Journal articles on the topic 'Strategic management of the enterprise'
To see the other types of publications on this topic, follow the link: Strategic management of the enterprise.
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 50 journal articles for your research on the topic 'Strategic management of the enterprise.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.
1
Makarchuk, I. "STRATEGIC ENTERPRISE RISK MANAGEMENT." Ekonomika ta derzhava, no. 8 (August 28, 2020): 107. http://dx.doi.org/10.32702/2306-6806.2020.8.107.
Full text
2
Наталія Шматько, Михайло Пантелєєв, Марина Кармінська-Бєлоброва, and Тетяна Мирошник. "BRAND MANAGEMENT IN STRATEGIC ENTERPRISE MANAGEMENT." Bulletin of the National Technical University "Kharkiv Polytechnic Institute" (economic sciences), no. 1 (December 28, 2021): 110–15. http://dx.doi.org/10.20998/2519-4461.2020.1.110.
Full textAbstract:
Branding is an integral part of an enterprise's marketing activities and can be analyzed in various aspects. Brand management – is the process of creating and managing a brand that is based primarily on the sale of goods. The main components in this process are brand ideas, market analysis, strategy development, organization of an advertising company. In addition, to date, branding policy is one of the elements of marketing, it determines the positions of other types of policy, because today the role of brand for the enterprise is a determining factor of competitiveness and survival of the enterprise in the market. When forming a brand, it is necessary to formulate problems related to needs, supply and demand, as they fully reflect the specifics of the functioning of the product market. The process of brand management is differentiated into blocks; methods for determining the brand value of an enterprise are proposed. The prerequisites for changing brand management are related to the processes and cycles that occur in the economy such as: globalization of business, development of scientific and technological progress, changes in the external environment and society, and even the expansion of market boundaries, so a comparison of the dynamics of brand- enterprise management; brand management concepts are compared. The strategic brand management process is important for creating and maintaining brand equity. Developing a strategy that successfully supports or enhances brand awareness, strengthens brand associations, emphasizes brand quality and use, is part of brand management. In today's world, in order to maintain a competitive position, every leader must first and foremost consider the value of his or her brand in developing its strategy and pay attention to branding and find key points for winning the position.
3
Vasilyeva, Т., S. Lyeonov, N. Antoniuk, and O. Tverezovska. "ENTERPRISE`S ACTIVITIES MONITORING IN STRATEGIC MANAGEMENT." Vìsnik Sumsʹkogo deržavnogo unìversitetu, no. 2 (2019): 127–31. http://dx.doi.org/10.21272/1817-9215.2019.2-17.
Full textAbstract:
The article deals with the questions of formation of monitoring key indicators of enterprise financial and economic activity mechanism. Emphasized that the provision of adequate conditions for sustainable development and preservation of financial stability of domestic enterprises in today's economic realities require continuous monitoring of the main indicators of their activity, including the estimation of the financial condition of the company and its investment attractiveness. Analyzed one of the major domestic problems of the Ukrainian economy as the underfunding of the real sector of the economy is the result of the processes of financialization and globalization of world capital. It is proved that for today there is a necessity of formation of the mechanism of monitoring of key indicators of financial and economic activities of enterprises, the results of which can be applied for development of strategy of development of separate entity. The results of the analysis of the dynamics of direct investments into the economy of Sumy region showed a general decrease in volume and a minor volume of investments in the industry compared to other industries. The results of the study identified the key 2 indicator - investment attractiveness of the enterprise and the dynamics of added value and establishing acceptable for a specific enterprise corridor variations AV. Monitoring of such deviations in the dynamics will allow us to have adequate information to identify trends for future development of the enterprise. The article presents the method of calculation of added value based on the financial statements, which is one of the key indicators in predicting trends in the development of the enterprise. Keywords: monitoring, strategic development, financial and economic activity of the enterprise, investment attractiveness, value added, labor productivity, financial status, managerial decisions, forecasting of enterprise development.
4
ZANORA, Volodymyr. "STRATEGIC MANAGEMENT OF INNOVATIVE ENTERPRISE DEVELOPMENT PROJECTS: METHODOLOGICAL PROVISIONS." "EСONOMY. FINANСES. MANAGEMENT: Topical issues of science and practical activity", no. 1 (55) (May 27, 2021): 72–85. http://dx.doi.org/10.37128/2411-4413-2021-1-5.
Full textAbstract:
The paper is devoted to the issues of innovative projects strategic management for the enterprises development, which is due to the acceleration of changes affecting the implementation of enterprises economic activities. Conducted a study of theoretical, methodological and applied aspects of enterprise development strategic management to determine the possibilities of improvement and development in modern conditions of the economic activities implementation. The necessity, importance and expediency of the strategic management formation in the enterprise management system are indicated and substantiated. The most common, basic strategies for enterprise development are considered, including strategies for concentrated growth, integrated growth, diversified growth, and reduction. The stages of enterprise development strategic management are determined, among which one of the main is the stage of strategic analysis. The specifics of the enterprises economic activities have been clarified, including the spread of project management methodology, changes caused by Industry 4.0, the COVID-19 pandemic, climate transformations, and others. A conceptual diagram of the «Star» project management model has been formed, which indicates the areas of knowledge in project management, including integration management, risk management, communications management, stakeholder management and others. The model also assumes taking into account both traditional restrictions in the project implementation, namely, compliance with the requirements for quality, project cost and time of its implementation, and new ones, including ensuring profitability, environmental friendliness and social significance. The conceptual scheme provides for further improvement of the project management model by the possibility of expanding the range of components through the addition of new elements. The use of the conceptual scheme of the project management model as a basis for the methodological foundations development for the strategic management of innovative enterprise development projects is proposed. Changes in the strategic management concept of enterprise development are considered. The general project management concept as a basic for strategic management of enterprise development is defined.
5
Fomichenko, I., O. Belikova, S. Barkova, and V. Bashtovoy. "Features of Strategic Management of Industrial Enterprises." Economic Herald of the Donbas, no. 1 (63) (2021): 95–102. http://dx.doi.org/10.12958/1817-3772-2021-1(63)-95-102.
Full textAbstract:
The main aspects of strategic management of industrial enterprises development in modern economic conditions are considered in the article. It is noted that approaches to managing the development of industrial enterprises should be based on a qualitatively new basis, taking into account the uncertainty of the external environment. It is determined that in crisis conditions it is extremely important for the company to choose a strategy that would primarily provide social guarantees for staff, which is why it is advisable that the actions of each unit and employee firmly meet the needs of the company at this time; it is important to understand the impact of daily actions on compliance with plans and the overall solution of enterprise problems. Features of formation of strategic management at the industrial enterprise are investigated. It is determined that through a complex system combination of strategies of all strategic economic units of the enterprise is the formation of its strategic set. The need to take into account personnel costs in the implementation of strategic management, in particular in the process of forming a strategy for effective management of an industrial enterprise.
6
Brych, Vasyl, and Nataliia Halysh. "Resource approach to strategic management of tourism enterprises." INNOVATIVE ECONOMY, no. 1-2 (2020): 125–32. http://dx.doi.org/10.37332/2309-1533.2020.1-2.18.
Full textAbstract:
Purpose. The aim of the article is substantiation of theoretical bases of the resource approach to strategic management of tourism enterprises in the Ternopil region according to the need for their sustainable development in the conditions of activation of the tourist services market. Methodology of research. The theoretical and methodological bases of the research are the findings of domestic and foreign scientists on the strategic development of tourism enterprises. In the course of the research, the methods of analysis are used (to identify key parameters of the basic enterprise strategies), synthesis (to generalize the concept of resource strategies of tourism enterprises), SWOT analysis (to identify strengths and weaknesses, opportunities and threats in the strategic activity of the tourist company “Land of recreation”). Findings. The essence of the category “resource strategies” is substantiated, their key parameters are characterized. The basic directions of development of tourist potential of Ternopil region are highlighted, and therefore – strategic vectors for competitive activity of tourist enterprises. The factors of opportunities and threats in the development of the tourist enterprise “Land of recreation” are grouped on the basis of analysis, therefore created possibilities to make proposals on the directions of its activity. Originality. The theoretical foundations of the resource approach to the strategic management of tourism enterprises related to the adherence to the conceptual principles of sustainable development as a global strategy for modern development are substantiated. In particular, it is proved that the use of a resource approach can significantly affect the efficiency of the tourism enterprise in a competitive environment. Practical value. According to the results of the SWOT-analysis, the strengths and weaknesses, opportunities and threats of the tourist enterprise “Land of recreation” are identified. Matrixes of opportunities and threats for the given enterprise were constructed. As a result it was possible to differentiate the degree of influence on the activity of a tourist enterprise depending on the probability assessment of their realization in drawing up plans for strategic development. Key words: strategic management; strategic planning; sustainable development; resource-oriented approach; resource strategies; tourism enterprise; tourist product; tourist services market.
