Journal articles: 'Strategy formation'

1

Vyhovska, V. V. "FORMATION OF AN INSURANCE MARKET SECURITY STRATEGY." SCIENTIFIC BULLETIN OF POLISSIA 1, no. 1(9) (2017): 80–86. http://dx.doi.org/10.25140/2410-9576-2017-1-1(9)-80-86.

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Hnedina, K. V. "Strategy: Essence, Advantages, Methods and Techniques of Formation." Business Inform 2, no. 493 (2019): 14–20. http://dx.doi.org/10.32983/2222-4459-2019-2-14-20.

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Lokhman, Natalya, and Tatyana Beridze. "FORMATION OF INNOVATION-INVESTMENT STRATEGY OF THE ENTERPRISE." INTERNATIONAL JOURNAL OF NEW ECONOMICS, PUBLIC ADMINISTRATION AND LAW 1, no. 3 (January 10, 2019): 115–23. http://dx.doi.org/10.31264/2545-093x-2019-1(3)-115-123.

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Melnyk, О., and T. Kushchova. "ENTERPRISE FINANCIAL STRATEGY FORMATION." Agrosvit, no. 1 (January 24, 2020): 69. http://dx.doi.org/10.32702/2306-6792.2020.1.69.

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Rodríguez-Álvarez, Carmelo. "Strategy-proof coalition formation." International Journal of Game Theory 38, no. 3 (June 9, 2009): 431–52. http://dx.doi.org/10.1007/s00182-009-0162-9.

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Dale, M. W. "Issue-driven strategy formation." Strategic Change 11, no. 3 (2002): 131–42. http://dx.doi.org/10.1002/jsc.581.

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LUKIANOVA, Valentyna, Tetiana HOLOVACH, and Iryna ZAKRYZHEVSKA. "THEORETICAL PRINCIPLES OF THE FORMATION OF THE ECONOMIC STRATEGY OF THE ENTERPRISE IN THE CONTEXT OF STRATEGIC MANAGEMENT." Herald of Khmelnytskyi National University. Economic sciences 316, no. 2 (April 27, 2023): 167–71. http://dx.doi.org/10.31891/2307-5740-2023-316-2-26.

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The article examines scientific developments in the field of strategic management. Conscious strategic management allows the management of the enterprise to respond constructively to changes in its economic activity, to identify new opportunities and negative trends; evaluate alternative prospects for development in the future. The classification of scientific schools of strategy formation, which are based on different ideas about the determinants of strategic management, is presented. Each enterprise has its own configuration of initial strategic processes. Scientists have developed a wide range of enterprise management strategies. Enterprise management strategies are characterized by a constant focus on development, the desire to predict the future, and the direction to increase the efficiency of the enterprise. The article justifies the necessity of using a system of strategies. Theoretical approaches to development methodology, formation of a system of strategies for achieving enterprise goals are considered. It has been established that the economic strategy plays the most important role in combining individual elements of the general strategy of the enterprise. It is the main prerequisite for maintaining a high level of efficiency of the enterprise and its competitiveness. The process of forming an economic strategy includes interrelated stages: assessment of the current financial state of the enterprise and existing economic strategy; formation of a set of possible economic strategies; direct selection of an economic strategy using a comparative analysis based on certain principles and criteria. When forming an economic strategy, it is necessary to take into account the organizational and production features of the enterprise, in particular, the industry, goals, potential and resource opportunities, etc. The strategy must be adjusted taking into account the influence of external and internal environmental factors.

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HAVLOVSKA, Nataliia, Serii YOLKIN, Taras YABLONSKY, and Nazarii NEBELUK. "THEORETICAL BASIS FOR THE FORMATION OF THE ORGANIZATION’S STRATEGY." Herald of Khmelnytskyi National University. Economic sciences 314, no. 1 (March 30, 2023): 273–78. http://dx.doi.org/10.31891/2307-5740-2023-314-1-41.

