Synergy of Creative Spaces and Strategic Management in the Development of Hospitality Industry Enterprises

This vital volume clearly explains cutting-edge theories and views on strategic management in applied management fundamentals in the hospitality and tourism industry. The author discusses the latest in strategic thinking and provides information on implementing models within specific contexts, such as culture and profit and nonprofit organizations. He also looks at the political, economic, social, and technological changes that significantly affect tourism and hospitality. The volume is distinguished by its thoughtful analysis and review of related hospitality case studies and the management approaches employed and sheds light on ever-the emerging management and operation issues in the tourism and hospitality sector.  The book employs an abundance of case studies that illustrate the concepts and models discussed, with examples from such heavyweights in the industry as Disney and Euro Disney, Aer Lingus, British Airways, Four Seasons, Holiday Inn, Marriot, Sofitel, Starwood Hotels, and more. Key features of the book include: Cutting-edge approach: Applies advanced and recent strategic management views to the tourism and hospitality field. Critical treatment: Provides critical discussions about whether and how strategic models/theories can be applied in the hospitality and tourism field. Sensitive to specific contexts: As the tourism and hospitality industry has become one of the largest industries worldwide, discusses how strategic management concepts can be applied in different cultures and profit and nonprofit tourism organizations. Extensive case studies: Provides supporting case studies related to the strategy content, context, and process from international industries such as Aer Lingus, Accor, Marriott and Ryanair. Organization of the book: Each of the chapters within the case study sections employs a thorough pedagogic structure consisting of a concise introduction, examples and case analysis, discussion points, exercises, and further reading.  This book is designed to provoke thought and debate about strategic management and myriad other issues. It will be valuable for students, academics, universities offering hospitality and tourism, and hospitality and tourism professionals.

Relevance of the research topic. It is impossible to build a civil society without forming an effective engine of its development in all spheres of the state. In order to take measures in a sphere of youth politics, the public authorities should get support to its subjects including Youth NGO’s. NGO which is able to develop singly and develop subjects around during a long period of time should become a basis for improving youth policy of the state. Such development is only possible with the help of mechanisms and tools of strategic management, which makes this research up-to-date. Formulation of the problem. Strategic management of developing an organisation requires a detailed study from the point of view of development and implementation of management concept. It states mechanisms and tools which should be used in the organisation`s activity. In regard with the fact that development of NGO was forced by both evolutional and revolutionary changes, the possibility of applying the developed concepts of strategic management for the functioning of concrete types of organisations should be critically analysed. Analysis of the last research and publications. Theory of concepts of strategic management was thoroughly reviewed in works by M. Nebava, O. Ratushnyak, V. Ortina, L. Fedulowa, Z. Shershnyova and O. Stoliarenko. In addition to this, researches on strategic management were also considered. In works of A.Tompsom and A.Stricland, K.Prahalad and H.Hamel, I.Nonaka and H.Takeuchi and B.Wernerfeld. Strategic management in NGO’s was considered by M.Zemba, V.Melenivska, O. Hlebushkina, H.Kachura, T.Azarova, L.Abramova etc. However, the implementation of concepts of strategic management in the activity of NGO’s is not studied enough. This causes a need for thorough comprehensive research which requires a detailed analysis of existing concepts and approaches to strategic management. Selection of unexplored parts of the general problem. It is hard for youth NGO’s in Ukraine to pick up an effective concept of strategic management. It is a result of both operating conditions and absence of thorough theoretical basis so as most of the concepts were developed for the functioning of the commercial organisation. So, the important part of the problem which needs a solution is a definition of main provisions of the concept of strategic management which will meet the needs of development of Youth NGO. Setting the task, the purpose of the study. Among the main objectives of the article which let to approach the solution of the stated problem can be highlighted the necessity of developing a system of methods and tools of strategic management of Youth NGO. On the basis of this system and existing concepts, it is expedient to form a model of a concept of strategic management of Youth NGOs. Method or methodology of conducting research. Methods of system-structural analysis and synthesis, retrospection, dialectical and methods of generalization, grouping, comparison and other methods became a methodological basis of the article. Presentation of the main material (results of the work). The article considers the necessity of using the paradigm of strategic management for the development of the organization. The system of methods and tools of strategic management of youth non-governmental organizations is developed. The stages of development of the concepts of strategic management are analysed. The link between the strategic objectives of youth non-governmental organizations is determined. The concept of comprehensive strategic management for use by youth non-governmental organizations is proposed. Field of application of the results. Results of this research may be applied during management of the Youth NGO and during the formation of the state’s youth policy according to participants of NGOs in building up the civil society. Conclusions according to the article. Application of the concept of strategic management allows the youth NGOs to change the way of acting from management according to operative tasks to strategic management with the help of a comprehensive approach to perspectives of NGO’s development.