7
Ming, Jian, and Nai Lian Hu. "The Enterprise Performance Management System for Mining Enterprises." Advanced Materials Research 433-440 (January 2012): 3276–83. http://dx.doi.org/10.4028/www.scientific.net/amr.433-440.3276.
Full textAbstract:
This paper, guided by market demand, puts forward the mining enterprise performance management system for the purpose of enhancing the competitiveness of the enterprise. According to the scarcity of the mineral resource, the system improves the current situation of the separations of the operations management and the performance management. The system associates the operations plan, the budget plan and the performance management, integrating the strategic process and the operations process, which constructs the core of the enterprise executive ability. The system continuously improves the level of the business operations management and meets the requirements of the enterprise strategic management and of rational exploitation and utilization of the mineral resource, supporting mining enterprises to make decisions on the business strategy.
8
Cherchyk, L. N. "DIAGNOSTICS IN STRATEGIC MANAGEMENT ENTERPRISE." SCIENTIFIC BULLETIN OF POLISSIA 2, no. 2(10) (2017): 150–55. http://dx.doi.org/10.25140/2410-9576-2017-2-2(10)-150-155.
Full text
9
Lytvyn, N. Y. "Innovative Management of the Strategic Benchmarks of Competitive Advantages." Business Inform 1, no. 516 (2021): 303–9. http://dx.doi.org/10.32983/2222-4459-2021-1-303-309.
Full textAbstract:
The article examines the essence of forming competitive advantages of enterprise due to innovative development and management of innovation potential. The factors that influence the level of competitiveness of enterprise are determined. Ensuring competitiveness involves the systematization of all factors that impact it and their further analysis in the context of a separate enterprise. The priority is the allocation of direct action factors that form competitive advantages and, accordingly, the competitiveness of the enterprise. The main principles of innovative enterprise management should be: constant forecasting of the situation in the market of capital, goods and services, planning of actions and anticipation of crisis circumstances; avoidance of technological lagging and, as a result, its prevention; systematic implementation of innovations in all, including the interrelated, spheres of activity of enterprise; continuous investment in human capital, innovations; gaining competitive advantages. It is determined that competitive advantages are the result of interaction of enterprise resources, without which enterprise cannot form its competitiveness. In the system of competitive advantages, it is important to allocate those that are the basis of the advantages of the enterprise as a whole. Ensuring sustainable competitive positions of enterprise should be implemented within the framework of the mechanism of management of its competitiveness, which is a system of instruments, methods, levers and incentives used to form and maintain competitive advantages. The instruments of such management are means to influence the economic activity of enterprise, namely: financial, economic, organizational and technological components. The author suggests the main directions of increasing the competitiveness of enterprises on the basis of innovative management and development. Novel technologies have been identified, the implementation of which will increase the competitiveness of enterprise. The main directions of strengthening the position of enterprises in the market should be cost management, ensuring the innovative and balanced development, substantiation and introduction of the latest technologies.
10
Pronoza, Pavlo, Tаtyana Kuzenko, and Nataliіa Sablina. "Implementation of strategic tools in the process of financial security management of industrial enterprises in Ukraine." Eastern-European Journal of Enterprise Technologies 2, no. 13 (116) (April 28, 2022): 15–23. http://dx.doi.org/10.15587/1729-4061.2022.254234.
Full textAbstract:
The results reported in this paper proved the need to develop strategic measures of the financial security management of enterprises. Approaches to understanding the essence of "management" and "financial security of an enterprise" concepts were analyzed; the author's vision of the essence of "management of the financial security of an enterprise" concept was generalized. Trends in the development of industrial enterprises were studied in order to identify the main indicators that determine the safety level of enterprises in the industry. Strategic directions in the financial security management of industrial enterprises were investigated. It was established that the construction of a regression model would allow an enterprise management to track the effect of deterministic factors on a change in the level of financial security of the enterprise and adjust the process of making managerial decisions related to the financial security of the enterprise. Given this, it became possible to build a tree of goals, which grouped and divided the strategic measures to manage the financial security of an enterprise. A strategic map was built, which reflected the relationship of all the processes at an enterprise and contributes to improving the level of management of the financial security of the enterprise. An expert study into the search for an optimal approach ensuring the financial security of an enterprise was conducted. It is confirmed that in order to improve the level of financial security management of an enterprise, it is necessary to optimize the trade and technological process in order to obtain maximum profit in the future, which could improve the state of all elements of the financial security management system of an enterprise. Thus, there is reason to assert that it is appropriate to define the strategic directions for managing the financial security of industrial enterprises by using regression and hierarchy models
11
Hutsaliuk, Оleksii, Nataliia Havrylova, and Viacheslav Kotlubay. "Modern Features of Risk Management in the Context of Strategic Development of the Enterprise." Herald of the Economic Sciences of Ukraine, no. 1(40) (2021): 74–79. http://dx.doi.org/10.37405/1729-7206.2021.1(40).74-79.
Full textAbstract:
The article considers the systematic and complex development of the term “management of strategic development of the enterprise”, which occurs through a consistent combination of developments of scientists and business representatives. It is argued that modern views and knowledge on the management of strategic development in the current socio-economic conditions significantly affect the effectiveness of the strategic management system and the development of domestic enterprises. The interpretation of leading domestic and foreign scholars on the interpretation of the concepts of “strategy”, “strategic development management”, “strategic planning” is considered. Attention is paid to anti-crisis strategic management at various levels, namely through the corporate level, the level of first managers, functional level (finance, marketing, product and production policy), linear level (heads of departments, representative offices, branches). In scientific work much attention is paid to the corporate strategy of the enterprise taking into account the influence of internal and external factors in order to develop optimal options for operational, tactical and strategic management decisions, which should focus on monitoring and controlling all types of enterprises to prevent crises. The paper proposes measures of corporate strategy, which should form a set of tools for cross-functional integration of the enterprise by achieving synergies, promote participation of all departments in the development of new enterprise strategy, management of strategic initiatives and changes, integration of strategic priorities and coordination of human resources. It is argued that the management of strategic development, aimed at creating competitive advantages of the enterprise and the establishment of an effective strategic position that will ensure the future viability of the enterprise in changing conditions. The choice of strategy in strategic management is related to the state of key factors, which include the strengths of the industry and the enterprise, purpose, mission, the interests of senior management, employee skills. The dynamic process of strategic management of the enterprise is the umbrella under which the enterprise can confidently move towards the goal, despite the adverse effects of the environment.
12
O, Shatilo. "INFORMATION-ANALYTICAL PROVISION OF STRATEGIC MANAGEMENT OF DOMESTIC ENTERPRISES." National Transport University Bulletin 2, no. 47 (2020): 199–204. http://dx.doi.org/10.33744/2308-6645-2020-2-47-199-204.
Full textAbstract:
The article defines the components and classification of information. It has been researched that strategic information needs depend on the strategic goals of the enterprise. It is revealed that strategic information is characterized by a number of differences due to the nature of the management decision making process. The tasks of organizing the information and analytical support for the formation of the enterprise development strategy, as well as the components and sources of the information and analytical support for strategic management at domestic enterprises, which are necessary for making management decisions, are determined. KEYWORDS: INFORMATION, STRATEGIC MANAGEMENT, ENTERPRISES.
13
Dashko, Iryna. "METHODOLOGICAL PRINCIPLES OF ENTERPRISE COMPETITIVENESS MANAGEMENT." Economic Analysis, no. 30(1, Part 1) (2020): 57–64. http://dx.doi.org/10.35774/econa2020.01.01.057.
