Journal articles: 'Public enterprise management'

1

Kaul, Mohan. "Public Enterprise Management: Strategies for Success." Vikalpa: The Journal for Decision Makers 15, no. 1 (January 1990): 3–14. http://dx.doi.org/10.1177/0256090919900101.

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What constitutes successful management of public enterprises? Executives of successful enterprises from 14 commonwealth countries exchanged their experiences and outlined strategies at two roundtable meetings under the auspices of the Commonwealth Secretariat, London. This paper is a summary of the views of the executives presented at the two meetings. In recent years, public enterprises in developed and developing countries have been criticized for not fulfilling the expectations placed on them. The case studies and the discussions at the two meetings, however, reveal that many public enterprises have been managed, successfully. The strategies outlined by the executives relate to managing the external environment, the enterprise-government interface, internal management, building enterprise culture, managing human resources, and the role of leadership.

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Dr. R. Rajeswaran, Dr R. Rajeswaran. "Structural Dimensions of Public Enterprise Management – An Analytical Study." Global Journal For Research Analysis 2, no. 1 (June 15, 2012): 200–201. http://dx.doi.org/10.15373/22778160/january2013/39.

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Yeung, Rikkie L. K. "Public enterprise governance." Public Management Review 7, no. 4 (December 2005): 565–87. http://dx.doi.org/10.1080/14719030500362579.

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Petkovšek, Veronika, and Primož Pevcin. "The Effects of Public - Private Partnership Act on the Slovenian Public Utilities Providers." Central European Public Administration Review 15, no. 3-4 (January 5, 2018): 191–202. http://dx.doi.org/10.17573/ipar.2017.3-4.09.

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The paper presents the legal status of existing public enterprises in Slovenia before and after the adoption of Public-Private Partnership Act, that demanded the reorganization of existing public enterprises in the period 2007-2009. The paper also presents the analysis of local public utilities delivery mechanisms in Slovenia, focusing on the local public utilities providers in the field of water and waste management. The aim of the paper is to introduce the changes in the legal status of existing public enterprises, caused by new legislation and also to give an insight into the current state of local public utilities providers in the field of water and waste management. The results confirm the fact that public enterprise is the most common organizational form of local public utilities providers in the field of water and waste management and lead to conclusion that in the reorganization process the majority of existing public enterprises retained the status of a public enterprise.

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Abdullahi, Muhammad, and Rilwan Nakazalle Usman. "Management of Public Enterprises through Public Private Partnership in Nigeria." International Letters of Social and Humanistic Sciences 19 (December 2013): 76–81. http://dx.doi.org/10.18052/www.scipress.com/ilshs.19.76.

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Collaboration with corporations, small businesses, non-governmental organizations and civil society organizations to provide socially beneficial goods and services. Public enterprises and the private sector cooperate in providing services and infrastructure through a variety of mechanisms. The level of performance and development of public enterprise in the country are very low due to corruption, management inefficiencies, overstaffing and inflation. This paper therefore in tend to highlight the different mechanisms of public private partnership (PPPs) in the management of public enterprise including concessions, build-operate- and- transfer (BOTs) arrangement, joint ventures and informal and voluntary cooperation as applied in some Latin American and Asian countries. The paper recommends that the government should clearly identify goals and objectives of public private partnerships and embody them in an official set of laws, develop strategy for management plan for public private partnerships and create employment protection measures for current government employees in organization that will go in to public private partnerships.

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Madsen, Ole Norgaard. "Public enterprise and total quality management." Total Quality Management 6, no. 2 (May 1995): 165–74. http://dx.doi.org/10.1080/09544129550035503.

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Umerova, H. V. "Agricultural enterprise management report." Bioeconomics and Agrarian Business 11, no. 3 (March 3, 2021): 106–17. http://dx.doi.org/10.31548/bioeconomy2020.03.106.

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The article is devoted to the organizational and basic procedures of the Management Report’s structural synthesis and informational content. This reporting form introduction is due to the implementation of the Directive 2013/34 / EU provisions “On annual financial statements, consolidated financial statements” in the legislation of Ukraine. Accordingly, the requirement has been established for large enterprises, including public interest entities, to prepare a Management Report concerning the financial and non-financial information disclosing. Medium-sized enterprises are entitled to submit the Report in abridgement, highlighting only the finance indicators of their activities. Management Report is an information support source and a comprehensive assessment of the state and potential, financial, economic, social, labor and environmental enterprise activities, identified risks and uncertainties, etc. The information obtained allows both internal and external users to assess the consequences of the enterprise activities impact on the environment, society and the economy, in particular, the certain segment development potential. Domestic and international regulatory support on the Management Report preparation has been analyzed as part of the study. It has been established that the form, structure and content of the Management Report is not regulated and is generated by enterprises independently in any form, taking into account the Methodological Recommendations for its preparation. The Management Report content has been proposed in accordance with the requirements of different management levels particularly concerning disclosing relevant information on agricultural enterprise activities in economic, social and environmental areas. The purpose of such informational content is to reflect the specifics and technological features of the enterprise activities for crop production. The implementation of these recommendations will provide information on the results and specifics of agricultural enterprise activities; the headcount analysis and the social policy state in general at enterprises; impact on the environment and mechanisms to minimize it. It also has determined that disclosing these key performance indicators contributes to the increase in information transparency, accountability and comparability, as well as agricultural enterprise investment attractiveness and sustainable development.

