Open AccessStrategic opportunities: Leveraging decision-making indicators
Author(s) -
Gordon Bowen,
Deidre Bowen,
Richard A. Bowen
Publication year - 2021
Publication title -
australian and new zealand journal of european studies/australian and new zealand journal of european studies
Language(s) - English
Resource type - Journals
eISSN - 1837-2147
pISSN - 1836-1803
DOI - 10.30722/anzjes.vol11.iss1.15206
Subject(s) - brexit , leverage (statistics) , context (archaeology) , business , decision maker , computer science , marketing , economics , international trade , management science , european union , artificial intelligence , geography , archaeology
Politicians tend to use the word opportunity as a catch-all term. This paper is contending that opportunities can be classified as tangible or intangible. Lawmakers do not appear to consider the idea that opportunities are hierarchical or link to a firms’ ability to leverage opportunities. The context for the paper is Brexit and its strategic implications. Furthermore, a hard Brexit will throw up more intangible opportunities than tangible opportunities, which suggests that firms will require different strategies for hard Brexit and soft Brexit environments. This paper suggests that there are two possible dominant strategies available to executives, namely leverage logic and opportunity logic, and the application of the strategies is dependent on the type of Brexit situation. The time horizon to develop and refine the dominant strategies is dependent on the type of Brexit environment, with a hard Brexit requiring the longest time horizon.