Full textAbstract:
Introduction. Maintaining and strengthening the market position of enterprises makes it necessary to find ways to increase their competitiveness. One of them is to substantiate the evaluation characteristics of the overall competitive position of the enterprise and to create a system of managing the competitive state of the entity in the market of the entity, which necessitates the study, analysis and evaluation of competitiveness. At the enterprise level, competitiveness is an independent category that reflects the degree of realization of the goals of the enterprise in its interaction with the environment. At present, there is no commonly accepted definition of the concept of "competitiveness". A number of scholars interpret one entity using different terms and vice versa Modern science presents a wide range of methods for assessing competitiveness, but despite this, the process of modifying them and creating new options continues. Purpose. Development of theoretical foundations, scientific and methodological recommendations and practical tools for managing enterprise competitiveness. Method (methodology). The basis of research consists of general – scientific and specific scientific methods (economic – statistical, methods of strategic analysis and planning), traditional methods and techniques of economic analysis (tabular, comparison). To select and substantiate the enterprise's competitive strategy, a scientific approach is used, based on the separate definition of tactical, strategic competitiveness and competitiveness, which will allow the company to make sound management decisions in the conditions of competition. The factors used in describing the logic behind constructing segmentation of competitive strategies are the results of assessing the competitiveness and competitiveness of the enterprise, a comprehensive study of which allows to divide strategic competitiveness into a number of segments, correlated with each other in the form of a special matrix. Results. The processes of formation and management of enterprise competitiveness are investigated. The essence of the enterprise competitiveness and the specificity of its formation are determined. The classification of the types of competitiveness of the enterprise, which form the basis of methodological principles, is developed. Regardless of the intensity of competition for each business, it is necessary to develop an effective strategy that will outweigh the competitors. It is noted that such factors as accidental events, activity of state power structures and the degree of privatization of enterprises in this sector should be included in the system of determinants. The peculiarities of enterprise competitiveness management are determined on the basis of strategic approach.
14
Zhao, Yixue. "Difficulties and Challenges of Strategic Management of Start-up Enterprises in the New Era." SHS Web of Conferences 135 (2022): 01018. http://dx.doi.org/10.1051/shsconf/202213501018.
Full textAbstract:
Strategic management is a shortto long-term development plan concerning the goals of an enterprise. Formulating appropriate strategic management is of great and far-reaching significance for the current development and sustainable development of the enterprise There is no doubt that the formulation of strategic management is very important. In the new era, under the condition of rapid economic development, the way enterprises formulate strategies and the development of strategic formulation have very important research value. This paper thus examines the characteristics of strategic management and the process of strategic management, the current situation of the development of entrepreneurial enterprises in the new era, and then uses quantitative analysis to analyse the impact of the Midea group on the strategic management of enterprises, puts forward several issues and decisive factors that should be considered for strategic management, and puts forward important implications for the strategic management of entrepreneurial enterprises.
15
Yang, Yanling, Yanling Zheng, Guojie Xie, and Yu Tian. "The Influence Mechanism of Strategic Partnership on Enterprise Performance: Exploring the Chain Mediating Role of Information Sharing and Supply Chain Flexibility." Sustainability 14, no. 8 (April 16, 2022): 4800. http://dx.doi.org/10.3390/su14084800.
Full textAbstract:
In the context of the digital economy, establishing close strategic partnerships to cope with market uncertainties is an important strategic choice for firms seeking to achieve sustainable development in developing countries, particularly in Eastern culture. However, research on how strategic partnerships affect enterprise performance remains controversial. To address this issue, based on the supply chain management practices of Chinese enterprises in the era of the digital economy, and according to resource dependence theory, social network theory, and transaction cost theory, a chain multiple intermediary model was constructed and 243 Chinese enterprises information was collected for an empirical test. The results show that strategic partnership has a significant direct positive impact on information sharing, supply chain flexibility, and enterprise performance. Information sharing has a significant direct positive impact on enterprise performance and plays a partial mediating role between strategic partnership and enterprise performance. Supply chain flexibility was also found to positively impact enterprise performance and plays a partial mediating role between strategic partnership and enterprise performance. The findings also showed that information sharing and supply chain flexibility play a chain mediating role between strategic partnership and enterprise performance. This study explores the effects of strategic partnership on enterprise performance, which provides an important supplement to theoretical studies of supply chain management. The results help provide targeted solutions on how to effectively implement supply chain management for enterprises in emerging and developing nations.
16
Ksenofontov, Mykhaylo, Oksana Kachmar, and Yuriy Bakun. "Strategic approaches to personnel management of agricultural enterprises." Economic discourse, no. 2 (June 2019): 84–92. http://dx.doi.org/10.36742/2410-0919-2019-2-8.
Full textAbstract:
Introduction. The importance of personnel management on a strategic basis is determined by the importance of its willingness to work effectively in the long term.This is due to the improvement in its qualification level in making effective managerial decisions, taking into account the trends in the influence of environmental factors in the long term and the strategic priorities of sectoral development of the state. In connection with this, differentiation of approaches to strategic personnel management is noted relevance. Therefore, the purpose of this article is to determine strategic approaches to the personnel management of agricultural enterprises in the process of substantiating of the differentiated development strategies. Methods: analysis and synthesis, analogies, expert method, method of functional analysis. Results. The role of agricultural enterprises, as the main group of producers of the sector, was established by the share of gross output for the period from 2010 to 2018. The profitability levels of agricultural enterprises production were analyzed for various types of products. The prevailing profitability was noted by type of crop production and the prevailing loss rate, except for milk production, by type of livestock production. The expediency of deepening the strategic approach to the personnel management of agricultural enterprises has been proved with differentiation of its role in the implementation of differentiated management strategies in accordance with the three identified groups of enterprises. Four criterias for strategic personnel management in agricultural enterprises were identified: a group of enterprises for which the corresponding strategy is more relevant; emphasis in enterprise management; direction of work of management personnel; emphasis on the implementation of work regarding staff. Discussion for further research are to detail the three identified strategies for the three characteristic groups of agricultural enterprises and to determine the tasks of managerial and production personnel in their formation and implementation. Keywords: agricultural enterprises, agricultural enterprise personnel, personnel management, enterprise management strategies, enterprise personnel management strategies, strategic priorities of state management of sectoral development
17
FAIZOVA, Svitlana Oleksandrivna, Maryna Illivna IVANOVA, Olha Latyfivna FAIZOVA, Viktoriia Leonidovna SMIESOVA, Olena Anatoliyivna PARSHYNA, and Olena Oleksandrivna ZAVHORODNIA. "Use of Balanced Scorecard for Enterprise Competitiveness Assessment." Journal of Advanced Research in Law and Economics 11, no. 2 (March 31, 2020): 349. http://dx.doi.org/10.14505/jarle.v11.2(48).08.
Full textAbstract:
The problem of defining the prospects, opportunities, limitations and methodological format of assessing the competitiveness of an enterprise in a transitive economy using the Balanced Scorecard (BSC) concept has been considered. The relevance of the issue is due, on the one hand, to global trends in innovative development, and on the other hand, to the incompliance of performance of the post-socialist industrial enterprises with the characteristics of innovative development. The creation of mechanisms for improving the enterprise’s competitiveness and its appropriate assessment based on the use of advanced management practices and technologies is becoming increasingly relevant.
The purpose of study is to improve methodological approach to the BSC-based assessment of competitiveness of a value-oriented enterprise, and to substantiate the prospects of effective integration of the BSC into the existing enterprise management system. This research paper justifies the possibility of using various methodological forms, including the simplest ones, of the Balanced Scorecard, which features a transformational nature, in the process of forming a balanced strategic management of enterprise. Methodical approach has been proposed for identification of the enterprise strategy directed at increase of its market value and strategic competitiveness. Matrix analysis was applied to assess the enterprise performance indicators; it revealed a relationship between the enterprise's competitive position and class of its innovation BSC-based strategies. To assess the enterprise’s competitiveness, an integral index of its investment attractiveness has been proposed, and to assess the class of the enterprise innovative strategies, an integral index of the enterprise innovations was calculated. The proposed methodological approach was used to perform expert sampling within the frame of indicators for determining the investment attractiveness and innovativeness of a metallurgical enterprise by the criteria of strategic orientation, efficiency and functionality. The study has analyzed the experience gained by the leading enterprises of Ukraine’s metallurgical complex in using BSC in a limited methodological format as a tool for identifying the strategy of an enterprise, assessing its competitiveness, innovativeness and investment attractiveness. The result of the study was the conclusion about the possibility of applying the simplest Balanced Scorecard forms as a catalyst for innovative transformations and developing balanced enterprise management in transition economies.
18
PANCHENKO, Mariia, and Anna TRUBAIEVA. "Strategic approaches for income management of the enterprise." Economics. Finances. Law, no. 5/1 (May 29, 2020): 37–40. http://dx.doi.org/10.37634/efp.2020.5(1).7.
