Strategic management of the Russian industry in the context of socio-economic transformation of regions

The article identifies the factors influencing the development of the digital economy, analyzes the state of digital technology implementation in strategic business management processes, and assesses the consequences for Ukraine. A system of measures to improve the competitiveness of enterprises in the digital environment is proposed. The article is dedicated to identifying the impact of the digital economy on the assessment of competitiveness based on the principles of strategic management, summarizing the advantages and challenges of the digitalization of the economy, and its impact on competition and the competitive environment of modern enterprises. It is determined that new information and digital technologies, which today include social networks, are rapidly penetrating not only social life but also all spheres of business and the economy, leading to qualitative structural changes in the strategic management of enterprises. As a result of these changes, a digital economy is developing, which differs from industrial and market economies not only by the more active use of information and digital technologies but also by new approaches to management and business process organization. In the context of the digital economy, information technologies become a significant resource for enterprises. The main obstacles to assessing competitiveness based on strategic management principles have been identified, including a lack of competent personnel and the high cost of technologies. The features of the digital economy are considered, factors influencing the effectiveness of digital innovation implementation are identified, the advantages and challenges of the digitalization of the economy are summarized, and its impact on competition and the competitive environment of domestic enterprises is determined. The article emphasizes the need for enterprises to adapt to the conditions of the digital economy through the implementation of new approaches to strategic management and the continuous improvement of information technologies. Furthermore, the research highlights that the integration of digital technologies into strategic management practices demands a shift in organizational culture and employee competencies. Enterprises must invest in training and development programs to equip their workforce with the necessary skills to navigate the digital landscape effectively.

The authors have determined that external and internal changes of environment are to be considered when defining a bank mission and its strategic objectives. Development strategies should be elaborated, implemented and improved in a manner that ensures efficient achievement of high economic and social results, strategic objectives posed before the bank. We have also defined that strategic management tools are poorly applied in bank operations. Their long-term goals are undefined; no close ties exist between various structural subdivisions of the institution, as well as deficient employee incentive system to achieve the targeted results in the best fashion. Sequence of tasks has been clarified in order to logically build conceptual principles of strategic bank management in the conditions of transformation processes in the banking system of Ukraine. Furthermore, specifics of strategic bank management have been characterized, which involve achievement of a certain target as a result of bank policies, i.e. qualitative shift in the bank operations. The importance of applying relevant tools in strategic bank management has been evaluated, which required constant research and analysis. Basic aspects of strategic bank management in the conditions of transformational processes in the banking system of Ukraine have been characterized using analysis. In the framework of efficient implementation of strategic bank management, the necessity of professional personnel, its productivity and period of adaptation to the conditions and technology of work have been emphasized. To conclude, the authors consider specific situation in the financial market to demand that the bank activate only certain instruments. First of all, it is important to define the competition level in the banking sector of Ukraine and bank's place among its own competitors, as well as to assess the level of financial rationalization of activity trends.

Предмет, мета роботи. У статті здійснено дослідження теоретичних та практичних аспектів стратегічного управління молокопереробними підприємствами. Здійснена оцінка сучасного стану розвитку підприємств молокопереробної галузі. Проведено порівняння методичних засад оперативного і стратегічного менеджменту бізнес-суб’єктів галузі. Обґрунтовано складові процесу стратегічного управління молокопереробних компаній. Метод або методологія проведення роботи. При здійсненні наукових досліджень було використано сукупність наступних методів і прийомів наукового пізнання: абстрактно-логічний (при формуванні логіко-структурної схеми процесу стратегічного управління), монографічний та економіко-статистичний (при оцінці сучасного стану розвитку молокопереробної галузі), методи аналізу і синтезу (при формалізації та оцінці дії факторів на процес стратегічного управління), метод наукового порівняння. Результат роботи. За результатами дослідження встановлено, що в умовах загострення конкуренції та посилення ризиків економічного середовища процес менеджменту підприємств молокопереробної галузі має орієнтуватись на стратегічну перспективу. Систематизація наукових підходів до стратегічного управління дозволила визначити, що його слід трактувати у тісному зв’язку із потенціалом компанії, факторами зовнішнього і внутрішнього середовища, сукупністю функціональних цілей бізнес-суб’єкта. Аналіз сучасного стану розвитку молокопереробної галузі України показав наявність значного потенціалу виробництва поряд із існуючим дисбалансом внутрішніх тенденцій функціонування галузі. Разом з тим, досягнення значних успіхів на ринку молокопродуктів сьогодні виявляється неможливим без імплементації засад стратегічного управління у діяльність молокопереробних компаній. За дослідженнями системних переваг стратегічно орієнтованих бізнес-структур обґрунтовано етапність та основні складові процесу стратегічного управління сучасних молокопереробних підприємств. Галузь застосування результатів. Отримані результати можуть бути використані при обґрунтуванні та реалізації стратегічних засад управління підприємств молокопереробної сфери АПВ. Висновки. Наявні методичні підходи до сутності стратегічного управління сьогодні демонструють відсутність єдиної концепції до обґрунтування процесу стратегічного управління бізнес-суб’єктами. Разом з тим, систематизація наукових поглядів дозволяє виділити ключові аспекти такої концепції, на засадах яких має ґрунтуватись стратегічне управління: оригінальність та диверсифікація пропозиції на ринку; максимізація ринкової вартості бізнесу; забезпечення синергійного ефекту менеджменту; адаптивність та результативність управлінського процесу. Порівняння оперативного і стратегічного управління свідчить про значний потенціал підвищення результативності менеджменту за умов імплементації стратегічних підходів до управлінського процесу молокопереробних підприємств.