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The article examines the evolution of strategic management, which consists of five stages: budgeting and control, long-term planning, strategic planning, strategic management (strategic management), strategic management based on flexibility. The first stage – budgeting and control – involves the development of annual budgets, followed by the analysis of deviations, their causes, and, if necessary, makes decisions about adjustments, the second stage – long-term planning – it is assumed that the trends that were in the past will continue in the future, that is, on based on retrospective data and past experience, the third stage – strategic planning focused on the market environment, the fourth stage – strategic management (strategic management) – takes into account the dynamism of the external environment, therefore cyclical planning is not applied. The first four stages are proposed by David Aaker with the author’s addition, and the fifth is rejected by us as a modern approach to strategic planning, since strategic management on the basis of flexibility is a need of the modern stage of enterprise functioning, and is based on the use of agile methods, as well as technologies and tools capable of processing a large array of information and learning. The article examines the essence of the concept of “strategy”. The study of various approaches and existing opinions made it possible to form the author’s view on the category “strategy”, that is, the strategy should be understood as a long-term direction of activity formed on the basis of an objective assessment of the external and internal environment, the resources of the organization, and oriented towards meeting the requirements of interested parties, development and continuous improvement of activities. Strategic management of the development of the organization is based on the choice of strategy depending on the goals and directions of development, so the article provides a hierarchy of the company’s strategies. Types of corporate, competitive and functional strategies are given.

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Gruzd, Maryna. "Estimate of synthesized capital application in regional development strategy formation." Development Management 17, no. 2 (July 26, 2019): 8–16. http://dx.doi.org/10.21511/dm.17(2).2019.02.

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The analysis of strategic potential for development strategy aimed at the effective use of synthesized capital is fundamental to solving the urgent problems of increasing the well-being of the population and promoting economic growth. Given the analysis of existing approaches on the principles of consistency and complicity, a system of indicators was developed to assess the components of the region’s strategic potential: investment capital, innovation capital, infrastructural capital, entrepreneurial capital, ecological capital has been developed. The author proposed groups of indicators of human capital, intellectual capital and social capital of the synthesized capital that directly affect the identification of territorial capabilities and allow to create an effective development strategy. Using these indicators, it is possible to carry out component-wise and overall assessment of strategic potential in the effective use of synthesized capital of the region. The author’s methodology of strategic potential analysis is proposed, which can be used to assess the strategic potential of the region and to determine the effectiveness of using the resource support of socio-economic system. Region’s strategic component objective assessment presupposes evaluation in dynamics and under the conditions of capacity buildup. Region’s strategic potential development is based on the dynamic evaluation of strategic potential. For the justification of forecast data for groups of indicators of strategic potential for future periods it is possible to use modern software products that allow using methods of econometric analysis to process statistics and predict them based on given sample.

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Amirkulov, Akram Ziyaevich. "Improving The Formation Of Competitive Marketing Strategy For Corporate Structures." American Journal of Management and Economics Innovations 3, no. 06 (June 10, 2021): 60–66. http://dx.doi.org/10.37547/tajmei/volume03issue06-10.

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The article discusses the issues of improving the formation of a competitive marketing strategy in the corporate structures of the chemical industry in a market economy, consistent with the efficiency of corporate governance.

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Kyrychenko, S., and K. Polovynka. "PRINCIPLES OF ASSORTMENT STRATEGY FORMATION." Agrosvit, no. 1-2 (January 29, 2021): 90. http://dx.doi.org/10.32702/2306-6792.2021.1-2.90.

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Kushchik, A. P., and S. V. Kryvosheenko. "FORMATION OF FINANCIAL DEVELOPMENT STRATEGY." Financial Strategies of Innovative Economic Development, no. 4 (2021): 105–10. http://dx.doi.org/10.26661/2414-0287-2021-4-52-19.

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13

Mintzberg, Henry, and Alexandra McHugh. "Strategy Formation in an Adhocracy." Administrative Science Quarterly 30, no. 2 (June 1985): 160. http://dx.doi.org/10.2307/2393104.

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Fayvishenko, Diana. "FORMATION OF BRAND POSITIONING STRATEGY." Baltic Journal of Economic Studies 4, no. 2 (2018): 245–48. http://dx.doi.org/10.30525/2256-0742/2018-4-2-245-248.

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15

L. Romme, A. Georges, and Frank J. Barrett. "Strategy Formation and Corporate Citizenship." Journal of Corporate Citizenship 2010, no. 38 (June 1, 2010): 93–106. http://dx.doi.org/10.9774/gleaf.4700.2010.su.00008.