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YUE, DONG, and ALINA BRYCHKO. "COMPETITIVENESS OF PRODUCTION AS A DETERMINING FACTOR OF EFFECTIVE MANAGEMENT OF THE ENTERPRISE IN MARKET CONDITIONS." Ekonomìka ta upravlìnnâ APK, no. 2(151) (December 16, 2019): 67–75. http://dx.doi.org/10.33245/2310-9262-2019-151-2-67-75.

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Production management is the main meaning of enterprise in production and management. Good production management can improve the efficiency of companies working, effectively manage the information of production process, and improve the overall competitiveness of enterprises. The production competition is the one of main task of the enterprise and the reason for it to survive in the fierce market economy competition. An enterprise that stands out from the market is recognized by the public and accepted by consumers, relying not only on the brand shaping of the enterprise, but also on the competitiveness of the enterprise's product production. To provide high-quality products and sufficient inventory for consumers and society has become an important factor for enterprises to base themselves on the market. The main aim of this article is to attract the attention of enterprise managers in the market and determine factors of effective management of the enterprise. Also in our research, we discuss competitiveness of production as a determining factor of effective management of the enterprise in market conditions. There are many factors that affect enterprises to gain competitive advantage. They are summarized as follows: production management cost, quality, flexibility, time, service and environmental protection. We discuss the characteristics of enterprise from the two aspects of the production and operation of the output factors management and the environmental element management: how to improve the production and operation management so as to improve the competitiveness of the enterprise. The thought method of the advanced production and operation management, the enterprises constantly inspect and improve the defects existing in the production and operation system in order to provide the market with a low price in time. High quality and diverse products or services, occupying a larger market share. The managers of the enterprise attach importance to the production competition, which is the first step in the operation of the enterprise, which will help the enterprise to stand in the invincible position. The prospects for further research in this area are related to increase the competitiveness and efficiency of enterprise management by introducing a set of measures to improve product quality. Key words: competitiveness of production; market conditions; production management, effective management; enterprise; competitive advantage.

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9

Agranoff, Robert. "Partnerships in public management: rural enterprise alliances." International Journal of Public Administration 21, no. 11 (January 1998): 1533–75. http://dx.doi.org/10.1080/01900699808525360.

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Włóka, Marta. "SOCIAL ENTERPRISES IN THE CONTEXT OF PUBLIC MANAGEMENT." Zeszyty Naukowe Wyższej Szkoły Humanitas Zarządzanie 21, no. 1 (March 31, 2020): 259–68. http://dx.doi.org/10.5604/01.3001.0014.1257.

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The aim of this paper comes down to presentation of theoretical aspects of social enterprises and their role in the context of public sector management. First of all attempt was made in presentation of public management evolution. In this aspect successive stages of its evolution have given, and essential significant has been placed on public governance issue, and following on from this co-participation of diverse groups of entities in the process of public goods and services providing. On the basis of this social enterprise term has been indicated and further considerations have been given to this. In this aspect it has been referred to social economy sector as an area of social enterprises functioning. In conclusion essence of social enterprises has been highlighted as an organizations which are especially important in the context of essential needs meeting of local community.

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Jakopin, Edvard, and Miladin Kalinić. "Comparative analysis of public enterprise management in the Republic of Serbia." Ekonomija: teorija i praksa 14, no. 2 (2021): 81–100. http://dx.doi.org/10.5937/etp2102081j.

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The results of a comparative study of the effects of state and public enterprise management in transition economies have classified Serbia as a group of countries with inefficient management. Transition countries, members of the EU, achieve better management performance of state-owned enterprises than non-EU countries, due to stronger institutions, efficient state aid rules, as well as greater transparency of budget support. The global pandemic in 2020 and increased health, economic and social risks, in many transition countries have not affected the slowdown of structural reforms in public enterprises, on the contrary, a special focus was directed towards upgrading the mechanisms of management of public enterprises, strengthening the anti-corruption policy, digitalization of state services, etc. The research of the reform balance of the management of large republican public infrastructure enterprises in the Republic of Serbia has shown that the state has major problems in the management of enterprises that are in its portfolio and under its control. Their business poses a permanent budget risk, directly affecting economic growth and key macroeconomic aggregates. Large infrastructure public enterprises have a dominant share in the energy and transport sectors, which affects the business of the entire economy. The balance of their business in the period of economic boom is in increasing discrepancy with the balance of business of the private sector, which clearly indicates the problem of management. The primary reform task in the management of public enterprises is to improve the accountability, transparency and efficiency of their management.

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12

Kenny, Ivor. "Public Policy and Private Enterprise." Management Decision 23, no. 2 (February 1985): 12–27. http://dx.doi.org/10.1108/eb001370.

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13

Farazmand, Ali. "Privatization or Reform? Public Enterprise Management in Transition." International Review of Administrative Sciences 65, no. 4 (December 1999): 551–67. http://dx.doi.org/10.1177/0020852399654003.

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14

Wu, Xiu Qin, Tie Liang Liu, Bing Li, and Xiao Ming Liu. "The Enterprise E_Learning Training Systems Building Based on Constructivism Learning Theory." Applied Mechanics and Materials 321-324 (June 2013): 3045–48. http://dx.doi.org/10.4028/www.scientific.net/amm.321-324.3045.

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The enterprise E_learning training system is changing enterprises training concept and forms, and it has been public used by some developed countries enterprises, because its no limitation of teaching place, timely information transmission and tracking, high rewarding for investment, rapidly refreshment of course content and reusability and so on. This article sets up an enterprise E_learning training system based on the constructivism learning theory from the point of enterprise learning model. This system is divided into several son systems include learning management, resource management, teaching management and evaluation management, and describe the training systems running process and strategies in a detail way.

