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Year 2004 was influenced by the strike in the National Hockey League. The reason of this strike was the option of adoption of the wage ceiling for the NHL players. The paper stresses the attention to the problem how to account and measure the possibility of the players’ contracts with options in the new model. We are dealing with the following hypothesis: “Is possible to use the experiences of valuation of financial options not only to ROA (Real Options Analysis) but also for valuation of players’ contracts with option?” The modified Black‐Scholes Formula is one of the possible solutions how to measure the value of the option clause.

We provide a comprehensive synthesis and extension of the real option (RO) literature on joint ventures (JVs), contributing in three main areas. First, we examine major alternative theoretical perspectives on JVs – learning, bargaining, transaction cost and agency theory – to elaborate how they complement or contradict RO predictions. Second, we compare arguments and variables used to explain different JV stages – initial RO explicitness and equity shares, JV stability, and performance consequences – and highlight research opportunities. Third, we discuss and extend research about behavioral aspects of making RO (JV) investments. Overall, we offer new predictions and suggestions for a better integration within the RO literature, and between RO and related literatures on JVs.

The application of real options theory to international strategy has surged in recent years. However, it is still a relatively new and loosely defined field, and there are several constraints on practical applications of this powerful theory. To move forward this field, the paper first provides a systematic analysis of theoretical and empirical contributions of real options theory to three critical issues in international strategy: (1) valuing multinational networks, (2) assessing market entry modes, and (3) evaluating market entry timing. The paper further suggests that future studies can focus on a refined treatment of uncertainty and the development of a dynamic theory in international strategy. Five testable propositions are developed in these directions.

The purpose of this exploratory research is to determine the consumer's perceptions of negative option marketing (NOM) offers regarding the value and equity of the offer and perceived opportunistic behavior inherent in the offer. In addition, the paper seeks to examine how a negative option offer versus a positive option offer influences consumer intentions to acquire a financial service.

Using the customer database of a full‐service American bank, a survey was sent to demand deposit account holders. A survey then determined perceptions of the offer, perceptions of the bank making the offer, and intentions to purchase.

Between the negative and positive option scenario sub‐samples, there were no differences in perceptions of value or equity, except in perceptions of opportunistic behavior – the negative option offers yielded significantly higher perceptions of opportunistic behavior. Perceptions of value, equity, and satisfaction with the offer were the same across all offers. Satisfaction with the offer significantly influenced satisfaction with the firm making the offer.

A negative option operates in a contractual situation. The current research examined only one contractual situation. For findings to be generalized, the research needs to be replicated in other contractual contexts.

Even though the negative option offers were perceived as more opportunistic than the positive option offer, one of the negative option offers yielded a higher intention to purchase than the positive option. Care must be exercised in using NOM to minimize perceptions of opportunistic behavior.

There is limited literature on negative option marketing. No one has studied the customer perceptions of the strategy, in spite of its popularity.

This paper reviews the literature which models lease covenants using option‐pricing techniques, probabilistic measures of risk and the contractual misalignment of incentives. These quantitative models, in conjunction with conventional discounting mathematics, offer ways to gauge the effects on rent of changes to many lease clauses. With the exception of discounted cash flow analysis to adjust rents for leasing incentives, none appears to be used in practice yet. The program has been designed to bridge the gap between academic developments in this field and current practices in rental valuation. The program works from rental values set on benchmark or standard lease conditions in that market and adjusts for different clauses. The program displays all the stages in calculating the effects of each changed clause and operates entirely from parameters set by the user. Trials of this program are described.

