Muras, Wojciech,
Shareholders, strategy and value creation : the case of the IT sector : the case of the it sector / Wojciech Muras and Katarzyna Szczepańska-Woszczyna. - 2024. - 1 online resource - Routledge research in strategic management .
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.
Supplementary case studies of IT companies
Case study: S1
Case study: S2
Case study: S3
Case study: S4
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 it versus the company’s ability to create its long-term value
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
Limitations of the inference process – a critical view
References
Index
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. The concept of value- based management involves consciously inspiring, undertaking, and implementing value- oriented actions. Value creation takes place at all levels of management and in all organisational units of the company; therefore, the implementation of all management functions should be assigned to this goal. Thus, the role of managers is gaining importance, especially those who are capital- linked to companies, who set goals and verify them by means of informed decisions aimed at maximising value in the long term. The book presents a multidimensional analysis of shareholders' impact on company value creation. The authors chose the IT sector as the area of study; this sector, being one in which modern technologies are essential, acquires special significance for the global economy. The book features a review of notions and concepts related to the management of company value and methods of measuring it, the shareholder's impact on the creation of company value, and factors affecting long- term value creation; an analysis of the places of occurrence, power and direction of a shareholder's impact on building the long- term capacity of an IT sector company for creating the value thereof, as well as the conceptualisation and operationalisation of such impact; an analysis of the role of shareholders in IT sector companies, a profile of shareholder competence which makes the role of a shareholder unique to the company and fulfils the value- creating owner postulate; an analysis of the role of hired managers cooperating with the shareholders with an indication of the significance of mutual development and the supplementation of one's own skills. The book is dedicated to scientists in the field of strategic management, valuebased management, and leadership; shareholders; students of EMBA and MBA programmes; practitioners in strategic management; and current shareholders of modern technology companies (in particular from the IT sector) and future investors, for all of whom it may offer a valuable outlook on the management principles and practices in the sectors, particularly with respect to the long- term creation of company value.
Creative commons Attribution-NonCommercial-NoDerivatives 4.0 International
Wojciech Muras is a shareholder, Co- founder, and President of the management board of Net- o- logy, Poland. Katarzyna Szczepańska- Woszczyna is a professor, Vice Rector for Science and Education, and Dean of the Faculty of Applied Sciences at WSB University, Poland.
9781003855361 1003855369 9781032650845 1032650842 9781003855385 1003855385
10.4324/9781032650845 doi
9781032650845 Taylor & Francis
Value analysis (Cost control)
Information technology--Management.
Stockholders.
Strategic planning.
Electronic books.
HD47.3
658.1552
Shareholders, strategy and value creation : the case of the IT sector : the case of the it sector / Wojciech Muras and Katarzyna Szczepańska-Woszczyna. - 2024. - 1 online resource - Routledge research in strategic management .
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.
Supplementary case studies of IT companies
Case study: S1
Case study: S2
Case study: S3
Case study: S4
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 it versus the company’s ability to create its long-term value
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
Limitations of the inference process – a critical view
References
Index
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. The concept of value- based management involves consciously inspiring, undertaking, and implementing value- oriented actions. Value creation takes place at all levels of management and in all organisational units of the company; therefore, the implementation of all management functions should be assigned to this goal. Thus, the role of managers is gaining importance, especially those who are capital- linked to companies, who set goals and verify them by means of informed decisions aimed at maximising value in the long term. The book presents a multidimensional analysis of shareholders' impact on company value creation. The authors chose the IT sector as the area of study; this sector, being one in which modern technologies are essential, acquires special significance for the global economy. The book features a review of notions and concepts related to the management of company value and methods of measuring it, the shareholder's impact on the creation of company value, and factors affecting long- term value creation; an analysis of the places of occurrence, power and direction of a shareholder's impact on building the long- term capacity of an IT sector company for creating the value thereof, as well as the conceptualisation and operationalisation of such impact; an analysis of the role of shareholders in IT sector companies, a profile of shareholder competence which makes the role of a shareholder unique to the company and fulfils the value- creating owner postulate; an analysis of the role of hired managers cooperating with the shareholders with an indication of the significance of mutual development and the supplementation of one's own skills. The book is dedicated to scientists in the field of strategic management, valuebased management, and leadership; shareholders; students of EMBA and MBA programmes; practitioners in strategic management; and current shareholders of modern technology companies (in particular from the IT sector) and future investors, for all of whom it may offer a valuable outlook on the management principles and practices in the sectors, particularly with respect to the long- term creation of company value.
Creative commons Attribution-NonCommercial-NoDerivatives 4.0 International
Wojciech Muras is a shareholder, Co- founder, and President of the management board of Net- o- logy, Poland. Katarzyna Szczepańska- Woszczyna is a professor, Vice Rector for Science and Education, and Dean of the Faculty of Applied Sciences at WSB University, Poland.
9781003855361 1003855369 9781032650845 1032650842 9781003855385 1003855385
10.4324/9781032650845 doi
9781032650845 Taylor & Francis
Value analysis (Cost control)
Information technology--Management.
Stockholders.
Strategic planning.
Electronic books.
HD47.3
658.1552