic, self-determining parties to processes of identity construction that are both externally imposed and potentially stigmatizing, as well as exemplars of survivance and determination. We deploy a grounded theory approach to an open-coding process, modeled after the extended case method, while viewing our data through a novel synthesis of the dual theoretical lenses of structural and radical/structural symbolic interactionism and intersectional/standpoint feminist traditions, in order to reveal the complex, unfolding, active strategies students used to make sense of their obstacles, successes, co-created identities, and distinctive institutional encounters. We find that contrary to the dictates of prevailing paradigms, identity-building among first-gens is an incremental and bidirectional process through which students actively perceive and engage existing power structures to persist and even thrive amid incredibly trying, challenging, distressing, and even traumatic circumstances. Our findings suggest that successful institutional interventional strategies designed to serve this functionally unique student population (and particularly those tailored to the COVID-moment) would do well to listen deeply to their voices, consider the secondary consequences of “protectionary” policies as potentially more harmful than helpful, and fundamentally, to reexamine the presumption that such students present just institutional risk and vulnerability, but also present a valuable addition to university environments, due to the unique perspective and broader scale of vision their experiences afford them.

In the academic field of business management, several potential theories were established during the last decades to explain companies' decisions, organizational behavior, consumer patterns, and internationalization, among others. As a result, businesses and scholars were able to analyze and decide based on theoretical approaches to explain the current conditions of the market. Secondary research was conducted to collect more than 36 management theories. This chapter aims to develop the most famous theories related to business applied in the international field. The novelty of this chapter relies on the compilation of recognized previous research studies from the academic literature and evidence in international business.

This paper deals with contemporary ways of implementing strategies using the logic of real options. Key objective of the study is to describe and explain how organisations develop and execute the strategies to achieve their objectives. The paper attempts to develop a new view of strategy implementation by utilising the recent advances in the area of real options. Based on empirical observations in manufacturer-retailer networks, the new view does not consider strategy as the ultimate concept of the company’s positioning or direction in the market but as an inventive stream of enacting what is possible for each organisation in its respective network. While organisations react to events as they unfold, implementing strategies takes the form of creating and enacting a number of real options that best reflect the organisations’ competencies and their capacities derived from network membership.