Strategic Management in the International Hospitality Industry: content and process, is a vital text for all those studying cutting edge theories and views on strategic management. Unlike others textbooks in this area, it goes further than merely contextualising strategic management for hospitality and tourism, and avoids using a prescriptive, or descriptive approach. It looks instead, at the latest in strategic thinking and theories, and provides critical and analytical discussion as to how and if these models and theories can be applied to the industry, within specific contexts such as culture, profit and non-profit organisations.Key features: Cutting edge approach: applies advance and recent strategic management views into tourism and hospitality field. Critical treatment: provides critical discussions about whether and how strategic models/theories can be applied into the hospitality and tourism field. Sensitive to specific contexts: As the tourism and hospitality industry has become one of the largest industries worldwide, discusses how strategic management concepts can be applied in different cultures and profit and non-profit tourism organizations. With supporting case studies related to the strategy content, context and process, from international industries such as, Radisson, McDonalds, Carnival Cruiselines and Disney, this text consist of five main sections: introduction, strategy content, strategy context, strategy process and cases. Each of the chapters within these sections has a thorough pedagogic structure consisting of a bulleted introduction, examples and vignettes, discussions points, exercises, case studies and further reading and web sites. Strategic Management in the International Hospitality and Tourism Industry: content and process also provides online support material for tutors and students, in the form of guidelines for instructors on how to use the textbook, PowerPoint presentations and case studies plus additional exercises and web links for students.

