This book investigates the relationship between strategy optimization mechanisms and the efficiency (performance and productivity) in the digital and open economy. The aim of this question on the interactions between strategies, performance, and market forms is to understand how, at the level of value-based management, productivity determines the optimized strategies and how the optimization process is modified according to the performance of the firm.
Value-Based Management in an Open Economy: Optimizing Strategy to Improve Business and Performance outlines the conditions under which this relationship is negative, neutral, or positive in the banking sector. Applying economic and managerial principles, the book demonstrates that problems related to the competitive advantage can be successfully analyzed like all other business problems, using traditional tools of economics, finance, and strategy (provided that the dynamics of industry-specific interactions are considered). The author argues that the ability of firms to improve their performance depends on the structure in which these organizations compete and their ability to optimize their value-based management.
Key features
Captures the diversity and the interconnection of management control and firm performance issues
Analyzes the challenges of contemporary management control in order to provide transversal and sustainable strategic solutions
Promotes understanding of the prospects of optimizing mechanisms
This volume is intended primarily for those who will be called upon to work as researchers or professionals in the fields of corporate governance and value-based management. The book identifies the technical practices and proposes mechanisms to encourage growth and improve performance. The book will be helpful for renewing strategic approaches and value-based mechanisms in a digital and open economy.
Author(s): Walter Amedzro St-Hilaire
Publisher: CRC Press/Apple Academic Press
Year: 2022
Language: English
Pages: 471
City: Palm Bay
Cover
Half Title
Title Page
Copyright Page
Dedication
About the Author
Table of Contents
Abbreviations
Acknowledgment
Preface
Introduction
Chapter 1: The Concepts of Optimization and Efficiency in Digitalized Economy
Chapter 2: The Main Models of Value-Based Management and Their Application to Empirical Studies
Chapter 3: Strategy Optimization, Project Productivity, and Business Performance in an Open Economy
Chapter 4: The Role of Performance and Profitability in Optimizing Strategies
Chapter 5: Empirical Mechanisms for Identifying the Role of Strategies Optimization in Determining Comparative Advantage: Does Better Strategy Optimizing Result in Higher Levels of Company Performance and Productivity?
Chapter 6: Economic and Management Theories for Controlling Opened Business Context
Chapter 7: An Operating Framework for Clarifying the Relationship Between Strategy Optimization and Improve Performance in Digitalized Business Context
Chapter 8: The Quality of Strategies and the Structural Effect of Competitive Advantage
Chapter 9: Optimization Mechanisms When Confronted with the Variability of Sectoral Performance Factors
Chapter 10: The Standardization of the Measurement of the Effects of Optimization on Management Practices
Chapter 11: The Impact of Internal and External Strategy Optimization Mechanisms on the Productivity of Banking Institutions Using Firm-Level Data
Chapter 12: The Linearity of the Links Between Financial Tools and Operational Efficiency
Chapter 13: Rationalization Factors of Research Approach for Business Improvement Process Deployment
Chapter 14: Results for Banking Sector: Descriptive and Inferential Statistics to Test the Hypotheses, Using Econometric Tools
Chapter 15: Multi-Level Perspective for Analyzing the Impact of Strategy Optimization on the Business Improvement in the Banking Sector and the Digital Era
Chapter 16: Key Determinants for Operational Interactions Between Strategy Optimization and Business Performance
Chapter 17: Modeling the Organizational and Structural Determinants of the Value-Based Management
Chapter 18: Transforming the Value-Based Strategy: A Reinterpretation of Structural Constraint in Action Coordination
Conclusion
Bibliography
Index
