LEADER 04415nam 22006255 450 001 9910645896603321 005 20230118204559.0 010 $a3-031-17354-6 024 7 $a10.1007/978-3-031-17354-7 035 $a(MiAaPQ)EBC7184189 035 $a(Au-PeEL)EBL7184189 035 $a(CKB)26027658700041 035 $a(DE-He213)978-3-031-17354-7 035 $a(PPN)267811713 035 $a(EXLCZ)9926027658700041 100 $a20230118d2023 u| 0 101 0 $aeng 135 $aurcnu|||||||| 181 $ctxt$2rdacontent 182 $cc$2rdamedia 183 $acr$2rdacarrier 200 10$aStrategic Optionality $ePathways Through Disruptive Uncertainty /$fby Surja Datta, Tobias Kutzewski 205 $a1st ed. 2023. 210 1$aCham :$cSpringer International Publishing :$cImprint: Palgrave Macmillan,$d2023. 215 $a1 online resource (197 pages) 311 08$aPrint version: Datta, Surja Strategic Optionality Cham : Springer International Publishing AG,c2023 9783031173530 327 $aChapter 1: Introduction -- Chapter 2: The Business Landscape: Unpacking the idea of ?domain specificity? -- Chapter 3: The Conventional Wisdom in Strategy -- Chapter 4: Strategic Optionality: Introducing the Idea -- Chapter 5: Optionality and Innovation: Two sides of the Same Coin? -- Chapter 6: Competitive Success: Competing across FRL Domains -- Chapter 7: Optionality: The method -- Chapter 8: Conclusion. 330 $aThis book offers a fresh approach to strategy by examining the idea of Optionality. Optionality is the right, but not the obligation, to take an action. Built on historic military tactics, static engineering principles, and equilibrium-seeking economics, conventional strategic-thinking suffers some weaknesses, principal of which is its inability to deal with conditions of high uncertainty. This book begins by dividing the business landscape into three distinct domains; (1) Fragile, (2) Robust, and (3) Long-shot (FRL), which alert us to the context-specificity of strategy tools, before suggesting that theoretical lenses are required to understand and implement strategy in VUCA (Volatile, Uncertain, Complex, and Ambiguous) domains. The authors explore the concept and methodology of Optionality in order to demonstrate how it can be used in conjunction with existing strategy tools in order to achieve competitive success. It will be of great interest to academics and students of strategy and innovation. Surja Datta is a Senior Lecturer, and Module Leader of Global Strategy and Innovation, a core module of Brookes Global MBA Programme at Oxford Brookes University, UK. He has published extensively, including books, chapters, and journal articles. His research interests include business history, innovation, and strategy. Surja is also the Associate Editor of International Journal of Technology Management and Sustainable Development. Tobias Kutzewski is a chartered accountant to the ACCA and a PhD candidate at VU University, The Netherlands. He has extensive industry experience through his work as a technology consultant for Accenture and through various roles in audit, financial, and investment management at Deloitte, ING, and in venture capital. Currently, Tobias is conducting research to pursue his PhD in the field of entrepreneurship and is also engaged in lecturing courses on Organization Theory, Academic Skills, and International Strategy. He is a reserve-officer to the German Army on civil-military cooperation. 606 $aStrategic planning 606 $aLeadership 606 $aTechnological innovations 606 $aBusiness 606 $aManagement science 606 $aBusiness Strategy and Leadership 606 $aInnovation and Technology Management 606 $aBusiness and Management 615 0$aStrategic planning. 615 0$aLeadership. 615 0$aTechnological innovations. 615 0$aBusiness. 615 0$aManagement science. 615 14$aBusiness Strategy and Leadership. 615 24$aInnovation and Technology Management. 615 24$aBusiness and Management. 676 $a658.4012 676 $a658.4012 700 $aDatta$b Surja$01062255 702 $aKutzewski$b Tobias 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910645896603321 996 $aStrategic Optionality$93006613 997 $aUNINA