Proceeding from the challenges and the fierce global competition that have emerged in today’s business environment especially in the hotel industry, it was bound to shed light on the subject of strategic management that can be perceived as an issue of great importance for the management of profit and non-profit organizations equally. On the other side, five-star hotels play crucial role in supporting the tourism industry and the investment in Egypt. Therefore, current study aimed at exploring the scope of application of strategic management practices in five-star hotels in Egypt. Simple random sampling technique was employed to select the sample from the target population and accordingly 48 five-star hotels were surveyed from Sharm El- Sheikh, Cairo and Hurghada cities. The results of the study showed that most of the five-star hotels in Egypt apply the principles of strategic management in its different stages. The results also showed that external barriers have the greatest negative impact on the implementation process, in contrast to internal barriers that have limited impact. The results also showed that most of the strategic management tools are applied in surveyed hotels. Finally, the results have proved that hotel chains are more in line with strategic management principles and more widely used for strategic management tools than independent hotels.

The era of globalization characterized by free competition and excellence, and supported by modern information technology, turned out to provide problems for the world of education in the development of the character of the nation. Among the problems is the optimal involvement of envirormental input consisting of families, communities and stakeholders, to the process of implementing strengthening character education strategies based on humanist education principles. Based on some of these problems, the study focused on: "Character Education Strengthening Strategy based on school culture for high school students." In general, this study aims to describe: Environmentalobservation, formulation of school culture-based strengthening character education strategy for high school students, implementation of strengthening character education strategy, evaluation of strengthening character educationstrategy, obstacles to implementation of strengthening character education strategy, solutions from obstacles to the implementation of strengthening character education strategies, and impact of implementation of strengthening character education strategies. The study uses a qualitative approach with descriptive analysis, sourced from principals, deputy principals, teachers, and students. The data collection tools used are observations, interviews, and documentation studies. The results of this study generally show that these two Institutions have established the formulation, implementation, and evaluation of strategies of the school's culture-based strengthening character education for high school students well in accordance with the principles of strategic management. Specifically: 1) Environmental analysis conducted by the Principal at the two Educational Institutions runs in accordance with strategic management theory and can be used as a first step before formulating and choosing a school culture-based strengthening character education strategy for high school students. 2) The formulation of strengthening character education strategy implemented at these two Educational Institutions is in accordance with the principles of strategic management and government policy. 3) Implementation and implementation of school culture-based strengthening character education Strategy for students at two institutions can be implemented properly in accordance with the principles of strategic management, although in his research researchers found some obstacles, but all of them can be sought solutions. 4) Evaluation related to the School's culture-based strengthening character education strategy for students has been arranged and running well. This can be seen with the articles and rules that have been set by the school related to what students do, their development and activities while in school and outside school. 5) In general, obstacles in implementing the strengthening of school culture-based character education in the two institutions include the limitations of integrated policy tools in realizing character values; shifting ethical values in the life of the nation and state; affected by information technology. 6) Everyone involved in the Education process must know very well the function of national education and teachers must have a commitment in participating in realizing every function of national education. 7) The formation of students of strong character and religious character, an effective, conducive and efficient learning environment, an integrated curriculum between co-curricular, intra-curricular and extra-curricular, and the creation of a good school culture.

