Abstract

The article presents a further development of theoretical investigation of management activity of the organization considering implicit factors of influence of the economic system and questions of effective usage of intangible resources. The authors substantiate the objective need for improvement of the mechanism of assessment of implicit factors from the position of maximizing the efficiency of business processes of the enterprise and formation of its potential. Creation of such mechanism, in the term, allows developing the economic and mathematical hierarchical model of the assessment of the influence of implicit factors on further successful activity of the organization, which is aimed at improvement of the process of business process management in conditions of informational economy. The essence of the proposed method is to use expert assessments, which quantitatively characterize the object of the research, for the description of the economic problem. In the future, reasonable management decisions are made on their basis. At the same time, the traditional mathematical apparatus does not include tools that can help to reflect the fuzziness of the assessments of the group of experts. During the modelling of complex business processes, it is also necessary to consider a significant number of subjective and implicit factors. Therefore, the traditional quantitative analysis will not be practical under the condition of its acceptable accuracy. The methodology of expert assessment was proposed in this paper. It is based on the main provisions of the fuzzy set theory and the construction of the membership function by means of analytical procedures. For this purpose, two interconnected tasks were consistently solved. Firstly, we made a quantitative assessment of the degree of expert consistency based on the calculation of fuzzy indexes. Secondly, we made aggregation of the results obtained by means of construction of the membership function, which is adequate to the investigated system. Practical realization of these tasks was accomplished by means of the well-known algorithms of the apparatus of the fuzzy set theory. The effectiveness of the proposed model was tested on the example of the assessment of the investment potential of the sustainable development of the mining exporting company “Limited Liability Company “Hlukhiv quartzite quarry” ” (Ukraine) with the usage of the expert method. The article includes the comparison and economic substantiation of the results of the assessment of the influence of implicit factors on the specified company before and after application of the proposed methodology. The proposed mechanism of taking into account implicit factors on the basis of the hierarchical economic and mathematical model allows optimizing management decisions in business processes and provides the possibility of developing the adaptive management system of the modern manufacturing organization. Thus, the proposed methodology allows quantifying the influence of implicit factors on the investment potential of the sustainable development of the enterprise in the form of aggregated assessment. The last one is determined by means of the expert method. This will give the possibility to make economically sound management and technological decisions on major business processes. In particular, regarding the expediency of increasing the volume of quartz production at the enterprise under review in the short run.

Highlights

  • The growth of the intensity of technical and technological changes in the world economy occurs on the basis of intellectualization of socio-economic processes, the introduction of unconventional energy sources, the development of biotechnology and nanotechnology

  • Special importance for the participants in modern economic relations is given to the use of non-material resources in the business processes used in theoretical studies as implicit assets

  • To achieve the assigned goal, the following tasks were set: – to determine the sequence of management actions in business processes with a large number of uncertain factors of influence, which were formalized as a set of implicit factors that influence the key indicators of business processes through indirect ones; – to determine the system of mathematical dependencies between key and indirect indicators of business processes, as well as between indirect indicators and implicit factors of influence

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Summary

Introduction

The growth of the intensity of technical and technological changes in the world economy occurs on the basis of intellectualization of socio-economic processes, the introduction of unconventional energy sources, the development of biotechnology and nanotechnology. The traditional methods of managing the firm are based on the economic standard that is general for the modern economic conditions: the equilibrium of processes, the functional-structural approach in management, the use of corporate information systems with a traditional set of functions This approach does not fully correspond to important economic processes, since it does not take into account the potential impact of implicit factors, in particular, the exponential growth of the weight of the information component, requirements for the intellectualization of business processes. A significant part of them will have an implicit character, which is due to the lack of a part of the important information for making a management decision, and with its considerable volume, which is difficult to process An example of such activity can be the operations of exporters in the Foreign Exchange Market, where a significant number of direct and indirect factors of influence on the system is in a covert, implicit form. This is explained by complication of assessment of the influence of the set of implicit factors on the indicators of performance of business processes and the absence of systematized approaches to quantifying this impact for Ukrainian enterprises

Literature review and problem statement
The aim and objectives of the study
Assessment of factors of implicit influence on making management decisions
Conclusions
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