Full textAbstract:
Introduction. Development of market economy requires from Ukrainian enterprises a rational and economically sound approach to planning their activities, the definition of a strategy to increase the company's income, analysis and evaluation of the results obtained. One of the most important components of the company's financial policy strategy is to maximize income. The category of income is one of the most difficult in economic science. It remains one of the most controversial today, which requires its deepening and specification. Revenue plays a leading role in the financial mechanism of socio-economic development management. The purpose of the paper is consideration of strategic approaches to management of incomes of the enterprise and definition of importance of maintenance of high efficiency of a control system of incomes of the enterprises. Results. The basis of the strategic management of enterprise income is the development strategy of their development. The process of selecting the strategy of income development should be based on the previous development of specific strategic alternatives. The constant priority in setting goals of the industrial enterprise, which is strategically focused on sustainable competitiveness, is to achieve and maintain a certain acceptable threshold level of income, below which it should not be reduced. The income management approach has been formulated to focus the efforts of all participants on creating products of greater value at fixed or even lower costs. Conclusion. For increase of efficiency of activity of the enterprise and its strategic development in the future, there is a necessity for development of strategy of management of the enterprise directed on improvement of the mechanism of reception and use of incomes. It has been determined that the income of the enterprise is the most important category on which the enterprise will continue to function.
19
Illiashenko, Inna, Nataliia Boiko, Tatiana Kolisnichenko, Oleg Pankratov, and Maryna Poliukhovych. "Strategic management as a tool for improving the tourist enterprise management system." Problems of Innovation and Investment Development, no. 25 (June 30, 2021): 66–73. http://dx.doi.org/10.33813/2224-1213.25.2021.7.
Full textAbstract:
The sphere of tourism can be safely attributed to the category of unique in efficiency industrial complexes that can help solve economic anti-crisis problems. Tourist activity has a significant impact on economic growth, which is manifested in the improvement of entrepreneurship, the scale of production of products and services, the growth of effective demand. The article considers the concept of strategic management in the tourism industry. In the course of research the stages of a cycle of strategic management of the tourist company are defined on the basis. The constituent elements of strategic planning as a basis of strategic management are considered. Peculiarities of strategic management at tourist enterprises are determined. The article identifies current problems of management of tourist enterprises in Ukraine. It is noted that the success of the tourist enterprises of Ukraine depends on an effective system of management and coordination of all components of tourist attractiveness: tourist resources, infrastructure, investment and quality service. It is offered to consider the management system of the tourist enterprise in dynamics which interacts with such important elements, as: tourist resources, services, production, external environment and the factors influencing development of tourist sphere, the purposes of development of system of management of tourism. The key characteristics of the process of realization of the tourist enterprise management system are given. In today’s global economic change and the crisis in the tourism industry, tourism companies should apply strategic management, which includes a program of action to identify specific goals and means of implementing the chosen path of development. The strategic management of tourism enterprises should be based on strategic planning, which will provide an opportunity to predict the future development of production of goods and services, promising projects, personnel and financial activities on a planned basis. Key words: strategic management, management system, planning, strategy, tourism company.
20
Korzh, M., E. Belikova, I. Fomichenko, and S. Barkova. "Features of Strategic Management of Innovative Development of Industrial Enterprises." Economic Herald of the Donbas, no. 3 (65) (2021): 184–90. http://dx.doi.org/10.12958/1817-3772-2021-3(65)-184-190.
Full textAbstract:
The article considers the main aspects of strategic management of industrial development. A model of strategic management of an industrial enterprise has been developed. It is proved that the combination of integration of strategic and innovation management leads to the improvement of enterprises' competitive position in the market by creating competitive advantages. Peculiarities of formation of strategic management of innovative development at the industrial enterprise are investigated, the main of which is perspective orientation of innovative activity on inquiries of consumers, flexible reaction and continuous updating of parameters of business model, proceeding from competition requirements, towards achievement of steady advantages by development of creativity and intellectual potential of the enterprise, which causes the growth of its importance in the management system of a modern enterprise in terms of innovative development. It is determined that the main advantages of strategic thinking in terms of leadership and management of the enterprise are: the ability to subordinate all activities to a key aspect of strategy; the ability to more clearly respond to changes in the internal environment and the environment by the owners and management of the enterprise; the ability of enterprise managers to assess alternatives for capital investment and staff development, which provides opportunities for redeployment of resources to strategic areas and strategic projects for enterprise development and others. The stages of strategic innovation management are outlined, which will ensure the achievement of the desired results through the implementation of innovative implementations in the future.
21
Moshkovska, Olena. "Methodical bases of introduction of strategic management accounting in activity of dairy processing enterprises." Economic discourse, no. 2 (June 2019): 93–103. http://dx.doi.org/10.36742/2410-0919-2019-2-9.
Full textAbstract:
Introduction. The difficult current situation on the dairy market determines the relevance of the strategic vision of the development prospects of both the industry as a whole and of each individual enterprise in the enterprise management system. Business executives look for tools to develop a strategy based on real, objective information that comprehensively characterizes both the internal and external contours of the dairy enterprise recognizing the importance of defining a development strategy. These searches prove that traditional methods of management and economic analysis do not allow to gather all the necessary information, to identify the cause and effect relationship between the economic problems that arise at the enterprise and the strategic management decisions that result from them. It is possible to solve this problem by using strategic management accounting. Thus, the article defines the methodological bases for the implementation of strategic management accounting in the activities of dairy enterprises. Methods. Both general scientific (analysis, generalization, classification) and special methods of research (decomposition, algorithmization, graphic modeling) are used in the course of work on the articles. Results. The author of the article identified the stages of implementation of strategic management accounting, proposed a model of functioning of strategic management accounting at the dairy enterprise. Discussion. The implementation of the proposed recommendations allows to plan the activities and analyze the risks of implementing the enterprise strategy and on this basis to make management decisions on its optimization. The materials of this article provide an opportunity to determine the prospects for further research, which is to develop proposals for evaluating the effectiveness of implementing strategic management accounting in the activities of dairy enterprises of Ukraine. Keywords: strategic management accounting, dairy enterprises, implementation, stages, model, functioning.
22
KUSAKINA, O. N. "CONCEPTUAL APPROACHES TO THE STRATEGIC MANAGEMENT OF AGRIBUSINESS ENTERPRISES." EKONOMIKA I UPRAVLENIE: PROBLEMY, RESHENIYA 3, no. 9 (2021): 106–11. http://dx.doi.org/10.36871/ek.up.p.r.2021.09.03.018.
Full textAbstract:
The article substantiates the need to form a business strategy of agribusiness entities, consid-ers the basics of practical implementation of the strategic management system, develops an algorithm for developing and implementing the development strategy of an agribusiness enterprise, including an analysis of the external and internal environment, SWOT-analysis of the activities of an agribusiness enterprise, mis-sion, purpose of development, study of the main areas of choice of development strategy, study of enterprise strategies and their choice, justification the need for implementation and the essence of organizational changes, as well as the practical implementation of the strategy. The state of the external environment of agricultural enterprises specializing in grain production has been analyzed, a SWOT-analysis of the activities of enterprises with grain specialization of the Territory has been presented, and the differentiation strategy has been substantiated. The presented results can serve as a basis for the development and implementation of strategies for the development of agricultural enterprises.
23
Wasilewska, Natalia, and Nadiia Davydenko. "FINANCIAL MANAGEMENT MODELING FOR ENTERPRISES." Zeszyty Naukowe SGGW, Polityki Europejskie, Finanse i Marketing, no. 19(68) (July 1, 2018): 272–85. http://dx.doi.org/10.22630/pefim.2018.19.68.23.
Full textAbstract:
The purpose of the study was to model the financial management processes of enterprises to ensure the qualitative and complete forecasting of enterprise development. The analysis of the strategic matrix of interconnections through the use of power, logarithmic and polynomial trends during the determination of the tightness of the connection between the financial resources’ volumes and the coefficients of liquidity and financial sustainability at the enterprise was carried out. It is established that effective organization of scenario activity as an element of strategic planning is one of the main factors that will allow improving the system of financial management at the enterprise.
24
PILIAVSKII, Volodymyr. "COMPETITIVE POTENTIAL FORMATION ON THE BACKGROUND OF STRATEGIC MANAGEMENT OF AGRICULTURAL ENTERPRISES." Ukrainian Journal of Applied Economics 4, no. 4 (October 30, 2019): 149–60. http://dx.doi.org/10.36887/2415-8453-2019-4-17.