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Клинова, Е., E. Klinova, Р. Сунгатуллина, and R. Sungatullina. "Formation of Overall Audit Strategy." Auditor 5, no. 1 (January 31, 2019): 13–19. http://dx.doi.org/10.12737/article_5c4194dc759be9.63386648.

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This article covers the main structural aspects of the formation of an audit strategy. Its functional role is determined; practical recommendations are given on the development of the form of the relevant document.

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JOHANSON, JAN-ERIK. "STRATEGY FORMATION IN PUBLIC AGENCIES." Public Administration 87, no. 4 (December 2009): 872–91. http://dx.doi.org/10.1111/j.1467-9299.2009.01767.x.

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18

Sminia, Harry. "Strategy formation as layered discussion." Scandinavian Journal of Management 21, no. 3 (September 2005): 267–91. http://dx.doi.org/10.1016/j.scaman.2004.09.002.

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JUNNONEN, J. ‐M. "Strategy formation in construction firms." Engineering, Construction and Architectural Management 5, no. 2 (February 1998): 107–14. http://dx.doi.org/10.1108/eb021065.

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20

Fletcher, Margaret, and Simon Harris. "Seven Aspects of Strategy Formation." International Small Business Journal: Researching Entrepreneurship 20, no. 3 (August 2002): 297–314. http://dx.doi.org/10.1177/0266242602203004.

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21

Creyer, Elizabeth H., and William T. Ross. "Salesperson impression and strategy formation." Marketing Letters 5, no. 3 (July 1994): 225–34. http://dx.doi.org/10.1007/bf00993901.

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22

Andersen, Torben Juul. "Integrating the Strategy Formation Process:." European Management Journal 22, no. 3 (June 2004): 263–72. http://dx.doi.org/10.1016/j.emj.2004.04.008.

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Junnonen. "Strategy formation in construction firms." Engineering Construction and Architectural Management 5, no. 2 (June 1998): 107–14. http://dx.doi.org/10.1046/j.1365-232x.1998.00051.x.

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24

Harris, Simon, and Pervez Ghauri. "Strategy formation by business leaders." European Journal of Marketing 34, no. 1/2 (February 2000): 126–42. http://dx.doi.org/10.1108/03090560010306241.

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Svitlana, Klepikova, and Sharova Anastasia. "FORMATION OF INTERNATIONAL MARKETING STRATEGY." Energy saving. Power engineering. Energy audit., no. 9-10(175-176) (March 15, 2023): 53–67. http://dx.doi.org/10.20998/2313-8890.2022.09.05.

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The article examines the process of forming an international marketing strategy and its determinants, describes the relationship between the phases of international marketing development and the level of application of an international marketing strategy. Based on this analysis, a set of elements of the company's international marketing strategy was developed, the application of which should contribute to ensuring a systematic approach to its planning, implementation and control. A structural and logical scheme of strategic decision-making regarding the selection of foreign markets and segments is proposed, and the factors that determine the geographical diversification of the enterprise are analyzed. PJSC "Concern Khlibprom" is one of the largest enterprises of the Ukrainian bread market, which daily produces up to 160 tons of products - bread, bakery, confectionery and dough semi-finished products. The Company's structure includes 5 processing enterprises located in Lviv and Vinnytsia regions. The analysis of segments and the search for the target market should be based on the following criteria: market capacity, availability of sales channels, trends of growth or decrease in the size of the segment, profitability of activities per segment, chances of success in competition. In 2023, PJSC "Concern Hlibprom" is proposed to conduct a wide advertising campaign. The presented advertising objects are new types of products of PJSC "Concern Hlibprom" (croissants, toaster bread for breakfast).

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26

Hax, Arnoldo C., and Nicolas S. Majluf. "The Concept of Strategy and the Strategy Formation Process." Interfaces 18, no. 3 (June 1988): 99–109. http://dx.doi.org/10.1287/inte.18.3.99.

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27

Lacharity, Jacob J., and Armen Zakarian. "Evolution of a Chemical Strategy Toward the Synthesis of Unsymmetrically Oxidized Nuphar Alkaloids." Synlett 30, no. 14 (June 27, 2019): 1632–42. http://dx.doi.org/10.1055/s-0037-1611866.