The article examines the theoretical foundations of strategic enterprise management, the evolution of strategic management, the essence, critical approaches, and principles of strategic enterprise management. It is noted that the term «strategy» was first used by A. Chandler in 1962 and the term «strategic management» by I. Ansoff in 1965. The evolution of strategic planning was studied. I. Ansoff identified four stages of strategic management development, in particular: Stage I – reactive (Chandlerian) adaptation, Stage II – strategic planning, Stage III – management of strategic opportunities, and Stage IV – management of problems on a real-time scale. Namely: Stage I – budgeting and control, Stage II – long-term planning, Stage III – strategic planning, and Stage IV – strategic market management. The strategies of the school were analyzed, which were analyzed in detail in the work of H. Mintzberg, B. Ahlstrand, and J. Lempel. These schools can be grouped according to the nature of research into three groups in the following group: Group I – includes three schools: design, planning, and positioning; II group – consists of six schools: entrepreneurial, cognitive (cognitive), school of education, power (force), culture and external environment; III group – includes one school: configurations. The article analyzes the existing definitions of the essence of the concept of «strategic management», which means the processes of making managerial decisions or sets of decisions; management process; action model; management of the organization based on human potential, etc. The author’s definition of strategic management has been formulated, which should be understood as the specific processes of making and implementing management decisions regarding the formation and implementation of a strategy with the targeted achievement of established goals, which are based on an objective assessment of the external and internal conditions of the enterprise’s functioning.

It is shown that the strengthening of the role of strategic management of industrial enterprises and corporations that has taken place in recent years requires the creation of new developments in the field of both improving the strategies for managing manufacturing companies themselves and the formation of appropriate information and analytical support for the mentioned process. The aim of the work was the need to develop an up-to-date information and analytical support for the strategic management of enterprises in the context of global instability in the world and a tough confrontation between Russia and the West. In this regard, the implementation of effective management of industrial enterprises and corporations is becoming an increasingly difficult task, the solution of which depends on an increasing number of factors, not only direct, but also increasingly significant indirect impact. Materials and methods. The study of the origin, formation and development of ideas of strategic management of industrial enterprises and organizations showed that the implementation of operational and strategic management of enterprises cannot be carried out, as was done in the very recent past, based on the experience of managers and simple unambiguous schemes development of management decisions. Based on the analysis of the development of scientific ideas, foreign and domestic approaches and conceptual provisions for the strategic and operational management of industrial companies and corporations, a set of scientific provisions for the formation of information and analytical support for the development of the strategy of Russian companies, based on the results of practical experience and scientific developments of the authors. Results. The proposed set of scientific provisions for the development of information and analytical support for the strategic management of enterprises in the context of global instability enables the leaders of these enterprises to increase the validity and effectiveness of their activities. Conclusion. Because foreign and domestic experience in managing enterprises and organizations, scientific research on the strategic and tactical management of companies of the past years, by now, has ceased to make it possible to effectively manage the development of companies. The complex of scientific provisions presented in the article and the algorithm of strategic management of industrial enterprises and corporations is a necessary element for improving the quality of strategic management of manufacturing companies in today's extremely tense and unstable conditions for doing business and business in our country.

Subject. This article discusses the general principles of strategic management in relation to strategic financial management. Objectives. The article aims to substantiate and formulate the principles of strategic financial management applicable in the conditions of the Russian version of the information economy, corresponding to the current documents of strategic planning and to the current state of the financial and legal doctrine. Methods. For the study, I used a systems approach, functional and structural analysis, retrospection, forecasting, observation, and classification. Results. The article reveals significant shortcomings of the current strategic planning documents, the lack of doctrinal development, as well as the normative consolidation of general and special principles, which could contribute to solving tasks by strategic financial management effectively. Conclusions. The general principles of strategic management in the economy as a whole are applicable and can be used as the basis for strategic financial management.

During the last few decades, strategic management and strategic human resource management theories have received a great deal of attention in many industrial sectors. The complex and constantly changing business environment has driven large construction companies more than ever before to reflect on the interplay between their organisational strategies and their strategic management processes, tools and techniques. This is despite the great value of human capital for an organisation’s strategic flexibility within different sets of environmental evolutions. This includes people in various positions, administrative, professional, managerial and unskilled, as well as numerous project stakeholders. Several researchers are increasingly interested in applying strategies and human-related studies within the construction industry; however, an integrated study of these two factors has been notably lacking, particularly in an airport context where the challenges and difficulties of managing construction projects are high. This doctoral thesis contributes to the existing literature by exploring the unique characteristics of an airport construction environment, along with reporting the findings of the impact that different airport ownership forms have on construction management efficiency. Through integrating numerous theories and concepts associated with project strategies, strategic human resource management and various efficiency management attributes, this research project presents a unique strategic framework that offers a structured approach to support airport holding bodies. Research primary data were collected following semi-structured interviews with senior construction project managers of airport operators within three distinct airport organisations in terms of their ownership structures. The resultant findings provide insight into the many differences between the case studies in term of project management practices. Furthermore, an explanation of the key practices that influence the occurrence of project success were identified. This doctoral investigation identified there is a need for flexibility and scalability aligned with adopting the strategic framework and engaging its conceptual application with actual management and controlling practices. In essence, the research framework was developed for each category of airport organisation, where an airport organisation is encouraged to focus its efforts on managing the most important framework components which are needed for effective improvement of management practices and, accordingly, to achieve expectations. The resulting theoretical framework provides a unique tool for airport operators to apply their project management knowledge effectively in order to realize complex projects and to secure potential efficiency gains. This study therefore provides a novel theoretical insight into the strategic management of human resources during airport construction projects. The primary application of the strategic framework is concerned with managing and controlling existing airport construction projects, particularly refurbishment or extension projects, however this could be also applied to new airport construction projects where the factors affecting strategic management and strategic human resource management anticipated to be different to those studied during this investigation. This has paved the way for future investigations to be conducted to tackle this dichotomy and further understand the intriguing aspects of airport construction business.

