Promoting Long-Term Shareholder Value by “Competing” for Essential Stakeholders: A New, Multi-Sided Market Logic for Top Managers

2019 ◽  
Author(s):  
Richard L Priem ◽  
Ryan Krause ◽  
Caterina Tantalo ◽  
Ann McFadyen
Keyword(s):  
Shareholder Value ◽  
Top Managers

scholarly journals The Objectives of Competitive Intelligence as a Part of Corporative Development Strategy

2014 ◽  
Vol 62 (6) ◽  
pp. 1243-1250 ◽  
Author(s):  
František Bartes
Keyword(s):  
Development Strategy ◽  
Competitive Intelligence ◽  
Corporate Management ◽  
Market Position ◽  
Top Managers ◽  
The Development Strategy ◽  
Intelligence Operations ◽  
Future Situation ◽  
Dominant Market Position

This paper deals with the issue of the management cycle of Competitive Intelligence. The author describes the process of Competitive Intelligence in Czech corporate management. He concludes that in most cases, the Competitive Intelligence operations are directed by the top management, and the attention of Competitive Intelligence is being paid to Key Intelligence Topics (KIT). The Competitive Intelligence is then focused on the output of strategic analyses, complemented in some cases with a summary (synthesis) of acquired intelligence plus some signal intelligence (SIGINT). The results of the Competitive Intelligence produced in such a way are actually the outputs mostly applicable in operational management and mostly unsuitable for strategic management. However, top managers abroad almost invariably need the data relevant to the future situation since their decisions are of strategic nature. The following section of the paper is devoted to the conceptual solution of Competitive Intelligence, i.e. the Competitive Intelligence objectives linked with the development strategy of the corporation. Here the author arrives at three basic development strategies: a.) the corporation desires status quo, i.e. to keep its market position as it is, b.) the corporation is out to expand, and c.) the corporation intends not only to keep its existing and dominant market position but strives for its long-term dominance to last.

scholarly journals EVALUATION OF FINANCIAL PERFORMANCE USING VALUE ADDITION METRICS – A SELECT STUDY OF 'IT' COMPANIES IN INDIA

2017 ◽  
Vol 4 (37) ◽  
Author(s):  
S. PRATAP ◽  
J. REVATHY
Keyword(s):  
Shareholder Value ◽  
Economic Value ◽  
Value Added ◽  
Wealth Creation ◽  
Shareholder Returns ◽  
Accounting Data ◽  
Earnings Per Share ◽  
Market Value Added ◽  
Evaluation Techniques

In today’s competitive world, value and wealth creation for shareholders are among the most important goals of businesses. For the sake of achieving his goals, the investor needs some instruments in order to measure the potential value of each investment opportunity. It is clear that these instruments are not capable of predicting the exact future, they just provide some piece of information and advice that help the investor in the decisions he makes. Among these criteria, the most common types are Return on Investment (ROI) and Earnings per Share (EPS). Despite the numerous applications of these instruments, theoretically, they are not related with shareholders’ value or wealth creation. In recent years, the modern evaluation techniques based on economic theories such as Economic Value Added (EVA), Market Value Added (MVA) and Shareholder Value Added (SVA) replace the accounting data-based criteria and have widely drawn the attentions. These criteria follow the performance assessment with regard to the changes in the value and alongside maximizing the long term shareholder returns. In this research paper, one of the most important criteria; i.e. Shareholder Value Added (SVA), is investigated from several viewpoints.

scholarly journals The Adoption and Utilization of Electronic Business in Response to Global Economy during COVID-19

2022 ◽  
Vol 9 (1) ◽  
pp. 0-0
Keyword(s):  
Global Economy ◽  
Physical Contact ◽  
Business Organizations ◽  
Goods And Services ◽  
Doing Business ◽  
Top Managers ◽  
The Social ◽  
Rapid Spread ◽  
Community Transmission

The COVID-19 epidemic has triggered unmatched impairment to businesses globally. There are unmeasurable financial influences in the short-term and long-term and have causes intangible destruction within businesses. This study investigates the adoption and utilization of e-business during COVID-19 by both organizations and the general populaces. The study used a questionnaire-based survey to collect data from top managers of business organizations and their clients. SPSS was used to analyze the adoption factors. The outcomes presented that embracing e-business can assist to reduce the spread of COVID-19 and can reduce the physical ways of doing business. The findings of this study will help strategy makers, companies, and officials in making better decisions on the implementation of e-business. This will reduce the rapid spread of community transmission since ordering goods and services can easily be done virtually without physical contact, which goes in line with the social distance policy and in return boost the country’s economy

