METHODOLOGICAL ASPECTS OF STRATEGIC PLANNING OF THE CAPITAL-FORMING BASE OF ENTERPRISES IN KNOWLEDGE ECONOMY

Abstract

Abstract. This paper is devoted to the substantiation of methodological aspects of strategic planning of the capital-forming base of enterprises in accordance with the objective features of the knowledge economy. Regarding the basic researched category — «capital» — it is proposed to interpret it according to financial approach. At the same time in the context of business management and its development it is important to consider the peculiarities of capital-forming base, in particular, taking into account theories of intellectual (human) and information capital. In this case, the capital-forming base of the enterprise is proposed to be understood as a set of assets (financial, tangible and intangible) in its ownership and / or disposal, and theirs usage forms the potential of the entity’s development over time. At the same time, the formation of the capital-forming base of the enterprise in the conditions of knowledge economy formation should be based on the principles of complexity, systemicity, strategicity and innovation. The main priorities of the formation of the enterprises’ capital-forming base include: 1) ensuring stable operation over time by creating a sufficient margin of safety; 2) accumulation of potential for sustainable development; 3) the formation of the company’s ability to innovative transformation.
 Strategic planning of the capital-forming base of enterprises is proposed on the basis of a foresight approach. In this paper the critical analysis of its advantages and disadvantages for solving the scientific problem and the semantic distinction between ‘forecasting’, ‘foresight’, ‘prediction’ has been held. It is proved that the effectiveness of the foresight approach for strategic planning of the enterprise’s capital-forming base is ensured by a logical combination of five factors: 1) clarity of formulation of foresight targets and variation of their implementation; 2) validity and depth of understanding of the grounds for decision-making by all participants of the foresight; 3) reflection of target priorities in specific research, investment and other projects; 4) independence of foresight participants’ identification of their positions, except for the order of interaction of participants (determined by foresight organizers); 5) possible change of positions of participants depending on initially accepted determinants. Also, the implementation capacity of strategic planning of enterprise’s activity directly depends on the availability and quality of industry strategy’s development made by the relevant government institutions.
 Methodological features of strategic planning of the capital-forming base are considered on the enterprises of the construction industry. It is formed the contour determinants of innovative transformation drivers of the construction industry (as the fundamental basis of strategic planning of the enterprises’ capital-forming base) in the following semantic directions: technological, ecological, personnel, economic, managerial. In turn, for strategic planning of the capital-forming base of construction industry enterprises technological, social, personnel, financial and managerial components have been identified and for each unit the operational measures have been formulated.
 Keywords: capital, capital-forming base, enterprise, strategic planning, foresight approach, sustainable development.
 JEL Classіfіcatіon G31, L52, O21, L1
 Formulas: 0; fig.: 2; tabl.: 2; bibl.: 25.