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Strategic Turning Points in ICT Business: Re-Valued Case of Nokia

Strategic Turning Points in ICT Business: Re-Valued Case of Nokia

Rauno Rusko
Copyright: © 2014 |Pages: 13
ISBN13: 9781466648609|ISBN10: 1466648600|EISBN13: 9781466648616
DOI: 10.4018/978-1-4666-4860-9.ch005
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MLA

Rusko, Rauno. "Strategic Turning Points in ICT Business: Re-Valued Case of Nokia." Developing Business Strategies and Identifying Risk Factors in Modern Organizations, edited by Madjid Tavana, IGI Global, 2014, pp. 69-81. https://doi.org/10.4018/978-1-4666-4860-9.ch005

APA

Rusko, R. (2014). Strategic Turning Points in ICT Business: Re-Valued Case of Nokia. In M. Tavana (Ed.), Developing Business Strategies and Identifying Risk Factors in Modern Organizations (pp. 69-81). IGI Global. https://doi.org/10.4018/978-1-4666-4860-9.ch005

Chicago

Rusko, Rauno. "Strategic Turning Points in ICT Business: Re-Valued Case of Nokia." In Developing Business Strategies and Identifying Risk Factors in Modern Organizations, edited by Madjid Tavana, 69-81. Hershey, PA: IGI Global, 2014. https://doi.org/10.4018/978-1-4666-4860-9.ch005

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Abstract

This chapter is based on the study “Strategic Processes and Turning Points in ICT Business: Case Nokia” (Rusko, 2012), in which the analysis reached no further than Spring 2011. Those days, one important strategic turning point was just beginning: the era of CEO Stephen Elop (September 2010) and collaboration with Microsoft (February 2011). Although the long-term perspective, strategic turning points, and path dependency are also important in this study, the focus has moved towards the prevailing era of Nokia and its competitors. Compared to the initial version, smartphones and their operating systems play a more important role in this study.

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