Complicated leasing terms make both the valuation of lease contracts and the calculation of effective rent levels difficult. These complications are compounded by the existence of option‐like features in many contracts. For example, retail leases in the USA generally have overage rent clauses that allow the landlord additional rent if sales exceed a breakpoint, but set a minimum rent level under any sales conditions. Similarly, upward‐only rent review clauses are common in the UK and Australia (as well as other commonwealth countries). Here the rent is fixed at the commencement of the contract, with the option to review the rental figure in line with market conditions at pre‐determined intervals (normally every five years). If rents in the market have increased over the interim period, the rent of the subject property will be adjusted upwards accordingly and this higher level becomes the minimum possible future rent. However, if market rents have either remained static or decreased, the landlords would choose not to operate the rent review clause and the existing rent will continue. The US overage contract can be valued using a binomial approach. The upward‐only adjusting leases cannot because the value of the option is “path‐dependent”. Here, Monte Carlo valuation methods must be used. In this paper we describe both approaches. We show the relationship between the rents on these contracts relative to those without overage or with up and downward adjustment. The key determinants in establishing this relationship are the expected drift and the volatility of either sales (in the case of overage) or market rents (in the case of upward‐only leases).

The purpose of this research is to examine the awareness and understanding of break clause management by small business tenants in the light of the Appeal Court decision in Fitzroy House Epworth Street (No. 1) Ltd and another v. The Financial Times Ltd [2006].

The empirical data were collected using detailed questionnaires distributed to occupational tenants in three sub‐markets across the West Midlands. The questionnaire incorporated Likert‐scale and close‐response questions.

The general conclusions were that the tenants surveyed were dangerously unaware of the barriers that exist in trying to effect break clauses, a position exacerbated by the decision in Fitzroy.

The research points to an increasing need for tenants to be made more aware of the technical and management problems that surround the option to determine clause.

The paper offers an applied examination in an important aspect of contemporary lease management. It provides a platform on which to base further studies in other geographical areas for comparative and aggregate purposes.

The upward‐only lease is the dominant rental contract in the UK, while the turnover lease is widely used in the US retail sector. This paper compares and contracts the landlord rent options in these two leases, interpreting and extending the earlier simulation analysis of Booth and Walsh and of Hendershott and Ward. While the options are similar, the ability of the turnover rent lease to induce greater landlord effort and co‐operation between tenants and the landlord suggest that both UK investors and UK consumers would be well served by greater use of the turnover lease.

In April 2012 Bill Nichols, a financial analyst at the real estate investment firm Koenig Capital, was about to enter a unique lease renegotiation. One of Koenig's tenants, Hasperat Inc., had sixteen years left on its long-term lease of the Kelley Building, a 165,000-square-foot office building in downtown Cleveland. The lease contained a clause giving Hasperat the option to buy the Kelley Building from Koenig. When Nichols tried to place a mortgage on the property to take advantage of low interest rates, he learned that the existence of this option in the lease contract prevented lenders from offering Koenig their lowest rates. As a result, Nichols had been tasked with renegotiating the lease to remove the option clause. This unexpected event offered Nichols the opportunity to use his financial skills. He needed to calculate the fair value of the purchase option to be able to justify to his superiors by how much they should compensate Hasperat. Students will step into the role of Bill Nichols and apply real options modeling techniques to value the purchase option in Hasperat's lease.

After reading and analyzing the case, students will be able to:

• Apply real options theory to the valuation of a purchase option in a commercial real estate lease

• Identify the common mistakes in applying traditional discounted cash flow (DCF) analysis to financial problems with option components

Apply real options theory to the valuation of a purchase option in a commercial real estate lease

Identify the common mistakes in applying traditional discounted cash flow (DCF) analysis to financial problems with option components

The purpose of this paper is to look at the problem caused by the operation of break clauses contained in commercial leases – a predominantly UK phenomenon, a consequence of longer lease terms.

The pitfalls that can befall a corporate occupier are numerous and the authors of this paper share some of their recent experiences to highlight issues that can arise and how a Corporate Real Estate Manager or advisor can avoid or minimise those risks.

For corporate occupiers, the operation of a break clause can be fraught with difficulty and its successful implementation requires a strategy to be put in place well in advance of the break date.

The paper shows how turmoil in the wider financial market could make the flexibility that breaks offer very important to certain businesses.