Management of Changes in the Process of Safe Development of Economic Agents

Abstract

The constant growth of riskiness and uncertainty of the business environment determines the necessity for organizational changes and strategies, models, and approaches for their implementation. In developing countries, the issue of organizational changes and effective strategies is especially relevant due to unprecedented changes in the political, economic, and social systems, which creates problems of adaptation and growth of companies. The purpose of the academic paper lies in identifying the features of management of changes in the process of safe development of economic agents in developing countries and those undergoing significant transformations of the external environment. The methodology is based on a mixed research methodology on the basis of a statistical analysis of the market environment for the functioning of Ukrainian agricultural enterprises and a survey through an indirect structured interview with managers of agricultural enterprises. The results show that agricultural enterprises constantly implement management changes due to changes in expectations regarding the main performance indicators and market dynamics (changes in production volumes, product prices, and the number of employees). In the conditions of dynamic transformations of the political and economic environment, agricultural enterprises are modifying their activity strategies, business models, and resource allocation and production volumes. The key areas of changes relate to the following spheres of activity, namely: financing, supply and logistics, location of production facilities, exports, production volumes. Agricultural enterprises have been forced to switch to business downsizing strategies, which are mainly aimed at reducing costs in the economic downturn, efficient allocation of resources and personnel management. The survey of company personnel indicates a significant change in the administrative processes of resource management, essential modifications in market orientation. Significant resistance of employees towards changes, low level of participatory culture and lack of leadership support have been identified as key obstacles to changes.