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Here we describe the frustrations, joys, and unexpected turns experienced in our journey toward a successful strategy directed at the total synthesis of unsymmetrically oxidized Nuphar thioalkaloids. While many adjustments were made to our initial synthesis plan, our general approach to the construction of the central bis(spirothiolane) moiety remained unchanged. Specifically, each iteration of our synthesis design involved the formation of the thiaspirane motif through the stereodivergent coupling of a thietane with a metal carbenoid, followed by a Stevens-type rearrangement of the resulting sulfonium ylide.1 Introduction2 First-Generation Strategy3 Second-Generation Strategy4 Third-Generation Strategy5 Conclusion

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Lavarda, Rosalia Aldraci Barbosa, María Teresa Canet-Giner, and Fernando Juan Peris-Bonet. "How middle managers contribute to strategy formation process: connection of strategy processes and strategy practices." Revista de Administração de Empresas 50, no. 4 (December 2010): 358–70. http://dx.doi.org/10.1590/s0034-75902010000400002.

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The role of middle management is essential when managing integrative and emergent strategy formation processes. We stand out the importance of its role connecting micro and macro organizational level offering a very important contribution when examining the strategy-as-practice perspective and integrative strategy formation process. The main goal of this research is to analyse the relationship between the integrative strategy formation process and the roles of middle management under the strategy-as-practice perspective. To check it out we adopted a qualitative methodology droving a case analysis in a Spanish University. Data was collected by means of personal interviews with members of different levels of the Institution, documents analysis and direct observation. In advance of some results we find out that the University develops an integrative strategy formation process and confers to middle management an important role extended all over the organization.

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Šmidrkal, J., V. Ilko, V. Filip, M. Doležal, Z. Zelinková, J. Kyselka, I. Hrádková, and J. Velíšek. "Formation of acylglycerol chloro derivatives in vegetable oils and mitigation strategy." Czech Journal of Food Sciences 29, No. 4 (August 10, 2011): 448–56. http://dx.doi.org/10.17221/212/2011-cjfs.

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The most important acylglycerol chloroderivatives identified in foods are 3-chlorpropane-1,2-diol fatty acid esters (3-CPD esters) that are accompanied by epoxypropanol fatty acid esters formed in processed foods and, particularly, during the deodorisation of vegetable oils. Their content in refined vegetable oils is influenced by the oil composition, refining process conditions and process conditions of hydrogenation. Described and discussed here are the main pathways that lead to the formation of acylglycerols chloroderivatives and epoxypropanol fatty acid esters. The article offers detailed explanation of the reaction mechanisms using the well-known chemical principals based on experimental data. The conditions suitable for removing the unwanted products from the refined vegetable oils were studied in models containing variable proportions of agents (bicarbonates or carbonates) causing the decomposition of 3-CPD fatty acid esters.

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Idoko, Onyaglanu, and Robert Bradley MacKay. "Strategy Tools as Active Participants in the Strategy Formation Process." Academy of Management Proceedings 2015, no. 1 (January 2015): 18999. http://dx.doi.org/10.5465/ambpp.2015.18999abstract.

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Tolstikov, V. A., J. S. Izvekova, and T. L. Kashina. "EDUCATIONAL STRATEGY AS A KEY ELEMENT OF LIFE STRATEGY FORMATION." KAZAN SOCIALLY-HUMANITARIAN BULLETIN 10, no. 5 (October 2019): 38–43. http://dx.doi.org/10.24153/2079-5912-2019-10-5-38-43.

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Hax, Arnoldo C. "Redefining the concept of strategy and the strategy formation process." Planning Review 18, no. 3 (March 1990): 34–39. http://dx.doi.org/10.1108/eb054290.

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Ismail, Tubagus, and Darjat Sudrajat. "Interactive Control System, Intended Strategy, Implemented Strategy dan Emergent Strategy." Winners 13, no. 2 (September 28, 2012): 93. http://dx.doi.org/10.21512/tw.v13i2.655.