Παρόλο που το ανταγωνιστικό πλεονέκτημα, η επιχειρηματική επίδοση και η χρηματοοικονομική απόδοση αποτελούν θεμελιώδεις έννοιες στα γνωστικά αντικείμενα της στρατηγικής διοίκησης, ή στρατηγικού μάνατζμεντ, και της χρηματοοικονομικής διοίκησης, στη σχετική βιβλιογραφία εντοπίζονται αναφορές σχετικά με την προβληματική τους εννοιολογική θεώρηση. Η παρούσα διδακτορική διατριβή στοχεύει στη διερεύνηση αυτών των εννοιών, στην ανάπτυξη των μετρήσεών τους, καθώς και στην εμπειρική διερεύνηση ερευνητικών υποθέσεων, οι οποίες περιέχουν τις παραπάνω έννοιες. Για τη διερεύνηση των εννοιών του ανταγωνιστικού πλεονεκτήματος, της επιχειρηματικής επίδοσης και της χρηματοοικονομικής απόδοσης, καθώς και για την εξέταση των προβλημάτων, που εκπορεύονται από την υφιστάμενη εννοιολογική τους θεμελίωση, χρησιμοποιήθηκαν μέθοδοι όπως κριτική επισκόπηση της βιβλιογραφίας, έλεγχος της λογικής αιτιολόγησης των βιβλιογραφικών δηλώσεων, συλλογιστική τεκμηρίωση και μπεϋζιανές μαθηματικές παραστάσεις. Για την ανάπτυξη αξιόπιστων και έγκυρων μετρήσεων των ανωτέρων εννοιών, ακολουθήθηκε η διαδικασία της λειτουργοποίησης εννοιών, δηλαδή η επισκόπηση της βιβλιογραφίας για την επιλογή ενός εννοιολογικά στιβαρού θεωρητικού ορισμού, η ανάπτυξη ενός εμπεριστατωμένου λειτουργικού ορισμού και η δημιουργία μιας διαπιστευμένης μεταβλητής μέτρησης. Τέλος, για την εμπειρική διερεύνηση των ερευνητικών υποθέσεων πραγματοποιήθηκε δια-κλαδική και διαχειριζόμενη από τον ίδιον τον ερωτώμενο ηλεκτρονική ταχυδρομική έρευνα πεδίου με χρήση ερωτηματολογίου σε ηλεκτρονικό αρχείο επεξεργασίας κειμένου, με πεδία απαντητικών επιλογών. Με την αναγνώριση και χαρτογράφηση των προβλημάτων, μειονεκτημάτων και σφαλμάτων που σχετίζονται με την εννοιολογική θεώρηση του ανταγωνιστικού πλεονεκτήματος, προτάθηκε ένας θεωρητικός του ορισμός, ο οποίος να επιλύει τα παραπάνω προβλήματα και τα εκπορευόμενα από αυτά μειονεκτήματα και σφάλματα. Επίσης, μετά την ανάπτυξη ενός εμπεριστατωμένου λειτουργικού ορισμού του, αναπτύχθηκε και μια έγκυρη και αξιόπιστη μέτρηση του ανταγωνιστικού πλεονεκτήματος, η οποία δύναται να χρησιμοποιηθεί σε εμπειρικές έρευνες και έλλειπε από τη σχετική βιβλιογραφία. Επίσης, αναπτύχθηκε μια νέα μέτρηση βάσει αντιληπτότητας της έτερης πιο σημαντικής έννοιας στο γνωστικό αντικείμενο της στρατηγικής διοίκησης, δηλαδή της επιχειρηματικής επίδοσης, καθώς και μια νέα μέτρηση βάσει αντιληπτότητας της πιο σημαντικής έννοιας στο γνωστικό αντικείμενο της χρηματοοικονομικής διοίκησης, δηλαδή της χρηματοοικονομικής απόδοσης. Επιπρόσθετα, τα συμπεράσματα από α) τoν έλεγχο ερευνητικών υποθέσεων σχετικά με την αντίληψη των διοικητικών στελεχών για το ανταγωνιστικό πλεονέκτημα, β) τις σχεσιακές περιπτώσεις μεταξύ του ανταγωνιστικού πλεονεκτήματος και της ανώτερης επιχειρηματικής επίδοσης, γ) τη μορφή της αγοράς και του επιχειρηματικού περιβάλλοντος ως προϋποθέσεις για τη θεμελίωση ανταγωνιστικού πλεονεκτήματος και δ) τη δυνατότητα της χρηματοοικονομικής απόδοσης, με βάση τόσο τους παραδοσιακούς λογιστικούς δείκτες όσο και τις ταμειακές ροές, να εκτιμήσει την επιχειρηματική επίδοση, συμβάλλουν στην εξέλιξη της θεωρίας στα γνωστικά αντικείμενα της στρατηγικής και χρηματοοικονομικής διοίκησης και παρέχουν χρήσιμες οδηγίες προς τα ανώτερα διοικητικά στελέχη που είναι επιφορτισμένα με τη χάραξη της ανταγωνιστικής και χρηματοοικονομικής στρατηγικής της επιχείρησής τους.

Introduction. Amidst the dynamic changes in the competitive environment, strategic management of innovative development is a decisive factor in ensuring the stability and sustainable development of industrial enterprises. Despite the importance of innovative development, many enterprises face problems implementing an effective innovation strategy and lacking an innovative culture due to successfully managing projects with a high share of research and development (R&D). Aim and tasks. This study aims to analyse the factors that influence the effectiveness of strategic management in the innovative development of industrial enterprises and to form a case for modelling business processes by assessing the cost component of R&D and its components. Results. The results of the study show that sustainable development of an industrial enterprise is possible under conditions of high-quality strategic management (“Technology Roadmapping” of industrial innovations and the “Open Innovation” model). The effectiveness of strategic management in the development of an industrial enterprise depends on factors such as the development of an innovation culture, investments in innovation processes, the ability of the enterprise to adapt, and the availability of information necessary for making strategic decisions. According to the results obtained in Ukraine, there is an increase in the volume of spending on scientific experiments and developments by 2.1% in 2022 compared to 2018, while spending on applied research increased by 35.3%, with a decrease in spending on scientific experimental developments by 13.1%. According to the results of calculating the correlation coefficient, it was found that there is a close relationship (0.913) between the cost of implementing innovations in production and the cost of R&D, which is the basis for coordinating the modelling of scientific and technical activities and business processes at the regional economy level. Conclusions. During this research, the features of creating a technological map of innovation at an industrial enterprise were considered, and the open innovation model was adapted to the operating conditions of an industrial enterprise. Considering that the innovative basis of industrial content is formed in different regions of Ukraine with different dynamics, a recommendation was made regarding using interregional cooperation tools to form economic models for the sustainable development of industrial enterprises.

