ABSTRACT
This chapter overviews the five chapters of the book. Based on a review of conceptual and empirical work on strategic management theory, evolutionary organisation theory, shareholder theory and value creation theory, a model of shareholders’ impact on the capacity of companies operating in the IT sector for long-term value creation is presented. The authors propose a theoretical and practical approach describing the relationship between the shareholders and the process of creating company value, along with key factors affecting this relationship. Based on the completed empirical research, the authors present these areas, places, and directions where the shareholders of IT sector companies maximise their efficiency in terms of building a value-creating company from a long-term perspective. Simultaneously, the authors perform a comparative analysis of the effectiveness of managerial roles played by the shareholders as compared to the hired managers in the context of the most frequently occurring business scenarios.
The book adds value to the existing literature by identifying functional areas in which shareholders may increase the efficiency of value creation in IT sector companies. The analysis of published sources allows one to conclude that reference books lack comprehensive studies which would address the analysis of formation of shareholders’ relations and effective value creation in companies.