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The purpose of this study was to examine the relationship between management control system (MCS) and strategy formation processes, namely: intended strategy, emergent strategy and impelemented strategy. The focus of MCS in this study was interactive control system. The study was based on Structural Equation Modeling (SEM) as its multivariate analyses instrument. The samples were upper middle managers of manufacturing company in Banten Province, DKI Jakarta Province and West Java Province. AMOS Software 16 program is used as an additional instrument to resolve the problem in SEM modeling. The study found that interactive control system brought a positive and significant influence on Intended strategy; interactive control system brought a positive and significant influence on implemented strategy; interactive control system brought a positive and significant influence on emergent strategy. The limitation of this study is that our empirical model only used one way relationship between the process of strategy formation and interactive control system.

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Chen, Jim Q. "A Framework for Cybersecurity Strategy Formation." International Journal of Cyber Warfare and Terrorism 4, no. 3 (July 2014): 1–10. http://dx.doi.org/10.4018/ijcwt.2014070101.

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A good cybersecurity strategy consists of the most effective and the most optimal course of actions available at the moment of operation in order to ensure the success of a cyber operation. How to form such a strategy is always a challenge. The current literature does not have much discussion about this topic. This paper intends to explore this process, which supports decision-makers in the cyber domain. It applies the Cybersecurity Formation Framework proposed in Chen and Duvall (2014), and shows how it can integrate varied actions into a systematic and consolidated course of actions to guarantee the success in a mission. This paper also suggests areas for future studies.

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Pakhomova, Y. V., N. N. Kudryavtseva, and Y. N. Duvanova. "Formation of the enterprise investment strategy." Proceedings of the Voronezh State University of Engineering Technologies 83, no. 2 (September 27, 2021): 237–42. http://dx.doi.org/10.20914/2310-1202-2021-2-237-242.

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Currently, modern methods used to evaluate the effectiveness of investment projects are most focused on quantitative assessment, do not take into account the peculiarities of project implementation at different stages, and also lack the ability to take into account investment risks in conditions of sectoral characteristics. Risks are associated with postponing the implementation of the investment project over time, so taking into account uncertainties should be an integral part of the assessment of the effectiveness of projects. When creating and implementing an investment project, it is necessary to take into account innovative, commercial, technical and technological, financial risks. Therefore, it is proposed to improve the methodology for assessing efficiency based on the risks taken into account in calculating the discount rate for each phase of the life cycle of the project. In the article, the authors substantiated the need to apply systematic analysis, modern methods, a methodological approach to assessing the effectiveness of investment projects in the electric power industry, taking into account the risks taken into account when calculating the discount rate for each phase of the life cycle of the project, which allows you to more accurately calculate the main indicators of the efficiency of the investment project. The main indicators of evaluation of investment projects efficiency and factors influencing decision-making on investment projects, such as inflation, discounting ratios of the corresponding investment sphere, are considered. Applied research, and even more so fundamental, requires significant investments, the return on which at the first stages of the development and implementation of investment projects is difficult to predict. The end result is also obviously not predictable, which makes investing one of the most risky areas of activity of modern companies.

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36

Hendry, John. "Strategy Formation and the Policy Context." Journal of General Management 20, no. 4 (June 1995): 54–64. http://dx.doi.org/10.1177/030630709502000404.

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37

Nielsen‐Englyst, Linda. "Operations strategy formation – a continuous process." Integrated Manufacturing Systems 14, no. 8 (December 2003): 677–85. http://dx.doi.org/10.1108/09576060310503474.

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Miyata, Mayuko, and Shao-Chin Sung. "Coalition Formation Based Staffing Strategy Development." Journal of Advanced Computational Intelligence and Intelligent Informatics 16, no. 3 (May 20, 2012): 430–35. http://dx.doi.org/10.20965/jaciii.2012.p0430.

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In this paper, we propose game theoretical models for developing staffing strategies, i.e., strategies which support managers’ decision making on hiring, head hunting, staff reassignment, and implementation of staff development policy in enterprises. Our staffing models are hedonic coalition formation games with newly proposed stability concepts calledinvitation based stabilities, in which players’ activities of changing their coalitions are motivated based on invitation from other coalitions. These stabilities capture behaviors of managers, employees, and contractors depending on the balance of power in business situations. We analyze the existence of stable coalition structures under invitation based stabilities, and provide several sufficient conditions with natural interpretations as staffing strategies.

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Xiao, Yingzhao. "Entrepreneurial Network and Entrepreneurial Strategy Formation." Academy of Management Proceedings 2015, no. 1 (January 2015): 15832. http://dx.doi.org/10.5465/ambpp.2015.15832abstract.