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15

Grey, Christopher. "Enterprise, Management and Politics." International Journal of Entrepreneurship and Innovation 5, no. 1 (February 2004): 9–13. http://dx.doi.org/10.5367/000000004772913746.

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This paper explores how enterprise and management are related in contemporary political discourse. Enterprise is seen as a guiding thread linking the New Right to New Labour, because it provides an economic and moral rationale that can be mobilized flexibly to support a range of policy initiatives and ideological positions. Management has also been increasingly valued as a strategy for presenting politics as no more than a technical exercise. However, whilst enterprise and management are favoured political tropes, the promotion of both leads to a paradox in which enterprise is the solution to the problems of management and management is a solution to the problems of enterprise. This paradox helps to explain ongoing problems in the reform of the public sector.

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16

Kročil, Ondřej, and Richard Pospíšil. "Comprehensive measurement of social enterprise impact." Ekonomski pregled 69, no. 5 (November 19, 2018): 571–93. http://dx.doi.org/10.32910/ep.69.5.6.

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The theory of enterprise financial management offers number of methods used in practice which serve as basis for investment decision making and as a mode of feedback on its effectivity and impacts. Most of these methods are appropriate mainly for enterprise financial management whose main objective is market value maximisation or profit maximisation. But important elements of present-day economy are also enterprises pursuing a higher objective than profit. In European Union countries this role is played particularly by social enterprises in the form of profit-making or non-profitmaking organizations which quite often obtain public-budget-based support. Undoubtedly, social enterprise as a whole may be viewed as so-called social investment. Measuring of real impact of this type of investment is important not only for social entrepreneurs but also for public authorities or bodies and it requires application of different methods. Research objective of this article is to propose a set of methods which can be used to measure social enterprise contribution effectively and comprehensively by social entrepreneurs or public authorities.

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17

Gulledge, Thomas R., and Rainer A. Sommer. "Public sector enterprise resource planning." Industrial Management & Data Systems 103, no. 7 (October 2003): 471–83. http://dx.doi.org/10.1108/02635570310489179.

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18

Zhou, Meijing, Fuyuan Wang, and Kaiyong Wang. "Destination Service Encounter Modeling and Relationships with Tourist Satisfaction." Sustainability 11, no. 4 (February 13, 2019): 960. http://dx.doi.org/10.3390/su11040960.

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Tourists are in contact with two types of services at destinations: enterprise services offered by tourism enterprises (e.g., hotels, shops, restaurants, etc.) and public services (public transportation, public information, public safety, etc.) provided by the local government. Following Churchill’s (1979) procedures, a model of destination service encounters (DSEs), including four dimensions (i.e.,enterprise personal interaction encounters (EPIEs), enterprise physical environment encounters (EPEEs), public personal interaction encounters (PPIEs), public physical environment encounters (PPEEs), and 10 subdimensions, was constructed. Then, the effects of DSEs on tourist satisfaction (TS) were tested with data collected in Shaoshan Township, China. The results revealed that EPIEs, PPIEs, and PPEEs had significant positive effects on TS. This model promotes the application of service encounter (SE) theory in destination management, and it offers implications for the synergy management of public and private sectors at destinations to improve tourist experiences.

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19

Ko, Seung-Hee. "Study on Acceptability Analysis of Local Public Enterprise Management Assessment -Focus on Chungcheongnam-do Direct Management Enterprises-." Journal of the Korea Contents Association 14, no. 12 (December 28, 2014): 744–52. http://dx.doi.org/10.5392/jkca.2014.14.12.744.

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20

Wan, Xin, Xiao Yin Liu, and Xiang Lin Kong. "Assessment and Management the Security Risk of Public Cloud Service." Advanced Materials Research 760-762 (September 2013): 959–65. http://dx.doi.org/10.4028/www.scientific.net/amr.760-762.959.

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Cloud computing has become a very attractive paradigm because of its economic and operational benefits. However, most enterprise executives hesitate to use cloud computing system due to the security and privacy challenges. We recognize that it is very important that enterprises assess the security risk before transforming their traditional information services into the cloud. In this paper, we discuss the existing information security risk assessment solutions and approaches, analysis the security challenges of the cloud computing. We propose a useful information security risk assessment and management framework for cloud computing environments and discuss the specific implement of framework.

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21

Rubtsov, A. V., V. V. Levshina, L. N. Khramova, S. V. Mamaeva, I. V. Khramov, and M. V. Maltseva. "INFORMATION FLOWS IN PUBLIC-PRIVATE PARTNERSHIP ENTERPRISE MANAGEMENT TECHNOLOGIES." Фундаментальные исследования (Fundamental research), no. 9 2020 (2020): 51–56. http://dx.doi.org/10.17513/fr.42843.

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Mushkat, Miron, and Elfed V. Roberts. "Environmental adaptation in Hong Kong public enterprise." European Management Journal 4, no. 1 (March 1986): 63–67. http://dx.doi.org/10.1016/s0263-2373(86)80057-3.

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23

Краєвський, В. М., and Н. В. Параниця. "FINANCIAL SUSTAINABILITY MODELLING AND ESTIMATION OF THE PUBLIC JOINTSTOCK COMPANY «NATIONAL SHAREHOLDER COMPANY «NAFTOGAZ OF UKRAINE»." Економічний вісник. Серія: фінанси, облік, оподаткування, no. 3 (March 28, 2019): 110–17. http://dx.doi.org/10.33244/2617-5932.3.2019.110-117.

