Типологізація взаємозв’язків підприємства зі стейкхолдерами в процесі їх стратегічного розвитку

Abstract

Correctly identifying and outlining the circle of the most important stakeholders is the basis for the effective strategic development of an enterprise, since the reliability and stability of interaction with them fosters ensuring the effectiveness and optimization of the enterprise’s business processes. This, in turn, makes it possible to increase the competitiveness and stability of the enterprise in the strategic period. Since the implementation of business processes requires clarity, consistency of their implementation, which depends on the efficiency of ensuring their implementation by certain types of resources, then, accordingly, proper relationships with stakeholders are a guarantee of their effective implementation. Therefore, the issue of typologization of the interconnections between the enterprise and stakeholders is relevant. The research was carried out using the following methods: historical; logical; comparison; analogy; analysis, synthesis; concretization; abstracting. The article allocates and characterizes the types of relations between the enterprise and stakeholders in accordance with their participation in the implementation of the enterprise’s business processes. According to this, the following types of interconnections are distinguished: dependent; independent; business; development; interpersonal; securing; general. The allocated types of interconnections between enterprise and stakeholders are characterized, which helped to clarify the criteria for dividing stakeholders into separate groups to ensure effective strategic development of enterprise. Such criteria are the following: the level of value for the enterprise; the level of value of the enterprise; prospects for development; the level of correspondence of the results of interaction to the set goals. The parameters of attribution of stakeholders to a certain group of influence in relation to the selected types of interconnection (interaction) are described. Recommendations for building a methodology for allocating groups of influence of stakeholders on the activities of enterprise are provided, using the proposed criteria (parameters) of division.