Abstract
This article presents a brief discussion of the motives for hedging strategic exposure and relates the theoretical work to a practical situation. The theory suggests that strategic exposure management can have a favourable impact on the firm's value. In practice, firms may pursue a limited number of hedging motives and the organisational arrangements within firms can have important impacts on the extent to which specified hedging motives can be pursued. © 1999 Elsevier Science Ltd. All rights reserved.
| Original language | English |
|---|---|
| Pages (from-to) | 75-80 |
| Number of pages | 6 |
| Journal | Long Range Planning |
| Volume | 32 |
| Issue number | 1 |
| DOIs | |
| Publication status | Published - 19 Mar 1999 |