It is possible to understand strategic planning as a process consisting of defining a vision of the future, systematically analysing opportunities and threats in the external environment, as well as strengths and weaknesses of the organisation to develop strategies and actions that contribute to achieving this vision. Strategic management relies on strategic administration and planning, with some administrative aspects added during its implementation, such as organisational change, human resources management, control, performance, and organisational effectiveness. A factor of great importance for the success of strategic management is the strategy implementation process. However, the models of organisational change developed in recent years are designed to manage general changes in organisations and do not have a specific approach to managing and implementing strategic planning and the changes caused by it, i.e., they are not models with a direct emphasis on strategic management. The article aims to define the concepts of strategic planning and management, analyse strategic planning models, and determine strategic problems of developing a model of organisational change. In the course of the research, we defined the concepts of strategic planning and strategic management by analysing the theoretical approaches of various authors. As a result of the analysis, we concluded that strategic management, in which the structuring basis is strategic planning and strategic administration, in its implementation added some administrative aspects, such as system thinking, integrated control, change management, organisational learning, performance, and organisational effectiveness. The article proposes a model of organisational change for efficient implementation of an organisation’s strategic planning. Thus, the strategic planning process requires a model of organisational change that will ensure its successful implementation. The proposed strategic planning process and the associated model of organisational change should be subject to constant refinement and improvement, both in theory and their application, to a particular organisation. Keywords: strategic planning, plan, management, organisational change, strategic management.

Introduction. The paper deals with the problem of improving strategic management of sustainable development of industrial enterprises. The shortcomings of the strategic management of Ukrainian industrial enterprises are due to the decline in the growth rates of the world and Ukrainian economy, the war, the specifics of the development of socio-economic relations. The purpose of the paper to study the concept of strategic management of sustainable development of industrial enterprises. Results. The main problem of the study is related to the imperfection of the strategic management of the enterprise's investment policy, which leads to a slowdown in the development of the enterprise and a decrease in competitiveness. The methodological base of the research is determined, the basis of which is: system theory, a system approach to managing the sustainable development of the enterprise, the theory and practice of modeling, strategic management, investment planning. An improved model is proposed, which determines the interdependence of strategic management of investment policy and sustainable economic development of the enterprise, and an algorithm for managing the process of developing an investment strategy of an industrial enterprise is presented. This mechanism takes into account the main indicators of sustainable development of an industrial enterprise. The mechanism of strategic management, which has a complex nature, is considered. The management of the enterprise is oriented towards serious transformations, takes into account the proposed methods and tools of formation and management of investment capital of an industrial enterprise in conditions of uncertainty. Conclusion. It has been proven that the use of more advanced mechanisms for the development and management of the organization's strategic activities allows the company's management to improve management processes, make the best decision regarding the choice of strategy and the amount of investment resources necessary to achieve the sustainable development of an industrial enterprise.

The war in Ukraine has caused significant destruction of infrastructure and socio-economic development, including tourism. The regeneration of local tourism requires effective practical management support. Models for the post-war recovery of the tourism industry in Ukraine should take into account the specifics of destinations and the peculiarities of developing their potential in crisis conditions. The purpose of the study is to analyze the directions of state support for the popularization of local tourism and increase the motivation of travelers to travel to national destinations. The methodology was compiled using analytical and synthetic methods, comparison, generalization, systematization, and abstraction, in order to identify cause and effect relationships, define the main criteria and definitions, determinants, and preconditions. The theoretical and methodological basis of the study was formed from relevant primary sources from publications indexed in leading databases (Scopus, Web of Science), as well as statistical information. The criteria for inclusion and exclusion of publications were the spatial and temporal indicator and the level of information reliability. The study is devoted to the actual problems of regional tourism development in the crisis conditions of war and post-war recovery. The article considers the possibilities of regeneration of local destinations in Ukraine in accordance with international quality standards. The main models of state support for the popularization of local tourism are considered. The instruments of financial incentives for the popularization of local destinations, such as preferential taxation, investment attraction, grants and subsidies, are analyzed. It is proved that the use of innovative marketing technologies allows expanding the client audience, increasing the level of trust and loyalty of travelers, and developing a positive image of destinations. The importance of creating favorable conditions for the development of small businesses and startups in the tourism sector, as well as the implementation of public-private partnership projects, is substantiated. In future research, it is advisable to focus on the development of practical tools for implementing state support for the tourism business, based on the practices of the European community, which will stimulate the intensive development of destinations.