Full textAbstract:
The article reveals the issues of system-forming elements of agro-industrial enterprises’ competitive potential and the choice of competitive strategy as a factor of strengthening and increasing its efficiency through strategic management. It is established that along with the use of exclusive qualitative and quantitative characteristics of resources, competitive advantages can also be created due to the properties of the internal and external environment, rare among competitors. Special attention is paid to such an advantage as competence. The external and internal factors of agro-industrial enterprise’s competitive potential, which cover its assortment, marketing, quality, production management and other policies, innovative development, highly qualified staff availability, access to quality raw materials, are defined. The article presents and justifies the block-scheme of the choice of the agro-industrial enterprise competitive strategy of potential development. It distinguishes two components: structural composition of production and positioning. The proposed methodological approach of such analysis and choice of competitive strategy allows the enterprise not only to form, but also to successfully implement a long-term advantage in a changing environment. The competitive strategy as a tool is linked to the successful implementation of strategic management. It is determined that strategic management should be carried out through an appropriate organizational and economic mechanism, aimed at shaping and strengthening the competitiveness of the agro-industrial enterprise. The proposed mechanism includes a strategic analysis of the operating environment. It establishes essential characteristics of the environment, each consisting of dedicated sub processes, as a basis for defining the mission and goals of the enterprise. It is stated that developing a business strategy is considered to be the core of strategic management, and functional strategies must ensure every management level. A special task of evaluation and control of strategy implementation has been developed. It is determined that adjustments to the results of strategic control should be done for both the implemented strategy and the goals of business entities. In general, the implementation of the organizational and economic mechanisms of strategic management determines certain rules and techniques for forming and strengthening the competitive potential of agricultural enterprises. Keywords: competitive potential, competitive strategy, strategic management, strategy choice, business strategy, functional strategies, strategic analysis, external environment, internal environment, agro-industrial enterprises.
25
Флек, Mikhail Flek, Угнич, and Ekaterina Ugnich. "Management System of Enterprise’s Innovative Development: Synergistic Approach." Economics 2, no. 6 (December 17, 2014): 47–52. http://dx.doi.org/10.12737/6734.
Full textAbstract:
The task of innovative economy formation requires rethinking of enterprise’s
management system. This task solution from the standpoint of synergistic
approach will allow improve an efficiency of industrial enterprises’ potential
use, accelerate the rate of their innovative development and ensure their
competitiveness. The enterprise’s innovative development management system
and its components have been considered in this paper through the prism of
synergistic approach. Strategic vision of the enterprise management system
focuses on improvement of business philosophy and corporate culture,
principles, tools and methods of enterprise functioning. Synergistic approach to
modern enterprise management allows it to move on a new level of innovative
development taking into account objective laws and natural logic of systems’
functioning.
26
Kis, Iryna. "STRATEGIC ENVIRONMENTAL RISK MANAGEMENT OF TRANSPORT ENTERPRISES." Bulletin of NTU "KhPI". Series: Strategic management, portfolio, program and project management, no. 2(4) (April 19, 2021): 24–33. http://dx.doi.org/10.20998/2413-3000.2021.4.4.
Full textAbstract:
The article is devoted to the study of theoretical and methodological aspects of strategic risk management of environmental risks of the transport enterprise. The urgency of the issue is due to the acceleration of changes in the external environment of economic activity of transport enterprises, which determines the need for adjustments to the management system. Strategic environmental risk management is currently the main direction for its effective management. Statistical data on the number of enterprises in the transport industry, the introduction of new fixed assets, the financial result of enterprises are given. The prerequisites for improving the risk management system of the transport enterprise, which is currently defined as one of the main tools for sustainable development of the enterprise. The need to take into account the trends of changing the prerequisites for risk management, which leads to the transformation of the system of strategic management of economic activity of the transport company to ensure the implementation of projects. The diagram of environmental risks in the context of the foresight approach of risk management of a transport company is presented. The definition of environmental risk is proposed to be carried out on three «horizons»: operational; tactical and strategic. It is proposed to determine the probability of environmental risk and losses from its occurrence using the formula for calculating the mathematical expectation from the PERT (Program Evaluation and Research Task) system. Management must understand the probabilities of risk and the results of its impact on the enterprise, its projects. This approach will provide: an understanding of the trend of risk change and, accordingly, will develop the necessary measures to respond to it; adjustment of risk management policy taking into account forecast risk values; identification of long-term prospects for environmental risk management. Forecasting environmental risk at the operational, tactical and strategic levels is a necessary element of the risk management system of the transport company.
27
Vdovychenko, L. Y., and M. V. Volosiuk. "The Theoretical and Methodological Aspects of the Formation of the Mechanism of Strategic Management of the Economic Security of Enterprise." Business Inform 10, no. 513 (2020): 469–77. http://dx.doi.org/10.32983/2222-4459-2020-10-469-477.
Full textAbstract:
In today’s conditions, the enterprises of Ukraine face the issue of ensuring economic security by introducing an appropriate mechanism of strategic management and effective application of its components. The article focuses on the actual problem of ensuring economic security of enterprises and justifies the inter-sectoral nature of the problem studied. To effectively ensure the economic security of enterprise, a mechanism of strategic management of its economic security is needed, which represents a set of directed actions to achieve the goals of the enterprise by creating favorable conditions for the efficient use of resources. The article is aimed at highlighting the theoretical and methodological aspects of the formation of such a mechanism. On the basis of the use of methods of analysis and synthesis, scientific abstraction and logical generalization, through the prism of researching the approaches of scholars to the interpretation of the essence of economic security of enterprise, both the concept of economic security of enterprise and the system of economic security of enterprise are generalized; the principles of the mechanism of strategic management of economic security of enterprises are substantiated; the essence of the definition of the «mechanism of strategic management of the economic security of enterprise» is determined and the methodological aspects of its formation are specified. With applying the analytical modeling method, the structure of the mechanism of strategic management of the economic security of enterprise is proposed. This topic has the prospect of researching the applied aspects of the application of the mechanism of strategic management of the economic security of enterprise in specific industries using the peculiarities and directions of their development.
28
DIACHKOV, Dmytro. "STRATEGIC DIRECTIONS OF INFORMATION SECURITY MANAGEMENT OF AGRO-FOOD ENTERPRISES." Ukrainian Journal of Applied Economics 4, no. 4 (October 30, 2019): 70–78. http://dx.doi.org/10.36887/2415-8453-2019-4-8.
Full textAbstract:
The purpose of the article was to study the strategic directions of information security management of agricultural enterprises. Research methods. The tasks set out in the article were implemented using the methods of systematization and generalization, analysis and synthesis, dialectical approach. The results of the study. In the research course the main elements of the formation and implementation of the information strategy of agrarian entities were identified. Stakeholders in the formation and implementation of the information security strategy of the agricultural enterprise were identified. The main nine types of information strategies were described. There are: prevention strategy, containment strategy, surveillance strategy, detection strategy, response strategy, distraction strategy, perimeter protection strategy, compartmentalization strategy, layering strategy. On the basis of generalization of information security strategies of the agro-food enterprises the key directions of its formation and realization were determined. A logical outline of the forming process an information security strategy was constructed, which should be closely related to the main business goals of the enterprise and its corporate strategy. The current trends and best practices of information security development of the enterprise were considered. Conclusions. The research made it possible to determine the essence of information strategy of agricultural enterprises as a structured and interconnected set of weighted actions aimed at long-term protection of enterprise information objects. Practical value. The proposed process of forming the information strategy of agricultural edu-cation will allow agricultural enterprises to choose the optimal information strategy, which will be interdependent with the general strategy and will allow to form the necessary set of software, technical, hardware and organizational tools for the protection of information resources. Prospects for further research include the development of a methodology for determining the information security strategy of agrarian enterprise. Keywords: agricultural enterprise, agro-food sector, element, information security, strategic direction, information security strategy, digitalization.
29
Azarenkova, Galyna, Olena Golovko, Kateryna Oryekhova, and Sergii Yavorsky. "Implementation of strategic analysis methods to choose a development strategy for the enterprise’s foreign economic activity." Geopolitics under Globalization 3, no. 1 (January 14, 2020): 1–11. http://dx.doi.org/10.21511/gg.03(1).2020.01.
Full textAbstract:
The article considers stages and methods of strategic management of the enterprise’s foreign economic activity. PEST analysis, SWOT analysis and SPACE analysis of foreign economic activity are used on the basis of a particular enterprise. PEST analysis has highlighted political and legal, economic, social and technological factors influencing the foreign economic activity of the analyzed enterprise. SWOT analysis has allowed identifying strengths, weaknesses, opportunities and threats of the enterprise. SPACE analysis has revealed that in the absence of growth in the services market, the use of a strategy for the enterprise diversification is acceptable. This strategy involves the creation and development of new services. Therefore, it is necessary to constantly monitor the activity of the enterprise in the international economic environment.
30
Oztemel, Ercan, Seher Arslankaya, and Tulay KorkusuzPolat. "Enterprise knowledge management model (EKMM) in strategic enterprise resource management (SERM)." Procedia - Social and Behavioral Sciences 24 (2011): 870–79. http://dx.doi.org/10.1016/j.sbspro.2011.09.134.
Full text
31
Rom, Anders, and Carsten Rohde. "Enterprise resource planning systems, strategic enterprise management systems and management accounting." Journal of Enterprise Information Management 19, no. 1 (January 2006): 50–66. http://dx.doi.org/10.1108/17410390610636878.