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The current stage of development of a public joint-stock company «National Joint-Stock Company «Naftogaz of Ukraine» is characterized by an increase of negative trends. The main retaining factors for the enterprise development are the complex economic and political situation in the country, the negative dynamics of the main macroeconomic indicators, the high cost of the UAH resource, and the dominant devaluation processes. One of the conditions for a stable fi nancial and economic development of the industrial enterprises is the proper management of the movement of their fi nancial resources. Consequently, in the case of consideration of the enterprise, it is necessary to proceed from the fact that the key role is played by continuous fi nancial processes, which should be understood as the sequence of tasks or procedures that collectively provide the completion of a particular production activity. The formation of a market fi nancial and credit system requires enterprises to increase the effi ciency of activities, competitiveness of petroleum products and services based on the implementation of scientifi c and technological progress, eff ective forms of management and management of the enterprise.

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Durenberger, Dave. "Developing Public Policy About Family Enterprise." Family Business Review 22, no. 3 (August 27, 2009): 196–98. http://dx.doi.org/10.1177/0894486509339499.

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Wang, Xiao Kun, Bao Yu Hu, Wei Qiang Chen, Xin Liu, and De Yong Guan. "Design of Service Supervision and Subsidies Evaluation System for Urban Public Transport." Applied Mechanics and Materials 135-136 (October 2011): 414–20. http://dx.doi.org/10.4028/www.scientific.net/amm.135-136.414.

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In order to promote the sound development of urban public transport industry, government administration needs to enhance quality supervision of operational service to public transport enterprises, while taking scientific and effective strategy of financial subsidies. So service supervision and subsidies evaluation system for urban public transport are designed. First of all, system construction demand was analyzed based on enterprise operation cost accounting, subsidies evaluation and service quality supervision. And then the idea and workflow of system construction are proposed. Furthermore, public transport enterprises cost accounting, supervision and evaluation of public transport enterprise services, compensation scope and methods of financial subsidies to public transport enterprises, audit and evaluation of compensation mechanisms for financial subsidies are analyzed and researched separately. Based on the above, functional architecture of service supervision and subsidies evaluation system for urban public transport for government sector management is proposed. The system is composed of four function modules: basic database of public transport operation, cost of ticket revenue accounting system, service quality evaluation system, and subsidies compensation evaluation system. The ideas and methods are provided for service supervision and subsidies evaluation system for urban public transport and industry management information platform construction.

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26

Straková, Jarmila, Jan Váchal, Jaroslav Kollmann, and Milan Talíř. "Development trends in organizational and management structures." Problems and Perspectives in Management 19, no. 2 (July 6, 2021): 495–506. http://dx.doi.org/10.21511/ppm.19(2).2021.39.

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Development trends in management and organizational structures are considered one of the limitations of the ongoing transformation of the company architecture of enterprises in the Czech Republic. This study is based on the survey data of over 450 enterprises in different sizes and sector categories conducted in 2016–2019. Statistical dependence between the type of organizational structure and size of an enterprise is confirmed with a trend of transition to a department-based organizational structure at the expense of a division-based structure. A high degree of statistical dependence is found between the number of management levels and size of a company. However, a low level of statistical dependence is found between the number of management levels and the sector type. Dependence between management structure/size of an enterprise and its profitability is not confirmed. A critical strategic task for companies is acceleration of the transformation of the company architecture, including the organizational framework, and intensification of the innovation and digitalization based on a transfer of new knowledge into corporate practice. If enterprises accomplish this strategic task, they will generate higher value and they can be more profitable and sustainable. A transfer from classical management structures to departmental structures is demonstrated, which creates preconditions for transformation in process and project management. A new finding is an independent relationship between management structure/size of an enterprise and its profitability; and an opposite trend considering the number of management levels compared to the prediction, i.e., their decrease.

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Ferner, Anthony. "Public Enterprise and the Politics of `Commercialism': Changing Industrial Relations in British and Spanish Railways." Work, Employment and Society 1, no. 2 (June 1987): 179–203. http://dx.doi.org/10.1177/0950017087001002003.

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This article makes use of case studies of British and Spanish railways to examine changing patterns of industrial relations in the public enterprise sector. It looks at how political objectives are characteristically `transmitted' from the state to the public enterprise. Transmission mechanisms include formal rules and direct intervention, as well as political bargaining and `exchange' involving political authorities, enterprise management and, at times, the unions. A typical feature is the pressure towards symbolic courses of action. The article argues that this process influences the way in which industrial relations have responded to recent pressures for greater commercialism in public enterprises, and explores the reasons for the differences in the response of the two railway companies.

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Bystryakov, Igor, and Dmitry Klynovyi. "PROJECTIVE ACTIVITY APPROACH TO SPATAL MANAGEMENT OF NATURAL RESOURCE ASSETS." Environmental Economics and Sustainable Development, no. 3-4(22-23) (2018): 63–70. http://dx.doi.org/10.37100/2616-7689/2018/3-4(22-23)/8.

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The aim of the article is determination of system signs of the projective approach to the spatial management of natural resource assets in business-ecosystems through a competition and collaboration of management entities, with maximization of public welfare due to optimal organization of business processes in physical, informative and financial spaces. It is exposed a difference between projective-activity and economic-activity approaches as the displacement of administrative attention from an enterprise on a product, through realization of investment projects by totality of productive and logistic enterprises with creation its shared value, that exceeds individual value, created by a separate enterprise.

