Shareholders, Strategy and Value Creation

✍ Scribed by Wojciech Muras;Katarzyna Szczepaska-Woszczyna;; Szczepańska-Woszczyna, Katarzyna

• Publisher: Routledge
• Year: 2023
• Tongue: English
• Leaves: 231
• Category: Library

✦ Synopsis

The central task of contemporary strategic management is to look for sources of value and to achieve above-average firm performance. The effective implementation of a value creation strategy requires a comprehensive approach, including the creation of a systemic management structure aimed at increasing company value.

✦ Table of Contents

Cover
Half Title
Series Information
Title Page
Copyright Page
Table of Contents
List of Figures
List of Tables
Introduction
References
1 Shareholder in a Company Vs. the Long-Term Capacity of the Company to Create Its Value
1.1 Shareholder and Stakeholder: a Review of Corporate Governance
1.2 Shareholder as Manager And/or Leader – Different Roles and Methods of Action
1.3 Shareholders in the Creation of Company Value
1.4 Organisation: the Factors That Contribute to Shareholder Salience
1.5 Transformation of a Shareholder Role in Light of Company Development
References
2 Value-Based Management: Case of IT Sector Companies
2.1 Value-Based Management
2.2 The IT Sector in Strategic Economic Development
2.3 Economic Environment of the IT Sector: Directions of Changes, Impact On the Development Potential of the Sector
References
3 The Shareholder’s Role in Value Creation of IT Sector Companies: Research Methodology
3.1 Methodology of Empirical Research: Applied Approach and Research Methods
Decision-making Problem
Research Problem
3.2 Conceptualisation and Operationalisation of the Research Model for the General Approach
3.3 Conceptualisation and Operationalisation of the Research Model for the Narrow Approach
3.4 Premises of Instruments Supporting Shareholder Decisions
References
4 Shareholders Vs. Efficiency of Value Creation in IT Companies: Results of Empirical Studies
4.1 Shareholders in Managerial Roles
Basic Premises for Empirical Studies Performed With the Delphi Method
Shareholders in Managerial Roles
Change of Shareholders’ Managerial Roles in a Company: Barriers and Factors Conducive to Change
4.2 Shareholders in the Context of Value Creation
The Value of a Company Operating in the IT Sector
IT Sector: Current Status and Prospects
Shareholding in the IT Sector: Current Status and Prospects
Shareholders in the Context of Value Creation: the Narrow Approach of the Research Model (Catalogue of Tasks)
Shareholders in the Context of Value Creation: Business Scenario Approach
Shareholders in the Context of Value Creation: the Narrow Approach of the Research Model (Catalogue of Stances)
4.3 Managers in the IT Sector: Entrepreneurs Or Intrapreneurs
Shareholders: Leaders of Change
Shareholder Maturity Vs. Efficiency of Decisions Made in the Context of Value Creation
Formation of Company Potential Through Shareholders’ Potential: General Approach of the Research Model
Views of Global IT Leaders On Shareholders’ Impact On the Efficient and Long-Term Creation of Value in the IT Companies They Manage
Summary of Delphi Method Studies
4.4 Managerial Roles of Company Shareholders Vs. Efficient Company Value Creation: Case Study
Basic Premises of Empirical Studies Performed as Case Studies
Single Case Study: Net-O-Logy Sp. Z o.o.
Cross-sectional Characteristics of the Analysed Entity
Case Study Recapitulation
Supplementary Case Studies of IT Companies
Case Study: S1
Identification of Managerial Roles Performed By Shareholders and By the Shareholders’ Environment (Management)...
Case Study: S2
Identification of Managerial Roles Performed By Shareholders and By the Shareholders’ Environment (Management)...
Case Study: S3
Identification of Managerial Roles Performed By Shareholders and By the Shareholders’ Environment (Management)...
Case Study: S4
Identification of Managerial Roles Performed By Shareholders and By the Shareholders’ Environment (Management)...
Notes
References
5 Supporting Shareholder Decisions: Final Remarks
5.1 Model Assumptions of the Instrument Supporting Shareholder Decisions
Overview of Key Features of the Prototypes of the Instrument for Supporting Decisions
Overview of the Results of the Prototypes of the Decision-Support Instrument
5.2 Theoretical and Practical Implications
Using the Managerial Role of Shareholders as a Tool for Strategic and Operational Management and Creating the Value of an IT Company
Choices Made By Shareholders Related to the Tasks Performed for the Company and Attitudes Towards...
Manager Type – a Shareholder – Entrepreneur Or an Intrapreneur Versus the Effectiveness of Value Creation in the IT Sector
Leadership Skills of Shareholders-Entrepreneurs Versus the Effectiveness of Value Creation of an IT Company
Complementary Conclusions
Limitations of the Inference Process – a Critical View
References
Index