Please use this identifier to cite or link to this item: https://hdl.handle.net/10419/205926 
Year of Publication: 
2016
Citation: 
[Journal:] Cogent Business & Management [ISSN:] 2331-1975 [Volume:] 3 [Publisher:] Taylor & Francis [Place:] Abingdon [Year:] 2016
Publisher: 
Taylor & Francis, Abingdon
Abstract: 
This paper provides insights into the choice of governance mode among relatively similar multinational companies (MNCs) entering into an emerging industry characterised by high uncertainty related to technology, market and policy framework. The study utilises a multiple case study methodology, including interviews with members of five MNCs and the perspective of their investees. The case companies are global leaders in related industries (such as hydropower and wind energy), and they have all chosen to enter the tidal energy industry with a similar technology. Based on their choice of governance mode, the case companies are divided into two groups: “Flexibility” and “Control”. The study elaborates on how the two groups’ governance mode choices are driven by “real options” (RO) and “transaction cost economics” (TCE) logic when assessing the high uncertainty related to the technology, the emerging industry and the relationships with potential firms to be invested in.
Persistent Identifier of the first edition: 
Creative Commons License: 
cc-by Logo
Document Type: 
Article

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