The Use of Employee Financial Participation in Lithuanian Companies

2022 ◽  
pp. 35-54
Author(s):  
Jaroslav Dvorak ◽  
Remigijus Civinskas
Keyword(s):  
Human Resources ◽  
Research Method ◽  
Employee Motivation ◽  
Profit Sharing ◽  
Law Firms ◽  
Sense Of Ownership ◽  
Top Managers ◽  
Research Findings ◽  
Financial Participation

The chapter analyses the use of employee financial participation in Lithuanian companies. The methodology of current research is based on the qualitative research method and analysis of the company's documents. In a total of 19 semi-structured individual anonymous interviews and one focus group were conducted with competent representatives of the companies – heads of human resources and finance departments of companies, heads of legal departments or top managers of law firms representing them. According to the research findings, employers set different goals for share and profit-sharing programs or measures. Among the already examined, high, long-term employee motivation dominates. It also includes aspects of employee involvement in management, strengthening loyalty, forming a sense of ownership. The Scandinavian capital corporation, which manages several companies in Lithuania and applies for a share ownership program, has succeeded in achieving its goals by strengthening employee motivation and involvement.

Dynamics of corporate social responsibility: towards a new ‘conception of control’?

2011 ◽  
Vol 8 (2) ◽  
pp. 161-186 ◽  
Author(s):  
THOMAS LAMARCHE ◽  
MARIANNE RUBINSTEIN
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Shareholder Value ◽  
Social Demand ◽  
Ecological Society ◽  
Top Managers ◽  
Governance Changes ◽  
Control Set ◽  
Corporate Social ◽  
Institutional Process

Abstract:Corporate social responsibility (CSR) was long associated with the ethics of company heads but now falls within an institutional process whereby practices give rise to rules which in turn modify company actions. CSR has spread as a result of social demand for a more ecological society, but it also constitutes a response to the crisis of shareholder governance. Drawing on the notion of ‘conception of control’ set out by Neil Fligstein (1990), we argue that CSR has given rise to a new ‘conception of control’, which we term ‘shareholder–CSR compatible’. Such a conception reflects how governance changes when environmental and societal responsibilities are combined with responsibility to shareholders. Shareholder value is still central within the enterprise, but top managers must now assume the position of mediators between these two imperatives.

The procurement dilemma: short-term savings or long-term shareholder value?

2016 ◽  
Vol 37 (6) ◽  
pp. 10-17 ◽  
Author(s):  
Michel Philippart
Keyword(s):  
Corporate Strategy ◽  
Reference Group ◽  
Shareholder Value ◽  
Potential Contribution ◽  
Competitive Advantages ◽  
Short Term ◽  
Content Type ◽  
Functional Perspective ◽  
The Impact

Purpose Research has shown the potential contribution of properly managed suppliers to the competitive position of firms. Major strategy schools of thought such as the industry view and the resource-based view have evolved in their perspective about supplier’s contributions, replacing a transactional perspective of supplier management with a more comprehensive view of their role in corporate strategy. This study aims to understand if procurement professionals have evolved in the same direction. Design/methodology/approach During a corporate wide assessment for a large consumer product corporation, the author had the opportunity to incorporate a four-statement question aimed at identifying the perception of value creation by different levels of procurement staff. The answers were compared with responses of a reference group that comprised business school students who had never been exposed to professional procurement as a function or skill. Findings The results show that buyers, even at senior levels, more clearly identify value as the result of price negotiation, a functional perspective, than as the construction of sustainable competitive advantages, the shareholder perspective. They do not discriminate sufficiently between short-term transactional value transfer and long-term shareholder value capture. Research limitations/implications The study was conducted on a sample of 500 people from four continents but limited to a single corporate environment. This study focused on innovation as a source of value and competitive advantages. Originality/value The paper shows to corporate deciders the impact of overly cost-focused procurement departments. This study reinforces their need to better balance the objectives assigned to their procurement team. This study outlines the steps necessary to align the cultural competitiveness of procurement to the objectives of the firm, with an extended enterprise scope.

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