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Curtis, Joyce A., Daniel D'Angelo, Matthew R. Hallowell, Timothy A. Henkel, and Keith R. Molenaar. "Enterprise Risk Management for Transportation Agencies." Transportation Research Record: Journal of the Transportation Research Board 2271, no. 1 (January 2012): 57–65. http://dx.doi.org/10.3141/2271-07.

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Risk management is implicit in transportation business practices. Administrators, planners, and engineers coordinate many organizational and technical resources to manage transportation network performance. Transportation agencies manage some of the largest and highest-valued public assets and budgets in federal, state, and local governments. It is the agencies' corporate responsibility to set clear strategic goals and objectives to manage these assets so economic growth and livability of their regions improves and the public gets the best value. Risks can affect an agency's ability to meet its goals and objectives. As network and delivery managers, these agencies must identify risks, assess the possible impacts, develop plans to manage the risks, and monitor the effectiveness of their actions. This paper presents the results of (a) a comprehensive literature review, (b) a state-of-the-practice survey of 43 U.S. transportation agencies, and (c) seven case studies from leading transportation organizations in Australia, England, Germany, the Netherlands, and Scotland. The paper concludes with recommendations for achieving enterprise risk management in U.S. highway agencies. Recommendations pertain to formalizing enterprise risk management approaches, embedding risk management in existing business processes, using risk management to build trust with transportation stakeholders, defining leadership and organizational responsibilities for risk management, identifying risk owners, supporting risk allocation strategies, and reexamining existing policies, processes, and standards through rigorous risk management analysis.

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Linzalone, Roberto, and Antonio Lerro. "Between solidarism and business management: assessing management factors for social enterprise: a survey in Italy." Measuring Business Excellence 18, no. 1 (March 11, 2014): 66–77. http://dx.doi.org/10.1108/mbe-11-2013-0057.

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Purpose – The aim of this paper is to investigate the management dimensions and factors of social enterprise, in order to identify valuable management innovation challenges. Given the deep social changes occurring, and strong public spending reviews, social enterprises are called to a shift from a traditional management model based on solidarity to a business oriented one. Design/methodology/approach – The research is based on a survey administered to 344 enterprises, based in five regions of south Italy, with a response of 67 social enterprises. After a first round of six open interviews administered to social entrepreneurs, a closed questionnaire was designed and administered through web survey tools to the 344. Findings – The paper investigates social enterprises, with particular regard to the social cooperatives, identifying and assessing the management dimensions and factors constituting their management model. The analysis reveals and addresses management challenges helpful in driving a competitive growth of social enterprises. Originality/value – The paper explores a sector slightly investigated by management literature, and usually focused by the social literature. Collective interest, social value, mutualism, solidarity appear to be gaps in today's management models, contributing to financial crisis, employment crisis, social emergencies. Social enterprise may represent a new management model, revealing dimensions and factors of interest for a new business management, until it is supported with a more business management oriented model.

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Caló, Francesca, Michael James Roy, Cam Donaldson, Simon Teasdale, and Simone Baglioni. "Evidencing the contribution of social enterprise to health and social care: approaches and considerations." Social Enterprise Journal 17, no. 1 (February 3, 2021): 140–55. http://dx.doi.org/10.1108/sej-11-2020-0114.

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Purpose As the provision of public services in many advanced welfare states has increasingly come to be marked by competition, social enterprises have actively been encouraged by governments to become involved in the delivery of public services. While the evaluation of complex public health interventions has arguably become increasingly more sophisticated, this has not been the case where social enterprise is concerned: evaluation of the actual impacts of social enterprises remains significantly underdeveloped by comparison. This study aims to support the establishment of a robust evidence base for the use of social enterprise as a policy instrument. Design/methodology/approach This paper assesses the potential of three methodological approaches common in the evaluation of complex public health interventions and applies them to the complex realm of community-led social enterprise. Findings Only through the involvement of different comparator groups, based on the research questions addressed, would it be possible to disentangle the embedded characteristics of organisations such as social enterprises. Each of the methods adopted in this research is time-consuming and resource-intensive and requires the researcher to possess advanced skills. Public officials should recognise the complexity and resource-intensive nature of such evaluation and resource it accordingly. If the aim of policymakers is to understand the added value of social enterprise organisations, an integrative research approach combining different research methods and design should be implemented to improve generalisability. Originality/value This study applies a range of favoured approaches to evaluate “complex” public health interventions include systematic reviews, realist evaluation and quasi-experimental investigation. However, such evaluation approaches have rarely been applied before in the context of social enterprise.

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Pererva, Petro, Tetiana Kobielieva, Nаdеzhdа Tkасhovа, Maxim Tkachov, and Tetiana Diachenko. "Management of relations with enterprise stakeholders based on value approach." Problems and Perspectives in Management 19, no. 1 (January 20, 2021): 24–38. http://dx.doi.org/10.21511/ppm.19(1).2021.03.

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Significant transformations in economic relations and increased competition have posed enterprises with extremely complex tasks in the field of corporate governance. Mainly it concerns the systems of corporate governance, in which the principles of vertical organization are losing relevance, and the effectiveness of management largely depends on the balance of interests of participants (stakeholders) who can actively influence the production and commercial policy of the enterprise to distribute its resources in their favor.The study aims to develop proposals to ensure the effective interaction of the enterprise with stakeholders, based on establishing an optimal balance of material (value) interests, allowing achieving a reduction of risks that threaten the development of the enterprise.Thus, it was proposed to determine the total value of the commercial results of the enterprise, taking into account the real contribution, which is provided by the relations with one or another stakeholder. A similar approach is implemented to determine the share of the value of the corresponding stakeholder, which is ensured by its relationship with this enterprise. In addition to the value of the enterprise itself, the proposed models explicitly determine the value benefits of stakeholders and disclose a list of the main controlling factors: the volumes of resources supplied and consumed by the parties, their relative values, the structure of resource flows, etc.As an example, using the developed recommendations, the circle of the most influential stakeholders of the Ukrainian enterprise – PJSC KhTP – was studied. This approach allows an industrial enterprise to rank stakeholders by value, to analyze the dynamics of the structure and parameters of material and financial resources flows of the enterprise and its stakeholders.