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Romme, A. Georges L. "Vertical Integration as Organizational Strategy Formation." Organization Studies 11, no. 2 (April 1990): 239–60. http://dx.doi.org/10.1177/017084069001100204.

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This paper contributes to research into the strategy-environment relationship, especially looking at the issue of vertical integration. It aims at a synthesis of process and content approaches to strategic change on the level of the organization's dominant group. The key factor is uncertainty, which will be defined as the gap between perceptual competence of the dominant group and environmen tal difficulty. After presenting a typical vertical integration case, the vertical integration literature is surveyed. Next, a framework of strategy-making under uncertainty serves as a vehicle to formulate some propositions on the formation of vertical integration strategy.

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Худяков and S. Khudyakov. "Investment portfolio strategy formation (multiobjective optimization)." Economics of the Firm 2, no. 1 (March 19, 2013): 0. http://dx.doi.org/10.12737/303.

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In the article the transition from business process reengineering, the formation of the investment portfolio to the problems of optimization, formulated in a general form of multiobjective problems of a linear programming. The toolssupport reverse engineering on different levels of the value chain organization can justify the choice of the optimal economic strategies for the development and operation of companies.

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Mandych, Oleksandra, Natalia Babko, Tetyana Ustik, and Natalia Kolodnenko. "Formation of the company's digital strategy." Ukrainian Journal of Applied Economics and Technology 7, no. 4 (December 26, 2022): 10–15. http://dx.doi.org/10.36887/2415-8453-2022-4-1.

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Today's realities of comprehensive digital development of society require companies to reorient their activities digitally. Most of them have already partially or fully implemented elements of digitization in their practice, but for the comprehensive immersion of business in the world of numbers, the formation of an effective digital strategy is necessary, which makes this issue of research extremely relevant. The article examines the peculiarities of the formation and influence of the digital strategy on the company's activities. The main stages of implementation through research stages are outlined, a comprehensive assessment of competitors' activities is carried out, industry leaders are determined, company brands and main customer attraction channels are analyzed, offline representative offices and prices for the key range of products are considered; then an offer (trade offer to the target audience) is formed, the company integrates the results of end-to-end analytics of the segment leaders into the functionality of its digital platform; then through sales (the principle of distribution of potential customers according to the stages of the entire process from the first contact to the sale of a product or service) the attraction of buyers is carried out; at the fourth stage, budgeting is carried out, that is, key resources for further growth are determined; the final stage involves conducting analytics and drawing conclusions, deploying a digital strategy through the collection of general analytical data. The main advantages and disadvantages of the company's digital strategy are highlighted. The peculiarities of the application of the digital strategy and its results for the company are analyzed. Key performance indicators (KPI) for all digital promotion channels are determined. This step is necessary primarily to adjust financial costs, inefficient tools are automatically rejected. This evaluation system ensures growth through the achievement of the necessary numerical indicators. The criteria depend on situational factors, which can reduce the accuracy of the forecast. The predicted indicators are close to the real ones, as they take into account the risks that are possible in the process of digital promotion. Keywords: digital strategy, digitization, digital transformation, digital technologies, effectiveness of digital technologies

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Hock, Howard S., Cynthia L. Park, and David F. Bjorklund. "Temporal Organization in Children's Strategy Formation." Journal of Experimental Child Psychology 70, no. 3 (September 1998): 187–206. http://dx.doi.org/10.1006/jecp.1998.2457.

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Gruzina, Inna, and Maryna Poliukhovych. "Formation of competitive development strategy key performance indicators’ system for consulting companies." Development Management 18, no. 1 (July 31, 2020): 53–60. http://dx.doi.org/10.21511/dm.18(1).2020.05.