Full text
32
SAKUN, LESIA, IEVGEN BURIAK, LІUDMYLA RIZNICHENKO, and BOHDAN VIELKIN. "STRATEGIC CHANGES MANAGEMENT IN OPERATING ACTIVITIES OF THE ENTERPRISE BASED ON MANAGEMENT OF BUSINESS PROCESSES." HERALD OF KHMELNYTSKYI NATIONAL UNIVERSITY 300, no. 6 (December 3, 2021): 73–79. http://dx.doi.org/10.31891/2307-5740-2021-300-6-13.
Full textAbstract:
In order to ensure sustainable development and efficiency, domestic enterprises must respond actively to threats of the internal and external environment, address market challenges, adapt to change, and manage market pressures. Business process management is a necessary component of manufacturing and strategic management to achieve the business goals of the modern enterprise. The article considers the current methods of business process management. Using a machine-building company as an example, the stages of change management were examined. The directions of strategic changes in operating activities in accordance with the principles of adapting business processes to market conditions to improve the efficiency of the management system and realize the enterprise’s main business objectives are developed. According to the article, business process management can be leveraged as a key component of strategic change. Based on scientific approaches, the essence of business process management is evaluated based on efficiency and effectiveness. An article presents evidence for introducing strategic changes in the activity of automobile manufacturing enterprises and indicates key directions for optimizing operational efficiency. An optimization department has been created to effectively interact with production units as part of the «Lean production» Project in AutoKrAZ. Modern production concepts for the operation of domestic machinery will help to keep the state of the business up-to-date, improve its performance, and ensure a competitive position in the markets. Based on scientific approaches the essence of business process management on the basis of efficiency and effectiveness is formulated. The article substantiates the introduction of strategic changes in the activity of automobile manufacturing enterprise and suggests the directions of optimization of operational activity. In order to optimize operational processes, a scheme of interaction of administrative subdivisions of automobile manufacturing enterprises was developed.
33
Havrylko, Iryna. "The effectiveness of the monitoring and control system in the agricultural enterprises management." Actual problems of innovative economy, no. 4 (June 27, 2019): 58–62. http://dx.doi.org/10.36887/2524-0455-2019-4-10.
Full textAbstract:
Introduction. Due to the impact of the global financial crisis and the growth of competition in the international market, control in the enterprise management is becoming important. It provides feedback between the control and managed subsystems of the enterprise. The purpose of the research is to substantiate the effectiveness of the monitoring and control system in the agricultural enterprises management in an unstable economic environment. Results. It is established that the existing approaches to the agricultural enterprise management do not contribute to the effective implementation of monitoring and control. The number of problems in the process of agribusiness management were identified based on expert analysis. It is determined that the development of strategic management in the agricultural enterprises activities is hampered by the lack of use of appropriate monitoring and control tools. The guidelines of agrarian business entities are determined in accordance with the market concept of enterprise management. The coefficient analysis of capacity utilization and profitability of agricultural enterprises is carried out. The inconsistency of the existing approaches of agricultural enterprises management to the requirements of the market environment has been established. It is revealed that the imperfect organization of enterprise management contributes to the formation of an unstable information base of enterprise control. The operative orientation of control in the enterprise management of the agrarian sphere and neglect of strategic factors of success are determined. It is substantiated that the integration of economic monitoring and control tools in the management system contributes to the growth of enterprises economic efficiency. Conclusions. The formation of strategic goals of agricultural enterprises is based on the distorted implementation of the sustainable development concept. The presence of a significant number of factors is determined that inhibit the process of increasing the investment attractiveness level and economic efficiency of agricultural businesses. Keywords: monitoring, control, enterprise management, agrarian business entity, efficiency, strategic management, monitoring and control tools, information base.
34
Konovalov, M. V., I. V. Tsomaeva, and A. A. Kiseleva. "DEVELOPMENT MANAGEMENT OF INDUSTRIAL ENTERPRISE." Economics Profession Business, no. 4 (December 10, 2021): 37–42. http://dx.doi.org/10.14258/epb202153.
Full textAbstract:
During strategy development and implementation industrial enterprises face conceptual difficulties, that are similar for enterprises of the military-industrial complex due to their institutional, industry and integration characteristics. The article proposes a methodological approach to the strategic management process organization with an emphasis on the implementation stage of strategic development. Also, modern operating concepts, mechanisms and tools for enterprise development management are considered. Current requirements are highly important. Documents regulating the development management business process must comply with the principles of a quality management system (QMS), and mechanisms for analyzing large amounts of information should correspond to the procedure of mathematical modeling, neuroinformatics, hybrid expert systems, adapted at enterprises during previous empirical research.
It is recommended to make employee reward system concern the level of implementation of company’s development projects.
35
Cai, Gang, and Chunmei Ni. "High-Reliability Business Management Strategy Analysis Based on GPRS Wireless Communication." Wireless Communications and Mobile Computing 2022 (March 16, 2022): 1–10. http://dx.doi.org/10.1155/2022/2472988.
Full textAbstract:
Enterprise is an indispensable factor of production in the country’s economic and social development, and the operation of the enterprise is indispensable. The development of strategic operation of the enterprise is facing many problems, and the survival of the enterprise is facing serious threats. The purpose of this article is to study the method of establishing a reliable enterprise strategic management system based on GPRS wireless communication and neural network. Let the company continue to grow in a sustainable and healthy way. This article puts forward the importance of corporate strategic management under GPRS wireless communication. Strategic business management can improve the foresight and initiative of enterprises, overcome short-term behaviour, and provide a clear direction for the development of the enterprise. In the experimental data of this article, it can be seen from 2016 that the demand for talent management by enterprises is lower than that in 2019. By 2019, enterprises will have the demand is as high as 85.3%, so enterprise management development needs should be taken seriously. The error between the actual output of the network and the expected output is controlled within 5%, which shows that the established neural network has a good evaluation effect and can be used to evaluate the talents of business operators. This also shows that the established BP neural network can fully absorb the judgment experience of experts and the actual employment of enterprises. The results show that the evaluation results obtained according to the evaluation network model have certain guiding significance for the selection and assessment of employers and the self-evaluation of management talents.
36
Yanine, Fernando, Lionel Valenzuela, Juan Tapia, and Jorge Cea. "Rethinking enterprise flexibility: a new approach based on management control theory." Journal of Enterprise Information Management 29, no. 6 (October 10, 2016): 860–86. http://dx.doi.org/10.1108/jeim-06-2015-0054.
Full textAbstract:
Purpose The purpose of this paper is to draw attention to a void in the literature on enterprise flexibility: The Management Control Systems’ (MCS) role in the enterprise flexibility and stability discussion. MCS can be instrumental in securing an organization’s strategic performance objectives, far beyond the mere managerial control and accounting perspectives of traditional MCS’ roles. Design/methodology/approach This study is qualitative in nature, and presents a theoretical approach with a conceptual model to address enterprise flexibility and stability jointly; arguing that both should be part of the MCS’ design and implementation with a distinct strategic outlook. Several theoretical and practical arguments are presented which reinforce this thesis. Findings To operate optimally, enterprises must be able to manage their limited resources in efficient and effective manner. This is especially so when dealing with uncertainty and contingencies on an ongoing basis, while following a defined strategic choice. Such choices are expected to mirror enterprise flexibility types and measures without neglecting enterprise stability requirements, linking both to strategic performance measurement indicators. Research limitations/implications Further work is needed to explore not only how different types of enterprise flexibility and stability measures can bring additional benefits to the firm but also how best to apply such types in accordance with business and operations strategies, organizational stability requirements and management control strategies. Practical implications MCS can and should take part of an organization’s strategic performance measures but these are to be understood from a systemic design perspective of the enterprise system’s metacontrollability, addressing flexibility and stability jointly. Social implications There is a need to reevaluate the role of MCS and their strategic potential. The approach presented can have valuable potential ramifications and insights for management and information sciences as well as for the enterprise management practitioners as a whole. Originality/value This paper provides original research on enterprise flexibility and stability analysis, covering all aspects of MC and its role on the enterprise’s metacontrollability. Design and coordination of the seven basic elements which comprise MCS are analyzed, as well as how they influence one another. The paper includes two tables to illustrate the approach being proposed. Table I presents a classification of the literature reviewed in the paper while Table AI presents the choice of the theoretical lens on enterprise flexibility from other authors which contrasts with the model proposed. The role of MCS in the enterprise is also included.
37
Tereshchenko, І., and V. Kibalnik. "MARKETING ASPECTS OF STRATEGIC ENTERPRISE MANAGEMENT." Investytsiyi: praktyka ta dosvid, no. 20 (October 31, 2019): 56. http://dx.doi.org/10.32702/2306-6814.2019.20.56.