Strategic Management has attracted the interest of numerous experts and practitioners, as well as Islamic education experts and practitioners. In addition, they believe that strategic management may help Islamic educational institutions carry out their operations, hence it is assumed that strategic management is fully applied in Islamic educational institutions. This study seeks to investigate and clarify the notion of strategic management in the context of Islamic educational institutions. This study concludes that the (conventional) strategic management concept cannot be fully implemented in Islamic educational institutions because the conventional strategic management concept is constructed within a business context, emphasizing the significance of competitiveness and obtaining returns above the average competitor. This study provides a new concept of strategic Islamic management for Islamic educational institutions, based on the premise that collaboration is more fundamental than competition, and that maintaining organizational sustainability and the quality of education given requires excellence (ihsan).

The article focuses on the evolution of strategic development management models in organizations, from classical approaches to modern concepts of adaptive and dynamic strategic management. The main stages of the development of strategic management as an independent managerial discipline are examined, beginning with long-term goal planning in the 1950s and culminating in the emergence of integrated strategic management systems in the 21st century. Key theoretical approaches and practical models that have shaped the evolution of strategic management are analyzed, including the BCG matrix, Porter’s model, strategic alliances, ecosystem thinking, and digital transformation. Special attention is given to the evolution from linear planning models to adaptive management systems, which can respond to rapid changes in the external environment. The impact of globalization, technological revolutions, and uncertainty on the transformation of strategic models is explored. Contemporary trends in strategic management are revealed, including the Blue Ocean Strategy, dynamic capabilities, platform-based business models, and sustainable development. The article analyzes the challenges faced by modern organizations in the context of digitalization, climate change, and social responsibility. Methodological approaches to integrating ESG principles (environmental, social, and governance factors) into the strategic models of modern corporations are systematized. The article examines the nuances of strategy formation in the VUCA world (volatility, uncertainty, complexity, and ambiguity), which necessitates a shift from deterministic to probabilistic forecasting models. The role of big data, machine learning, and artificial intelligence in transforming strategic analysis and decision-making processes is also considered. Promising directions for the development of strategic management models are identified, considering the needs of the knowledge economy, the circular economy, and the concept of stakeholder capitalism. The research results can be utilized to enhance the theoretical foundations of strategic management and to develop effective strategic development management models in a turbulent business environment. Keywords: strategic management, development models, management evolution, adaptive management, digital transformation, dynamic capabilities.

Purpose: Strategic management has been developing in business theory and practice for over 50 years. Presently, it constitutes the main area of research interest in management science. The contemporary conditions of business operations create new challenges for strategic management, such as the use of dynamic capabilities in strategy building, relational strategies, networking of organizations, technology development and automation of processes, and global strategies. These challenges are often referred to as neostrategic management. The purpose of this publication is to present the findings of research concerning new strategic management concepts and challenges. Methodology: The main research method of this article was a narrative literature review. On the basis of the research, the development of the concepts as well as contemporary trends and challenges of strategic management were characterized. There is also a synthesis of the problems and research results presented in the articles in this special issue of JEMI. Findings: Various schools and approaches to strategy formulation have been created. They indicate different factors that allow for success in strategic management such as: setting long-term goals, selection of programs and their execution plans (planning school); connection of the enterprise with the environment (evolutionary school); focusing attention on competitive advantage and achieved performance (position-based school); focus on one’s own resources and competences (resource school); use of opportunities and creating innovation (simple rules school); selection of the best option and orientation in business management (real options school); or eclectic perspectives, integrating the listed approaches. The strategic management concept has two dimensions. The first dimension is related to the emergence of subsequent, new strategic management concepts, which often hark back to the previous schools and approaches. The second dimension of development applies to operationalization and adjustment of the previous concepts to the changing conditions. Implications for theory and practice: The paper characterizes the research results presented in the articles included in this JEMI issue. They deal with various problems and challenges in the field of strategic management, such as the relationship between market dynamics, market orientation and performance of enterprises; the innovativeness of companies as a contemporary strategic orientation of companies; the strategy implementation and the management of the organization change; problems of strategic management of the development of the city. Originality and value: The problems presented in the study relate to challenges and new concepts in strategic management. They enrich the existing knowledge on the development of strategic management, and also create inspiration for further research in this area.