The article substantiates the scientific and applied principles of anti-crisis management of agricultural enterprises and substantiates a universal system of rational combination of the strategic principles and anti-crisis management as the basis for ensuring their flexible adaptation to crisis conditions and proactive management of them. It is proved that ensuring the economic stability of agricultural enterprises under crisis conditions is possible provided that anti-crisis management is improved, which should acquire the features of the continuous management process and be included in the strategic management system. The author's definition of the concept of "anti-crisis management principles" considers it as accepted rules of conduct for conducting entrepreneurial activity, which are observed when implementing certain management tasks, as a result of which management effectiveness is increased and the organization of relations between the management object and the environment of its functioning is improved. The principles of strategic management are generalized, among which the following principles are highlighted: a systemic approach; development of human and intellectual capital; systematic increase in the general level of innovative activity; formation and development of partnership relations with stakeholders; rational combination of investments in tangible and intangible assets; preference for medium-term planning over long-term; orientation towards self-regulation and self-development; ESG principles; orientation towards balance, not towards economic growth. The fundamental principles of anti-crisis management of the ISO 22361:2022 standard are highlighted, namely: clear delegation of authority and management responsibility; risk management; making managerial decisions. It is concluded that adherence to these principles by agricultural enterprises will ensure the creation of an effective crisis management system, which will contribute to increasing its economic stability and high readiness for unforeseen events. Ten key principles of anti-crisis management are highlighted, the observance of which in the practical activities of agricultural enterprises will ensure the substantiated roadmap development for overcoming the crisis. It is argued that the key principles of enterprise anti-crisis management are: the principle of preparation and planning; the principle of objective and transparent communication; the principle of leadership and operational decision-making; the principle of supporting employees during a crisis; the principle of interaction effective management with the media and social networks; the principle of regular interaction with stakehold ers; the principle of legal and ethical responsibility; the principle of financial control; the principle of learning and improvement; the recovery and resilience principle. The principles of anti-crisis management of agricultural enterprises activities are systematized in terms of preventive, reactive and post-crisis, which allows structuring anti-crisis management decisions and measures by phases of the crisis and developing a comprehensive, consistent action plan to overcome them. A system of strategic principles and anti-crisis management of agricultural enterprises activities is prohibited, which is universal and allows their owners and management not only to promptly respond to manifestations of the crisis, but also to proactively manage them. Key words: anti-crisis management, strategic management, agricultural enterprise, preventive management, reactive management, post-crisis management

The theoretical and methodological principles of strategic management of innovative development of industrial enterprises in the conditions of transformational economy and post-war recovery are considered. Modern challenges and barriers to innovative activity in the Ukrainian industrial sector are investigated. A comparative analysis of foreign innovative development strategies adapted to the realities of domestic industry is presented. Practical recommendations for the implementation of effective innovative strategies considering industry specifics are substantiated. As a result of the study, it was found that strategic management of innovative development of industrial enterprises of Ukraine is a key factor in ensuring their long-term competitiveness, especially in the conditions of post-crisis transformation and post-war economic recovery. A systematic analysis of modern innovation strategies implemented in foreign countries showed that the most promising for implementation in the Ukrainian industrial environment are models of open innovation, fruit innovation, digital transformation, as well as industrial symbiosis and circular economy approaches. It is substantiated that the effectiveness of implementing these strategies depends on the ability of enterprises to adapt them to the local context, including resource base limitations, level of digital maturity, availability of innovative infrastructure and human resources potential. The emphasis is on the importance of strategic innovation management as a tool for increasing the competitiveness of industry, accelerating economic recovery and forming an institutional environment for sustainable development. The scientific novelty of the study is established through an interdisciplinary approach to the analysis of innovation strategies and their practical adaptation to Ukrainian conditions. Practical recommendations have been developed for individual industries — mechanical engineering, metallurgy, chemical and light industry, agro-industrial complex — considering the needs of restoring production capacities, increasing energy efficiency and integrating innovations into value chains.