Full text
38
Agarwal, Ruchi, and Jake Ansell. "Strategic Change in Enterprise Risk Management." Strategic Change 25, no. 4 (July 2016): 427–39. http://dx.doi.org/10.1002/jsc.2072.
Full text
39
Sax, Johanna, and Torben Juul Andersen. "Making Risk Management Strategic: Integrating Enterprise Risk Management with Strategic Planning." European Management Review 16, no. 3 (June 5, 2018): 719–40. http://dx.doi.org/10.1111/emre.12185.
Full text
40
OLEINYKOVA, Olena, and Hanna KOVALOVA. "Current instrumentary management of strategic personal property." Economics. Finances. Law, no. 5/2 (May 29, 2020): 36–39. http://dx.doi.org/10.37634/efp.2020.5(2).7.
Full textAbstract:
The paper is devoted to the study of the main aspects of managing the strategic development of the enterprise in conditions of economic instability. The chosen topic is quite relevant for the realities of the functioning of domestic enterprises because it is an effective development strategy is the main guarantee of profit maximization as a result of achieving the planned goals to meet the needs of consumers at minimal cost. The paper identifies the most effective tools for managing the strategic development of the enterprise in modern business conditions, which include: strategic planning. At strategic planning on the basis of the set purposes volumes and structure of the product - assortment program of the enterprise, and also structure and volumes of the resources (potential) necessary for manufacture and realization of production (services) in the long run (for the long run) are defined. It envisages planning the size of the enterprise, production structure, production capacity, capital structure, as well as organizational structure, legal form and management system in general. – quality management. The modern concept of quality management, based on process monitoring and statistical quality control, covers all business processes of the enterprise: management and production; basic and auxiliary. – competitiveness management. Competitiveness management is based on the analysis of the company's product in comparison with similar products. To achieve long-term success, work to ensure the competitiveness of the enterprise must be carried out in all areas and in all aspects of its activities. – benchmarking. Benchmarking provides the company with examples of the most efficient business processes of similar companies. In general, benchmarking is understood as the study of business methods of leading companies in a particular market segment. – a balanced system of indicators as the most effective tool for combining the processes of functioning, improvement and development. The role of the Balanced Scorecard (ВSС) is that it allows you to guide and control the processes and the state of the enterprise as a whole in the implementation of the adopted strategies. Environmental factors that affect the efficiency of the use of these tools are also identified.
41
OLEINYKOVA, Olena, Mariia PANCHENKO, and Yurii TYMKO. "Strategic approaches to business diversification." Economics. Finances. Law, no. 12/1 (December 28, 2019): 28–30. http://dx.doi.org/10.37634/efp.2019.12(1).6.
Full textAbstract:
Introduction. Question of scientific ground of i creation of original, adapted to the home terms of menage, control system by strategies of diversification of activity taking into account the state of i tendencies of роз to the coil of market environment, and also strategic potential of enterprise remain decided not enough. Purpose. An aim of the article is an analysis and improvement of theoretical-methodic principles of forming and management of diversification of activity of enterprises strategies in the conditions of unstable market environment. Results. Reasonably modern approaches and practical recommendations aimed at determining the essence of the strategy of diversification of activity of the enterprise. The aspects of market development and possible ways of its diversification were identified in the article. Considered the definition of diversification proposed by various authors and identified the main reasons for making decisions about diversification of activity of the enterprise. Conclusion. The effective management of diversification of activity of enterprises strategies it follows to carry out on the basis of the worked out theoretic-metodic approach which provides the reasonable electing, after certain procedures, with application of elements of strategies, what adequate to the external terms and strategic potential of enterprise.
42
Khudyakova, Tatyana, Vladimir Zhuravlyov, Natalia Varkova, Sergei Aliukov, Svetlana Shmidt, and Nicolay Zhuravlyov. "Improving Approaches to Strategic Enterprise Management in the Context of Sustainable Development." Sustainability 12, no. 20 (October 12, 2020): 8375. http://dx.doi.org/10.3390/su12208375.
Full textAbstract:
This article discusses the issues of improving strategic management of sustainable development of enterprises of the Russian Federation. The management of many companies continues to demonstrate an inadequate attitude to the development and implementation of a system of measures to ensure the proper level of sustainability of an industrial company. The main problem considered in the study is the insufficiently perfect mechanism for the strategic management of the investment policy of industrial enterprises in the Ural region of Russia. The management of many enterprises does not conduct a comprehensive assessment of sustainability and does not rely on the triad of sustainable development indicators—economic, environmental, and social. This negatively affects the strategic management decisions made. Under an insufficiently perfect mechanism, in this study, we refer to the following: At Russian regional enterprises, there is no close connection between the processes of making strategic decisions and the investment policy of the enterprise. This leads to certain errors in the formation of the enterprise strategy. The connecting element of these processes is highlighted. It is a comprehensive assessment of sustainability. The main objective of this study is to improve the model and mechanism of strategic management of the investment policy of the enterprise in the context of the environmental and economic status of the business. The proposed model is based on the principles considered from the perspective of three directions—economic, social, and environmental. This model provides for a close interconnection of components: management decision-making, investment policy development, and comprehensive assessment of sustainable development strategy. Based on the analysis of scientific works, the practice of managing industrial enterprises and certain gaps have been identified in theoretical sources related to the topic, problem, and objectives of the article. The methodological base of the study is determined, and methodological aspects of the analysis of the ecological state of business projects and the formation of strategic management of investment activity of an industrial enterprise are substantiated. The model for managing sustainable enterprise development is presented. This model provides for close interaction between the mechanisms for developing strategic decisions and managing the investment policy of the enterprise based on the environmental component of the business as a factor in sustainable development. Tools are proposed that ensure interconnection and synergy between the components of strategic management of the investment policy of the company and improve the quality of management decisions.
43
Xie, Fu Hai, Quan Chen Gao, and Hui Zhang. "Large-Scale Group Company Strategic Management of Project Informatization." Advanced Materials Research 255-260 (May 2011): 3958–62. http://dx.doi.org/10.4028/www.scientific.net/amr.255-260.3958.
Full textAbstract:
In order to further reinforce the basic management, promote the scientific development of enterprises and enhance the project management in a systematic efforts way, we carried out the information system construction of the enterprise, build and integrate new operating platform and the implementation of the existing system of decision-making system, to enhance the quality of enterprise operation process. The core competitive power strengthens a company continuously simultaneously with a change in the system corporate management and communication, through the full implementation of the "responsibility for cost control center", advance system project management. What is to optimize the Group's corporate governance process and promote the scientific development of operating control type of enterprise construction.
44
Shyshkovskyi, S. V. "Key Factors Influencing the Management of the Enterprise’s Development." Business Inform 10, no. 525 (2021): 357–62. http://dx.doi.org/10.32983/2222-4459-2021-10-357-362.
Full textAbstract:
The gradual demise of the command-administrative management system determines the relevance of the study of the peculiarities of the development of the methodological basis for managing the development of industrial enterprises in terms of modern management. The article highlights the features of managing the development of industrial enterprises in the context of globalization, as the adoption of the methodology of sustainable development, which is based on the principles of socially responsible activities of enterprises; increasing the weight of management of changes and constraints in the overall management system of enterprise development; increasing the role of informal tools in building a methodology for evaluating directions, as well as methods of strategic forecasting and planning of enterprise development; abandonment of management decisions in the short term in favor of long-term strategic decisions; decentralization of enterprise management and dissemination of collective decision-making methods; improving marketing management as one of the decisive factors in increasing the competitiveness of enterprises, their investment attractiveness. The interpretation of the enterprise’s evolvement as a process of acquiring new qualitative, quantitative or structural properties of the socio-economic system, which involves a change in the parameters of its state and the acquisition of equilibrium, is elaborated. The system is transformed through the growth, activation or structuring of the constituent elements. The author considers relationship between the concepts of «innovation» and «development» as complex categories that need to be clearly delineated and closer defined. The factors limiting the ability of enterprises to increase production include: prices for the raw and expendable materials, cost of energy, tax pressure, lack of working capital, insufficient effective demand of domestic consumers, high competition in the commodity market. The key internal factors that affect the development of the enterprise are its existing potential, functional activity of the organization and the effectiveness of enterprise development. Innovation remains an important sign of development – necessary, but insufficient for its implementation. The key factors influencing the management of enterprise development include the mission, vision, values and policies, plan and program of enterprise development.