Learning outcomes The learning outcomes are as follows: to use advanced frameworks and tools to convey complex ideas related to strategy and sustainable business practices; apply relevant concepts and theories of corporate social responsibility and governance to a practical situation while making decisions; demonstrate understanding of the importance of stakeholders when developing socially responsible thinking; and analyze the different strengths and weaknesses of the organization when making a decision that would affect the company strategy. Case overview/synopsis Claire Humphry was the General Manager at the renowned The Nacre Hotel in Penang, Malaysia. Claire had a very busy job as she had many people who reported to her, and the hotel was always full of guests. One of the things Claire also managed was the restaurant OceanSound that was owned and operated by her hotel. OceanSound was a very thematic restaurant that specialized in making sculptures of food for special events. On the New Year’s Day in 2023, Claire came to work ready to tackle what was sure to be a long and busy day. However, Claire had not anticipated exactly how taxing the day would end up being. During Claire’s talks with her colleagues throughout the day, her conversation with her friend, the head chef of OceanSound, Poh, would nag at her head for the rest of the day based on the events that followed. The New Year’s special sculpture at OceanSound was to be a large rabbit made of cake to commemorate 2023 being the year of the rabbit according to Chinese zodiac. This is usually kept secret until the sculpture is revealed; but somehow this information had been leaked. This led to The Nacre Hotel and OceanSound being in the spotlight for bad reasons as this sparked a debate online regarding food wastage. This escalated quickly and even led to a famous food influencer commenting on this using specifically The Nacre’s name. Activists also quickly emerged in front of the hotel to protest the creation of sculptures and the food wastage in Malaysian hospitality industry, seeking to make an example out of The Nacre Hotel. The online criticism died down and was eventually replaced by praise for the sculpture. The activists were also eventually asked by the hotel security to leave, which led to the rest of the day to go as expected for a New Year’s Day at The Nacre. However, Claire’s nagging suspicion that they were not out of the woods led her to start looking into food wastage in the hospitality industry in Malaysia to educate herself and bring it up in a future meeting. Two days after this incident, on January 3, 2023, Claire found The Nacre Hotel posted on the newspaper headlines, dissecting the food wastage associated with the hotel now. After getting an urgent phone call from the Regional Manager, who was pressured by the board and shareholders, Claire decided the time to address this issue could not be delayed any longer. She wrote an email to her strategy team to come up with some ideas for possible solutions to the issue and to present them in a group meeting within a week’s time. At the conclusion of the meeting, Claire was contemplating about the decision that she had to make if she wanted The Nacre Hotel to continue operating successfully in Malaysia’s hospitality industry. Complexity academic level The main theoretical concepts illustrated in the case include corporate governance approaches, types of corporate social responsibility, stakeholders’ prioritization, organizational culture, organizational structure, industry analysis and strategic choices. Therefore, this case study can be used in a upper-level undergraduate business courses in the field of Strategic Management and Corporate Social Responsibility. The case study can be successfully used in a capstone course on Business Policy and Strategy, when tackling the concepts of corporate social responsibility, environmental sustainability strategy and corporate governance. Under this scenario, the usage of conceptual frameworks from Chapters 2 and 3 of the textbook titled “Concepts in Strategic Management and Business Policy: Toward Global Sustainability” by Wheelen and Hunger would be required. This case study can also be successfully applied to MBA level courses on Strategic Management in a Globalized World. In this case, the latest edition of the textbook titled “Exploring Strategy” by Whittington et al., could be used (particularly, the material from Chapters 2–9, 11, 14 and 15). Additionally, the case could also be used in courses related to Tourism and Hospitality, especially in schools which have specialized programs in this field. Supplementary material Teaching notes are available for educators only. Subject code CCS 12: Tourism and Hospitality.