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The information on the main stages of key performance indicators selection and formation for the process of estimating the competitive development strategy effectiveness of consulting companies is analyzed, the types of indicators, their differences are examined, the existing views and recommendations of researchers and experts on the expediency of using certain indicators directly by consulting companies are generalized. Various areas of consulting are described and it is suggested to take into account the specifics of the consulting business when selecting relevant performance indicators of their competitive strategies. Comprehensive and relentless globalization has made the protection of company’s intellectual capital one of the key factors in the success of enterprise development. As the main asset of any consulting company are people and their intellectual potential, competition in this area has become quite strong and fierce. Since the main asset of the consulting company is people and their intellectual potential, the competition in this field is very strong and fierce. Thus, the predominance of intellectual work requires specific accounting for the assets of consulting companies and an assessment of the efficiency of use of these assets in accordance with the developed strategy. Given the fact that, by their content, performance indicators should assist managers and business owners in making decisions about evaluating the effectiveness of their chosen process or the performance of a particular system in the enterprise, evaluating the effectiveness of business development as a whole, the possibility of using a certain range of indicators to evaluate consulting company’s strategies effectiveness was considered. In particular, the results of the analysis of the main goals and objectives set in the development of a competitive consulting company’s development strategy suggested the use of groups of indicators (both financial and non-financial) to evaluate the effectiveness of the enterprise competitive strategy, enterprise development strategy or directly to evaluate the competitive development strategy of consulting companies. In addition, the emphasis is placed on determining the optimal number of indicators of the consulting company’s development strategy and analysis of data of different size and geography of business of consulting companies.

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Mukan, O., L. Hanas, and Y. Tsyb. "Formation of corporate strategy by the enterprise engaged in foreign economic activity." Economics, Entrepreneurship, Management 5, no. 2 (2018): 1–6. http://dx.doi.org/10.23939/eem2018.02.001.

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Adamides, Emmanuel D. "Linking operations strategy to the corporate strategy process: a practice perspective." Business Process Management Journal 21, no. 2 (April 7, 2015): 267–87. http://dx.doi.org/10.1108/bpmj-07-2013-0107.

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Purpose – The purpose of this paper is to provide a micro-level, human-activity-centred interpretative framework for the way operations strategy is formed, linked and aligned with corporate-level strategies, and to apply it to gain insights on these processes. Design/methodology/approach – Relying on the theoretical foundations of social practice theory and actor-network theory, as well as on the analysis of the organisational realities of the operations strategy formation process embedded in pluralistic organisational contexts, a conceptual framework for analysing the production and alignment of operations strategy is developed. The framework is then used to guide field research for the analysis of an operations-led strategic initiative in a medium-sized agro-food company. Findings – Operations strategy formation can be interpreted as an ongoing practical, distributed social activity of network (re)formation. Specific initiatives, or events, act as catalysts for the association of operations strategy formation practices with corporate-level ones, facilitating thus the current and future alignment of strategic content. Artefacts play an active role in the linking process. Research limitations/implications – The research presented in this paper is pioneering as it is the first explicit consideration of operations strategy formation (process) as practical social activity (practices are the focus of analysis, not individuals’ choices), in which non-human agency (informational artefacts, etc.) is explicitly taken into account. For this purpose, a novel analytic framework was developed, which, however, need to be further tested to determine the exact conditions under which it is valid. Practical implications – The framework improves the understanding of the organisational dynamics of operations strategy formation, its linking with, and institutionalisation in, other organisational processes and strategic discourses. Thus, it can assist in the analysis of operations-led strategic initiatives. Social implications – Application of the results obtained can provide better workplaces. Originality/value – For the first time: operations strategy formation is considered as a social activity by focusing on the strategists and managers’ practices; the role of documents, decision-support tools and other artefacts is surfaced; and the importance of introducing operations strategy formation practices carrying strategy content into corporate and business-level strategy processes and their role in the alignment of the two strategies is emphasised.

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Zhan, Guang, Zheng Gong, Quanhui Lv, Zan Zhou, Zian Wang, Zhen Yang, and Deyun Zhou. "Flight Test of Autonomous Formation Management for Multiple Fixed-Wing UAVs Based on Missile Parallel Method." Drones 6, no. 5 (April 19, 2022): 99. http://dx.doi.org/10.3390/drones6050099.