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Sytnyk, Hanna, Iryna Vysochyn, Tetiana Zhuk, Inna Olesenko, and Viktoriia Stratiichuk. "Enterprise value management based on the stakeholder approach." Problems and Perspectives in Management 19, no. 3 (September 20, 2021): 356–72. http://dx.doi.org/10.21511/ppm.19(3).2021.29.

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The need to ensure the growth of enterprise value in the context of strengthening intangible factors’ role in its formation and maintaining sustainable development of society requires the introduction of new value-oriented management models, taking into account the interests of a wide range of stakeholders.The paper aimed to develop an approach to enterprise value management based on the stakeholder approach. Based on the presented conceptual vision of the enterprise as an SRPR system (stakeholders-resources-processes-results), a two-level system of SRPR value indicators for the main stakeholder groups has been developed, as well as an integral indicator of sustainable economic value added (EVA), which allows assessing the potential growth of enterprise value through a sustainable network of stakeholders. The possibility of using SRPR indicators in the process of planning activities has been substantiated: a model for maximizing EVA is formulated subject to a number of restrictions reflecting the standards of relationships with stakeholders, its transformation into a matrix of SRPR indicators.The results of approbation of the proposed approach by questioning processing and wholesale trade enterprises in the B2B segment are presented, confirming the compliance of the proposed system of indicators with the interests of stakeholders and implementation at Europroject Ukraine LLC, which proved its practical value.The need for further empirical studies of the dependence of EVA on changes in indicators of satisfaction of stakeholders’ interests is emphasized.

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Klegová, Jaroslava, and Ivana Rábová. "Enterprise Content Management Implementation and Risk." Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 63, no. 5 (2015): 1687–95. http://dx.doi.org/10.11118/actaun201563051687.

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Enterprise Content Management (ECM) solutions are commonly used in many areas such as document management, record management, digital asset management, etc. Key features of ECM systems are capturing, indexing, preserving and retrieving of digital information. The state-of-the- art ECM solution can help revolutionize document management and further automated business processes which can lead to better decisions and competitive advantage. Risk management can reduce project failure and that is why controlling risk in ECM implementation projects is considered to be a major contributor to project success. To manage software risk, the first step is to identify a list of ECM projects’ risks. The present paper provides an overview of ECM implementation risks and contains findings from a small survey on experience of ECM implementation and risk in Czech enterprises. Risk of implementation in the public sector is discussed more deeply with case study examples.

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Anastassopoulos, Jean-Pierre. "State-owned Enterprises Between Autonomy and Dependency." Journal of Public Policy 5, no. 4 (October 1985): 521–39. http://dx.doi.org/10.1017/s0143814x00003305.

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ABSTRACTThe relationship between the state and its own enterprises may be analyzed at three different levels: a rational-economic level, where what is good for the state-owned enterprise may oppose what is good for the state as a whole; an organizational level, where such conflicts are aggravated by a power struggle; and a political level, where the arbitrating authority is seen as an individual member of the government. If state-owned enterprises are to serve national goals and be efficiently managed, their relationship with the state must be improved. First, the state should set the state-owned enterprise's general objectives, approve its proposed strategy, and refrain from intervening any further in its management. Second, the state-owned enterprise should report to one authority only for an approval, and submit to effective strategic control. Third, political interventions should be few, and should consist of middle-range agreements signed between a member of government and the state-owned industry's top manager, avoiding partisan or too detailed considerations.

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Maab, Muhammad Husnul, Shadu S. Wijaya, Zaula Rizqi Atika, and Denok Kurniasih. "RETHINKING MODEL BISNIS PEMERINTAH DESA: KASUS PADA BADAN USAHA MILIK DESA DI KABUPATEN BANYUMAS, INDONESIA." Jurnal Litbang Provinsi Jawa Tengah 16, no. 1 (June 1, 2018): 93–102. http://dx.doi.org/10.36762/litbangjateng.v16i1.754.

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The emergence of rural community owned enterprises khown as BUMDes has been in line with evolution of public administration pradigm, from OPA to NPM who implemented in local government. Local potency development becomes a substantial aspect to improving local competitiveness. Hence, BUMDes formation is one of the models financial capacity to develop local potency in rural level. The aim is comparing traditional and public enterprise based management in local potency management. The results show that there is a fundamental difference in the management of local potency in rural level. Consequently, We argue that has been on the right track, the evolution of the government business model to the public enterprise for the management of local potency in rural level. Evolution of BUMDes is from a bureaucratic to the business sector model, but as a social business not profit maximizing businesses.

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Leigland, James. "WPPSS: Some Basic Lessons for Public Enterprise Managers." California Management Review 29, no. 2 (January 1987): 78–88. http://dx.doi.org/10.2307/41165240.

