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The board of directors as a strategic resource in small ICT corporations

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The thesis is to explore what significance the board of directors has in small ICT corporations, more precisely described as: What do they contribute with that could justify them being a strategic resource, which are likely to affect the competitive advantage of the corporation?

Contents

1 The Wilds of Competitive Advantage
2 The Expedition – Out in the Wilds
2.1 THE ELEPHANT AND THE SIX BLIND MEN OF OURS
3 The Problem Discussion – Setting the Agenda for the Thesis.
3.1 AN INTRODUCTION TO THE BUSINESS ENVIRONMENT
3.2 THE COMPETITIVE ENVIRONMENT OF TODAY – HAVE THE RECENT DEVELOPMENT
IN THE IT INDUSTRY REALLY ALTERED ANYTHING?
3.2.1 There is a new economy!
3.2.2 And the winner is…!
3.2.3 The age of the intangibles?
3.2.4 The scope of the new economy and age of intangibles in the thesis
3.3 OUR FIELD OF STUDY – THE ICT INDUSTRY
3.3.1 What is an ICT corporation?
3.3.2 What are the differences?
3.4 CONCLUSION AND MAIN MOTIVES FOR CHOOSING THE ICT INDUSTRY
3.5 THE BOARD OF DIRECTORS – COULD THEY BE THE ANSWER TO THE
COMPETITIVE ADVANTAGE RIDDLE?
3.5.1 The boards of directors: Who are they?
3.5.2 Do they make any difference?
3.5.3 The director’s role in strategy development
3.5.4 The end of the beginning
4 Methodology – How We Will Proceed from Idea to Written Text.
4.1 MODE OF PROCEDURE – HOW WE PRACTICALLY CONDUCTED THE THESIS
4.2 THE STARTING POINT FOR THE THESIS: A CONCRETIZED PROBLEM DISCUSSION ABOUT HOW WE LOOK UPON THE FIELD OF STUDY
4.3 THE CHOICE OF KNOWLEDGE MODEL
4.4 FOR WHOM DO WE WRITE – WHICH ACTOR PERSPECTIVE DO WE HAVE?
4.5 THE PURPOSE OF THIS THESIS
4.5.1 The need of data – how to tap the sources on information
4.5.2 The different ways to gather information and data
4.6 THE INFLUENCE OF OUR FRAME OF REFERENCE AND PERSPECTIVES
4.7 THE MEMBERS OF THE EXPEDITION – THE SIX BLIND AND BRAVE MEN OF OURS
5 Mr. Legislator – The Board from a Legal Perspective
6 Mr. Corporate Governance
6.1 ACADEMIC THEORIES
6.1.1 Contract theory
6.1.2 Analyses of the theoretical perspective of corporate governance
6.2 THE CORPORATE GOVERNANCE CONCEPT
6.2.1 The CalPERS story
6.3 CORPORATE GOVERNANCE AND CULTURE
6.4 CORPORATE GOVERNANCE AND THE TASK OF THE BOARD OF DIRECTORS
6.4.1 The boards role in corporate strategy
6.4.2 Why does not everyone succeed?
6.5 ANALYSIS
6.5.1 Corporate governance and competitive advantage
6.5.2 Criticism of corporate governance
6.5.3 Concluding analysis of corporate governance
7 Mr. Past Projects – The Board as a Strategic Resource in Small Corporations
7.1 THE IDEA OF BOARD OF DIRECTORS
7.1.1 The truth of board of directors of today in small corporations
7.1.2 Which attributes characterize a good board of directors?
7.1.3 Which role do a good board of directors have in a corporation?
7.1.4 Outside assistance in small corporations
7.1.5 Required competences for the board of directors
7.2 ANALYSIS: MR. PAST PROJECT ANSWER TO THE COMPETITIVE ADVANTAGE QUERY
7.2.1 The boards’ contribution to a small ICT corporation’s survival and success
8 Mr. Strategy – The Strategic Viewpoint of How Competitive Advantage is Created and the Board of Directors’ Contribution 3
8.1 INTRODUCTION – THE EVOLUTION OF STRATEGY
8.1.1 Strategy in the field of business
8.1.2 Moving from outside to inside the corporation
8.2 THE RESOURCE BASED PERSPECTIVE
8.2.1 Introduction to resource-based theory
8.2.2 Premises of the resource-based theory and the environmental models
8.2.3 Key definitions
8.2.4 Competitive advantage and sustained competitive advantage
8.2.5 Firm resources and sustained competitive advantage
8.2.6 Firm resource heterogeneity, immobility, and sustained competitive advantage
8.2.7 Valuable resources
8.2.8 Rare resources
8.2.9 Imperfectly imitable resources
8.2.10 Substitutability
8.2.11 Durability
8.2.12 Appropriability
8.2.13 Competitive superiority
8.2.14 Summing up
8.3 ANALYSIS
8.3.1 Evaluation of the boards as a resource – Could they be a strategic resource that influences an ICT corporation’s competitive advantage?
9 Mr. Strategic Management – Strategic Management for Small and Growing Corporations
9.1 THE VALUE OF STRATEGIC MANAGEMENT
9.1.1 Strategy as a context
9.1.2 Strategy as a process
9.1.3 Strategy as an outcome
9.1.4 The modes of small businesses
9.1.5 Analysis of the strategic management
10 Mr. Discussion – Interviews with People
10.1 THE VIEW OF THE BOARD MEMBERS
10.1.1 The interviewed board members
10.1.2 The role of the board of directors
10.1.3 The competence of the board
10.1.4 Issues of importance for small corporations
10.2 THE VIEW OF THE CEO:S
10.2.1 The CEO’s role
10.2.2 The role of the board of directors
10.2.3 The competence of the board
10.2.4 What is the difference between a good and bad board.
10.2.5 Analyze of the research
11 Closing Analysis – What have Changed?
11.1 THE TRAVEL BOOK
11.1.1 The idealistic thought of the board of directors
11.2 CONCLUDING WORDS OF THE CLOSING ANALYSIS
12 Conclusions – The Team and the Greenhouse
12.1 THE BOARD’S CONTRIBUTIONS AS A STRATEGIC RESOURCE
12.1.1 The overall conclusion
12.2 CONCEPT FORMATION
12.2.1 The foundation of the concept
12.2.2 The Boards of directors and the concept of a team
12.2.3 The board of directors – Small ICT corporations own Greenhouse
13 Concluding words
14 References

Author: Håkan Malmberg, Jonas Nordquist

Source: Blekinge Institute of Technology

Reference URL 1: Visit Now

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