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This paper reports on the formation and transformation of multiple fixed-wing unmanned aerial vehicles (UAVs) in three-dimensional space. A cooperative guidance law based on the classic missile-type parallel-approach method is designed for the multi-UAV formation control problem. Additionally, formation transformation strategies for multi-UAV autonomous assembly, disbandment, and special circumstances are formed, effective for managing and controlling the formation. When formulating the management strategy for formation establishment, its process is divided into three steps: (i) selecting and allocating target points, (ii) forming loose formations, and (iii) forming short-range formations. The management of disbanding the formation is formulated through reverse thinking: the assembly process is split and recombined in reverse, and a formation disbanding strategy that can achieve a smooth transition from close to lose formation is proposed. Additionally, a strategy is given for adjusting the formation transformation in special cases, and the formation adjustment is completed using the adjacency matrix. Finally, a hardware-in-the-loop simulation and measured flight verification using a simulator show the practicality of the guidance law in meeting the control requirements of UAV formation flight for specific flight tasks.

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Shao, Xiaowei, Jihe Wang, Dexin Zhang, and Junli Chen. "Modified fuel-balanced formation keeping strategy based on actively rotating satellites in formation." Aircraft Engineering and Aerospace Technology 89, no. 1 (January 3, 2017): 20–29. http://dx.doi.org/10.1108/aeat-03-2015-0091.

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Purpose The purpose of this paper is to propose a modified fuel-balanced formation keeping strategy based on actively rotating satellites in the formation in the J2 perturbed environment. Design/methodology/approach Based on the relative orbital elements theory, the J2 perturbed relative motions between different satellites in the formation are analyzed, and then, the method to estimate fuel required to keep the in-plane and out-of-plane relative motions is presented, based on which a modified fuel-balanced formation keeping strategy is derived by considering both in-plane and out-of-plane J2 perturbations. Findings Numerical simulations demonstrate that the modified fuel-balanced formation keeping strategy is valid, and the modified fuel-balanced formation keeping strategy requires less total fuel consumption than original Vadali and Alfriend’s method. Research limitations/implications The modified fuel-balanced formation keeping strategy is valid for formation flying mission whose member satellite is in circular or near-circular orbit. Practical implications The modified fuel-balanced formation keeping strategy can be used to solve formation flying keeping problem, which involves multiple satellites in the formation. Originality/value The modified fuel-balanced formation keeping strategy is proposed by considering both in-plane and out-of-plane J2 perturbations, which further reduce the fuel consumption than the original Vadali and Alfriend’s method.

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Zuo, Xiaoyu, Xiao Pan, Ming Xu, Lin Ma, and Jingrui Zhang. "Deployment strategy for satellite-sail transverse formation." Acta Astronautica 186 (September 2021): 242–51. http://dx.doi.org/10.1016/j.actaastro.2021.05.031.

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Valeeva, Y. S., and O. E. Gareeva. "FORMATION OF THE ENTERPRISE STRATEGY AND TACTICS." Scientific Review: Theory and Practice 10, no. 6 (June 30, 2020): 994–1000. http://dx.doi.org/10.35679/2226-0226-2020-10-6-994-1000.

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Strategic management of an enterprise is a new and unusual phenomenon for the Russian economy. The need for it arose in the course of political and economic transformations in the country, which resulted in the transition from a planned economy, with its centralized strategic management of entire industries, to a market one, in which various forms of ownership prevail, and obtaining full economic independence. The article provides detailed definitions of the term as presented by various authors, both domestic and foreign, as well as the essence and the role of strategy in the enterprise’s management system is studied, a detailed description of existing classifications of strategies is given, methods of strategic analysis are considered, and a brief description of the organization is given, the advantages and disadvantages are determined strategies and tactics. It also provides a rationale for the need to develop measures to improve the formation of the strategy and tactics of the enterprise and develop proposals. The publications available in the studied area have a diverse focus. The basic principles of strategic management of the enterprise are presented. The main stages of the enterprise management strategy process according to M. Mescon are highlighted. The features of the formation of the strategy of “OOO Stroykom” are outlined. The proposed strategy for the conduct of “OOO Stroykom” in the market for 2020-2022. The main strategies for diversified growth are: a strategy of centered diversification based on the search and use of additional opportunities for the production of new products and strategies for reduction. An action plan has been developed to reduce staff turnover and retain staff at “OOO Stroykom” for 2020. The proposed measures will be aimed at preventing the causes of layoffs, primarily related to employee dissatisfaction with working conditions. Strategy plays a huge role in the organization, since the definition of strategy, based on the organization’s goal, allows you to achieve the goals set, achieve market share, and high competitiveness.

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Journal articles on the topic 'Strategy formation'

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