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Serpukhovitin, D. A. "INSTITUTIONAL ASPECTS OF PUBLIC MANAGEMENT OF AN ENTERPRISE INNOVATIVE ACTIVITY." Zhurnal Economicheskoj Teorii 17, no. 1 (2020): 198–212. http://dx.doi.org/10.31063/2073-6517/2020.17-1.16.

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Wettenhall, Roger, Joan Corkery, and Colm O. Nuallain. "Between Government and Management: Relationship Issues for Public Enterprise Boards." Asian Journal of Public Administration 19, no. 1 (June 1997): 3–23. http://dx.doi.org/10.1080/02598272.1997.10800330.

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Reiman, Arto, Guy Ahonen, Pirjo Juvonen Posti, Tiina Heusala, Esa Pekka Takala, and Matti Joensuu. "Economic impacts of workplace disability management in a public enterprise." International Journal of Public Sector Performance Management 3, no. 3 (2017): 297. http://dx.doi.org/10.1504/ijpspm.2017.085668.

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Joensuu, Matti, Esa Pekka Takala, Pirjo Juvonen Posti, Arto Reiman, Guy Ahonen, and Tiina Heusala. "Economic impacts of workplace disability management in a public enterprise." International Journal of Public Sector Performance Management 3, no. 3 (2017): 297. http://dx.doi.org/10.1504/ijpspm.2017.10006738.

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De Freitas Alves, Gustavo, Mary Anne Fontenele Martins, Rodrigo Lino de Brito, and Wildenildo Oliveira dos Santos. "Enterprise Risk Management Agile Canvas: A Framework for Risk Management on Public Administration." Revista do Serviço Público 71 (December 11, 2020): 438–59. http://dx.doi.org/10.21874/rsp.v71ic.4363.

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Society benefits from public services and dealing with the relative risks, increases the quantity and quality of services delivered to citizens, improving the country's development and welfare. The focus of this article is to report ERM framework tailored to the public sector through a case study with qualitative and quantitative data, involving a specific situation of a contemporary phenomenon of ERM diffusion at Brazilian public organizations. The ERM Agile Canvas uses visual thinking, allowing the participants to quickly see the big picture and objectively plan the ERM treatment. Results allow the comparison of relationships between the sections uncovering the sensemaking and causality.

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Zykov, Sergey, and Alexey Kukushkin. "Using Web Portals to Model and Manage Enterprise Projects." International Journal of Web Portals 5, no. 4 (October 2013): 1–19. http://dx.doi.org/10.4018/ijwp.2013100101.

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Enterprise content management is quite an issue because of heterogeneity, complexity and size. Moreover, this burden is exponentially growing. In order to efficiently handle the enterprise content, a systematic approach is required, which embraces object-based models and software engineering tools. The paper outlines the approach, and gives the primary attention to the formal models for content management. The formal models are fully supported by problem-oriented languages and CASE level tools. The proposed approach has been extended for application in project integration management. The paper also suggests the method of dynamic modeling of planning and change management processes taking into account particular project constraints, priorities, environment etc. This method is based on ER-model of project structures (WBS, OBS, TRM, network etc.) and the Selective-function Linear resolution for Definite Clause. The resolution procedure defines the sequence of the project structures determination i.e. the management process including inputs and outputs on the basis of specified initial conditions. This method was applied in a consulting project in public management domain. It could be implemented as a web-service for another web-based Enterprise Project Management Systems or as a stand-alone solution with GUI. The approach has been approved by a number of successful enterprise-scale implementations in oil-and-gas industry, public management, trading and banking enterprises, nuclear power plant construction and other areas.

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Wieczorek, Andrzej, and Robert Madej. "Application of the Philosophy of Management and Production Engineering in Eastern Asia in Improving the Processes of Urban Transport Operation." Multidisciplinary Aspects of Production Engineering 3, no. 1 (September 1, 2020): 227–37. http://dx.doi.org/10.2478/mape-2020-0020.

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AbstractThe subject matter presented in the article touches the problem of incufficient efficiency of processes and systems in organisation. Achievement of adequate efficiency value is a guarantor of competitive advantage of enterprise. Therefore, it is necessary to constantly work on methods and techniques to improve efficiency, tailored to the needs of various organizations, which also includes service enterprises. Service enterprises include public transport companies. The purpose of the latter is to guarantee that the passenger will be transported from stop A to stop B within a certain time. Failure to achieve this goal incurs certain social costs. Therefore, the article focuses on measures and ways to improve efficiency, developed in Eastern Asian enterprises that have been successful as a result of their use. The first part of the article reviews the literature, including the methods used in this part of the world. The second part, however, concerns the possibility of using the BOST method in improving the efficiency of public transport enterprise processes in Poland.

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Shtepa, Alexey, Vladimir Belokurov, and Eduard Busarin. "Mathematical support to make managerial decisions in the socio-economic systems of public transport enterprises." MATEC Web of Conferences 341 (2021): 00043. http://dx.doi.org/10.1051/matecconf/202134100043.

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The structure of the management system of a public transport enterprise is determined by the services of different functional load. Such a structure includes operational and technical and economic blocks. They can function effectively only on the basis of fast and correct managerial decisions concerning the structure of the management system of a public transport enterprise. The relevance of making thoughtful and well-grounded management decisions is dictated by the requirements to take into consideration many both macro- and microeconomic factors. In this regard, the introduction of modern management methods makes it possible to implement the principle «What to do in order to ...». The article is devoted to the mathematical modeling of the processes of a public transport enterprise to support management decisions in the field of effective enterprise planning. Such tasks can be implemented only with a systematic approach to the economic activity of a public transport enterprise and modeling both individual subsystems and the development of the enterprise system as a whole. The solution of the problems posed is proposed on the basis of the group arguments consideration method.