The problems of strategic and operational management of industrial enterprises in modern conditions of global instability cannot be effectively solved, as in the recent past. New approaches, methods and models are needed that would take into account the complexities of managing industrial enterprises in modern business conditions. Purpose of the study. It is necessary to create a new adaptive approach to the strategic and operational management of industrial enterprises, which would take into account the accelerating dynamics of international markets, as well as the factors of indirect and direct impact on the enterprise, which mainly determine its adaptability. Materials and methods. The main provisions of the conceptual basis of strategic and operational management of industrial enterprises, as well as a set of mathematical models for the implementation of this process are presented. Results. The materials formulated in the article on the preparation and adoption of managerial decisions allow the owners and managers of industrial enterprises to assess all aspects of this process in interrelation and form, in essence, a new paradigm for the functioning of industrial enterprises in conditions of military-political and socio-economic instability in the world, as well as the introduction various sanctions on the part of Western countries in relation to Russian industrial enterprises. At the same time, it becomes possible to take into account the factors of direct and indirect impact on industrial enterprises, which have become especially important in recent years. Conclusion. The approach presented in this article to the formation of the conceptual basis of strategic and operational management of industrial enterprises is, in essence, new and relevant, allowing company shareholders to form promising strategies for the development of industrial enterprises in conjunction with the procedures for operational management of the current activities of enterprises. Thus, the preparation and adoption of decisions on the management of industrial enterprises, both at the strategic and operational levels, becomes possible to carry out on the basis of a holistic algorithm based on the complex of models and methods of strategic and operational management of industrial enterprises developed by the author.

In innovation entrepreneurial structures, where dynamism and continuous changes become everyday factors HR strategic management plays a key role in reaching success. Elaboration and effective implementation of strategies in HR management require observance of several fundamental principles. The article studies principles of HR strategic management in innovation business structures, which build the basis of successful strategic management in innovation development, where efficiency of HR management becomes a key factor for attaining goals and maintaining competitiveness. The author pointed out to the importance of adaptation and flexibility in HR management so that the innovation business structure could respond quickly to changes in market environment and technological trends. At the same time the author also highlighted such aspects as orientation to employees’ development, leadership strengthening, motivation of creative thinking and team-building that can introduce innovation. Efficient HR management can serve as a catalyst for elaboration, development and sustainable introduction of innovation in entrepreneurial structures.

The article deals with the theoretical and methodological problems of formation and application of strategic management mechanisms in the agricultural organizations. Focusing on the strategic management becomes a necessary condition for economic growth, the high competitiveness of the organization in terms of import substitution. Formulated interdisciplinary nature of strategic management theory makes it possible to approach the resolution of long-term development of the agricultural organizations the problems systematically and comprehensively, taking into account a variety of factors external and internal environment. Strategic management can not sell without taking into account the environment and its modifications, as to the agricultural organizations is the purpose of forecasting the state of the markets and the development of programs of social and economic development of the region. To develop in this environment, organizations need to help control mechanisms and in a rapidly changing market requirements. For the implementation of this tool has been developed a systematic approach to the evaluation of the agricultural organization's management strategy, which is based on the calculation of the integral index. Results and evaluation of the results of the system, obtained during calculations serve as indicators that enable to formulate the basic problem of strategic management and direction in time to correct the identified deficiencies. Systematic principles agriculture organization strategy management contribute to the development of basic strategic objectives. Conducted a systematic analysis enables us to justify the need to build models and strategic management principles. This is not only a systematization of a certain set of management processes, but also a permanent fixture of the system to the changing environment, which leads to the formation of an economic unit as a strategic plasticity in management. This approach makes it possible to strengthen the control over changes in the external environment, as a systematic analysis of external factors is implemented consistently at each stage of the system of strategic management, while meeting the practical application of the main principles of modern strategic management, which includes the processes of planning and forecasting strategy.

В статті розглянуто існуючі наукові підходи та узагальнено сутність поняття «стратегічне управління» та «стратегічне управління діяльністю банку». Висвітлено особливості процесного підходу до формування стратегічного управління, розкрито зміст його етапів та послідовність їх реалізації у банку. Обґрунтовано доцільність використання положень інших підходів до розробки стратегічного управління в банку. Охарактеризована корпоративна стратегія банку з іноземним капіталом.