Abstract
The article examines the issues of managing the organizational capital of integrated financial groups in the context of financial globalization. It is noted that integrated financial groups at the present stage of their development are faced with the urgent need to invest in improving the skills of employees of management companies to reduce risks and improve their financial stability. The hypothesis about the impact of a decrease in the capital intensity of production on the growth of the market price of shares is substantiated. The urgency of solving these and other problems is determined by the urgent need to implement a competency-based approach to the business development of management companies.
Highlights
One of the main problems in the field of modern economic science is the problem of finding and implementing effective financial management tools that contribute to the growth of the capitalization of multinational companies
Situatedness and spatiality of Finance are important for understanding financial risks at the individual, institutional and system levels. (1) covers these and other issues related to the perception and management of financial risks within global financial networks
Management companies are combined financial groups, the core of which is formed by commercial banks
Summary
One of the main problems in the field of modern economic science is the problem of finding and implementing effective financial management tools that contribute to the growth of the capitalization of multinational companies. (3) explores the mechanism of economic value formation through social value Another important aspect of managing the growth of the financial capitalization of an integrated financial group is the competence level of the company's personnel (4) sets out the main prerequisites and directions for the formation of an adaptive system for retraining the company's personnel as a factor in ensuring its financial stability. Despite all the variety of different approaches to managing the development of organizational capital of transnational corporations proposed by foreign and domestic authors, this problem is still insufficiently studied and requires the search and implementation of innovative effective methods and tools for such management. An attempt is made to identify and justify the main directions of forming a subsystem for managing the development of organizational capital of management companies
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