45
Zhou, Hang, Yue Yu, and Rui Qian Li. "Data Operation of Management Accounting in E-Commerce Enterprises." Advanced Materials Research 1061-1062 (December 2014): 1275–78. http://dx.doi.org/10.4028/www.scientific.net/amr.1061-1062.1275.
Full textAbstract:
E-commerce enterprises, as a kind of Internet enterprises, data operation model will be their certain choice. They take information as economic factors and use big data as their strategic resources. Management accounting plays a leading role and indispensable role in e-commerce enterprise data operation. Only change processing information methods of management accounting and integrate its processing information tools and establish Balance Scorecard basing operational strategies of data, management accounting will integrate with big data technologies organically. That will promote efficiency of e-commerce enterprise data operation greatly and improve the strategic development of e-commerce enterprises.
46
Tsaruk, Vasyl'. "ACCOUNTING IN THE SYSTEM OF STRATEGIC MANAGEMENT BY AGRICULTURAL ENTERPRISE." Economic Analysis, no. 27(1) (2017): 280–85. http://dx.doi.org/10.35774/econa2017.01.280.
Full textAbstract:
Introduction. Current economic conditions entities of Agrarian Business are characterized by instability and uncertainty. These conditions reduce the efficiency of economic activity. Agricultural enterprises can successfully manage in current business environment in case if an effective mechanism to control is constructed. It requires an adequate information security. In the information system of agricultural enterprise an accounting and analytical information plays a significant role. It is characterized in most of the cases by retrospective content. However, in the current economic conditions it is necessary to generate information not only about domestic economic conditions for agricultural enterprises, but also about a number of external factors. This information can only be obtained through strategically oriented accounting system. Purpose. The research aims to ground the necessity for developing a strategically oriented accounting system to improve management decisions in agricultural enterprises. Methods. The dialectical and systematic approaches to the study of accounting and analytical support of agricultural enterprises have been used. The abstract and logical method to justify the need to develop a strategically oriented accounting system in agricultural enterprises has been applied. Results. The accounting system is the system of information model of the system of the enterprise, which allows us to identify and process data about the facts of economic life and generate and provide information about them to users through a variety of types and formats of financial statements. With the changes in conditions of functioning of enterprises, changes of models and methods of management decisions an accounting system should be properly refined in order to meet the growing information needs of internal and external users of accounting information. As a result of the formation of market conditions there is a need to develop a proper system of accounting and analytical support implementation of the strategic objectives of the enterprise. System of strategic accounting serves as a unifying link in the information space of the enterprise. It allows integration of accounting information with data on the environment and information predictive nature. Only under such conditions accounting system can be fully implemented into the strategic management process. Perspectives. The system strategic accounting as a means of information support of management should provide an adaptation of the enterprise to the changes which occur in the environment, provide identification of critical situations, determine the main opportunities and threats and generally be a tool for maintaining economic security and sustainable development of the agricultural enterprises in dynamic market conditions.
47
Horal, Liliana, Bohdan Brych, and Kostiantyn Klymenko. "STRATEGIC MANAGEMENT OF INNOVATIVE PROCESSES OF ENERGY ENTERPRISES." Economic Analysis, no. 31(1) (2021): 271–78. http://dx.doi.org/10.35774/econa2021.01.271.
Full textAbstract:
Introduction. Today the development of strategic management of innovative development of enterprises, which orients the enterprise to effective functioning on the basis of introduction of the newest technologies in production and administrative activity, at realization of set of business processes, their integrity and coherence in the competitive markets, consideration of innovation of the enterprise as integrity. strategic groups. Goal. The purpose of the article is to consider the peculiarities of forming a model of strategic management of innovative processes of energy companies Method (methodology). The main methods were induction and deduction, logical generalization, comparative and system-structural analysis, grouping to identify existing problems of strategic management of energy companies. Results. The article considers the theoretical aspects of strategic management of energy companies. The main problems of the researched question are covered. The main features of strategic management at energy enterprises are revealed and the directions of activity on the part of the innovation component are outlined. The structure of the innovative potential of energy enterprises is determined, which reveals its structure, main components, principles of formation and development. The essence of the concept of strategic management of innovation processes at energy enterprises is revealed. The problem of choosing a system of indicators that allow the complex to characterize the potential on various grounds and build a model of strategic management of energy companies.
48
Derevyanko, B. V., O. V. Rozhenko, T. V. Khailova, V. M. Hrudnytskyi, and O. S. Podskrebko. "Strategic enterprise management based on the modeling of its economic security." Naukovyi Visnyk Natsionalnoho Hirnychoho Universytetu, no. 1 (2021): 171–76. http://dx.doi.org/10.33271/nvngu/2021-1/171.
Full textAbstract:
Purpose. Justification of the methodological approach to the strategic management of reserves for the growth of economic security of enterprises and the provision of appropriate recommendations for this purpose (by the example of METINVEST HOLDING LLC, mining enterprises of the Kryvyi Rih iron-ore basin). Methodology. A system of the following general scientific and special methods was used to achieve the research goal: mathematical and statistical methods to assess the economic security of selected enterprises; methods of correlation and regression analysis to form a system of indicators of the greatest impact on the economic security of the enterprise; econometric modeling methods to predict the value of the integrated indicator of economic security of the enterprises; structured system method to determine the reserves of economic security growth for each business structure; matrix methods to form a strategic field and determine the place of each of the enterprises under study within this field. Findings. The authors have analyzed the dynamics of the economic security of mining enterprises in the Kryvyi Rih iron-ore basin from 2014 to 2018. Multivariate correlation and regression models have been built that allow determining the calculated (maximum possible) value of the integral indicator of the economic security of the enterprises under consideration. After comparing a defined (actual) and calculated value of economic security of the studied elements of the economic security system, its growth reserves for each business structure have been determined. The economic security trend of each mining enterprise in the Kryvyi Rih iron-ore basin until 2021 has been determined, which is characterized by an upward or downward slope of the economic safety values of the enterprises under consideration, predicted by the models and the prospect of achieving the maximum value of it. The resulting characteristics of the economic security value of enterprises predicted based on the trending models make it possible to build a strategic field of basic strategies according to Michael H.Mescon and determine the position of each enterprise within it. Originality. The authors offer a methodological approach to the strategic management of the growth reserves of the economic security of the enterprise, which is defined as a result of the study that is based on the improvement of the instrumental apparatus, which, in contrast to the existing ones, allows synchronizing both temporal and spatial parameters, significantly increasing the efficiency of managerial decision-making. Practical value. The methodological approach to the strategic management of the use of reserves for the growth of the economic security of the enterprise allows synchronizing the strategic management of the enterprise with the modeling of the economic security level. This ensures the economic security of the enterprise to a fuller extent.
49
Moon, Karen K. L., Phyllis L. L. Mo, and Rita L. Y. Chan. "Enterprise Risk Management." International Journal of Risk and Contingency Management 3, no. 2 (April 2014): 18–30. http://dx.doi.org/10.4018/ijrcm.2014040102.
Full textAbstract:
The authors investigate strategic measures companies adopt to combat and manage risks in order to survive and grow in an unstable economic environment. Based on in-depth interviews with senior staff from six Hong Kong-based successful enterprises in the textile and clothing industry, they find that companies have adopted various enterprise-wide, holistic, and integrative approaches to effectively address and manage risks. Also found was that the use of a formal approach to manage risks by a company at a different stage of the Enterprise Risk Management (ERM) maturity continuum is affected by its size, scope of operations, and legal structure. The findings from this study enhance the understanding of the relationship between organization structure and risk management.
50
Nosková, Marta. "Enterprise performance indicators and their use for strategic management – empirical evidence in globalized word." SHS Web of Conferences 92 (2021): 03020. http://dx.doi.org/10.1051/shsconf/20219203020.
Full textAbstract:
Research background: Indicators of enterprise performance has been globally discussed for decades. There are many ways to assess the performance of enterprises, some are general, and some are specifically tailored for enterprise’s needs. Yet, this issue can be seen from other, empirical perspective: what aspects (indicators and their values) should enterprises focus on, in order to improve their performance in globalized word. Purpose of the article: The aim of this article is to examine the set of indicators (i.e. their values) in order to find out which ones can affect the performance indicators, thus the enterprise performance itself. This finding could help the enterprise´s management with strategic decisions regarding future objectives. Methods: This research adopted quantitative approach based on the analysis of dataset downloaded from Albertina – Gold edition. Twelve selected indicators describing 2 338 enterprises are statistically tested in order to accept or reject the hypothesis of their statistical interdependence towards selected performance indicators (ROE, ROS). Findings & Value added: The findings of this preliminary research indicate that there are few indicators (such as Total Debt or Working Capital), which correlate with performance indicators. These results are presented and discussed in the paper, together with the possible future research.