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Hoecker, Jay. "These Models Need Enterprise Data Management!" Muma Case Review 2 (2017): 001–30. http://dx.doi.org/10.28945/3907.

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After 28 years of public service, the Information Technology Bureau Chief for the Southwest Florida Water Management District (SWFWMD), Dr. Steven Dicks, was still passionate about serving the public. By first focusing on the needs of people in the District, Dr. Dicks was able to objectively observe the many aspects of operations for which he was responsible. His observations led him to believe that the use of technology within his organization wasn’t as effective and efficient as he knew it could be. The SWFWMD managed the water resources of 16 Florida counties in an area that was close to 10,000 square miles, with 4.7 million inhabitants. To effectively manage water resources, the organization needed to understand current water needs, prepare for future needs, and protect and preserve water resources within its boundaries. A significant part of managing water resources involved the production and utilization of scientific computer models that help track, predict, and control a plethora of water related challenges. At the SWFWMD, individuals used desktop computers to run most of the scientific models. Given the limited computing capacity of the average desktop computer, running a model was beginning to require too much time; and simple interruptions, such as a system reboot, could jeopardize the ability to complete long model runs. Therefore, the resulting data used and produced was often very ineffectively managed. Dr. Dicks began to wonder about the current system of producing and managing scientific models, and how the systems might be improved. He evaluated options. He thought upgrading individual desktops could help, but only in the short term because as the data sets and demand for processing power continued to grow, the desktop might always be a step behind. Installing powerful servers to house the data sets and run the models would be a significant improvement, but the cost to acquire and maintain the new system might challenge the budget. A cloud-based solution utilizing an “infrastructure as a service” approach, was a third option, but current system infrastructure compatibility, security, and access needed to be carefully evaluated. Dr. Dicks believed that data management was just as important as the processing power of an upgrade, and that ultimately the technology that allowed for the most effective EDM system needed to be identified and implemented to best serve the needs of the District into the future.

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Al-Kharusi, Hamood, Suraya Miskon, and Mahadi Bahari. "Enterprise Architecture Development Approach in the Public Sector." International Journal of Enterprise Information Systems 14, no. 4 (October 2018): 124–41. http://dx.doi.org/10.4018/ijeis.2018100109.

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Despite the increasing interest to adopt enterprise architecture (EA) concept, there is a scarcity of literature that discusses the development of EA in the public sector. Hence, the purpose of this article is to empirically investigate the development approach of EA in the public sector. The research used a qualitative case study to build an in-depth understanding of the development approach as well as the enterprise architects roles and the stakeholders' roles played at each development stage. The government architecture framework (GAF) of the Omani public sector was used as the case study that included GAF documentation review and interviews with architects and stakeholders who participated in the development of GAF. The findings showed that the GAF development started by establishing architecture knowledge, EA frameworks & IT standards analysis, high-level architecture framework, working group formation and the development of architecture documents. The enterprise architects had six roles whereas the stakeholders played three roles during the development of GAF. The findings are expected to expand the knowledge of the EA development approach to promote developing a standard EA framework for the public sector.

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Powell, Madeline, and Stephen P. Osborne. "Can marketing contribute to sustainable social enterprise?" Social Enterprise Journal 11, no. 1 (May 5, 2015): 24–46. http://dx.doi.org/10.1108/sej-01-2014-0009.

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Purpose – This paper aims to explore the role of marketing as a route to sustainability for social enterprises providing public services. It examines the tensions between the economic and social objectives, both of social enterprises and of marketing. It concludes by offering a new model of the role of marketing for sustainable social enterprises. Design/methodology/approach – This paper used the case study approach which included four cases. Semi-structured interviews were conducted with the chief executives of each social enterprise. The cases were classified by age. Findings – The paper demonstrates that while marketing potentially has much to offer in terms of organisational resilience for social enterprises, its application is currently undermined by its misunderstanding in practise within a “product-dominant” business logic. Despite this, the study finds a strong element of the unconscious application of marketing by social enterprises. Originality/value – The implications of this are discussed in the context of the “public service-dominant” business logic that is currently emerging in public management, and recommendations are made for policy and practice as to how to enhance the contribution of marketing, both to sustainable social enterprises and to public services delivery.

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Njiké, Désirée Ngomesse, and Robert Wanda. "Feminization of Boards and Cameroonian Public Enterprise Performance." International Journal of Business and Management 11, no. 11 (October 26, 2016): 237. http://dx.doi.org/10.5539/ijbm.v11n11p237.

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<p>If in the past few years, many authors seek to characterize the boards of directors in connection with performance proposing classifications based on sociodemographic characteristics of administrators, particularly in terms of gender diversity, the results of previous studies show that connection between the feminization of the boards of directors and the performance of the company is not consensual. We then try to test the impact of the feminization of the boards of directors on the performance of the Cameroonian public enterprises.</p>We have formulated a probabilistic model which is tested from a logistic regression based on data from a sample size of 26 public companies in Cameroon over a period of 4 years (2009-2012). Our results demonstrate that Cameroon public enterprise performance cannot be attributed to the gender diversification resulting from their presence at the level of management.

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Karagozoglu, Necmi, and Ragnor Seglund. "Strategic planning for a public sector enterprise." Long Range Planning 22, no. 2 (April 1989): 121–25. http://dx.doi.org/10.1016/0024-6301(89)90131-3.

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Journal articles on the topic 'Public enterprise management'

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