The purpose of the article is to identify the interconnection between the development of technological paradigms and strategic management concepts in evolutionary dynamics of social transformation, to reveal the role of balanced development in transforming strategic management, and to assess the prospects for implementing modern approaches based on the integration of economic, environmental, and social aspects under the risk. The methodological foundation of the research comprises general scientific and specific methods and approaches that ensure the comprehensiveness and reliability of the results obtained. A systems approach was used to explore the theoretical foundations of the evolution of strategic management, analyze the interrelation between technological paradigms and the integration of balanced development principles into the formation of strategies for industrial enterprises. Historical analysis methods were applied to trace the key stages in the development of strategic management and to determine their features in the context of socio-economic and technological changes. Methods of analysis and synthesis were employed to systematize approaches and identify the specific features of strategic management at various stages of its development. Comparative methods were used to analyze modern trends and digital transformation in strategic management, allowing the assessment of the impact of innovative technologies, such as big data, artificial intelligence, and digital platforms, on the efficiency of enterprise strategies. Future trends in strategic management development were forecasted using basic scenario analysis, enabling the prediction of the harmonization of humanity and technology as a new stage in the evolution of management concepts. This methodology provided a comprehensive study of the problem and facilitated the development of recommendations aimed at improving the strategic management of industrial enterprises in the context of globalization and increasing sustainability requirements. The article examines the evolution of strategic management concepts in the context of the balanced development of industrial enterprises. A spiral model was developed, whose application allowed the systematization of key stages in the development of strategic management, with each turn integrating the achievements of previous stages and adapting to new technological, economic, and social challenges. The analysis of the relationship between technological paradigms and strategic management concepts demonstrated the influence of scientific and technological progress, socio-economic changes, and globalization on the transformation of management practices. The role of balanced development in transforming strategic management is revealed, as evidenced by the harmonization of economic, social, and environmental factors at each stage. Special attention is paid to the periodization, starting from the emergence of strategic management to the digital transformation and the predicted integration of humanity and technology in the future. It was shown that balanced development gained relevance during the phase of expanding approaches and became a key element of strategies from the 2000s. The role of balanced development and its impact on strategic management are disclosed in terms of ecological, social, and economic factors ensuring the long-term sustainability of enterprises. The results of the study allow the formulation of a new methodological framework for analyzing changes in strategic management in the context of globalization, digitalization, and increased sustainability requirements. This provides a deeper understanding of the evolution of management concepts, whose adaptation to modern challenges can be considered an important area of scientific and practical research. Unlike existing studies that consider balanced development as a separate aspect of strategic management, this article develops a spiral model for analyzing the evolution of strategic management concepts in close connection with the principles of balanced development. The proposed approach integrates the achievements of each stage in the development of strategic management while accounting for economic, social, and environmental challenges. In contrast to approaches focusing solely on economic factors, this study correlates the evolution of strategic management with technological paradigms, offering a new perspective on the influence of scientific and technological progress on economic behavior and integrating the principles of balanced development into the formation of industrial enterprise strategies under risks. The practical significance of the research lies in the development of approaches to integrating the principles of balanced development into the strategic management of industrial enterprises. The proposed spiral model enables the harmonization of economic, environmental, and social goals, promoting the long-term sustainability of enterprises in the dynamic conditions of the modern environment. The results of the study aim to support the formation of strategies focused on the balanced use of resources, reduction of environmental impact, enhancement of social responsibility, and adaptation to global challenges.

Topicality. The relevance of the study is due to the transformative influence of digitalisation on the hospitality industry, which is turning it from a traditional sphere into an innovative ecosystem. In the context of global competitiveness and dynamic changes in consumer expectations, digital transformation becomes not just an optional opportunity, but a strategic necessity for hospitality enterprises. This transformation provides tools for optimising business processes, personalising services, expanding market niches and strengthening competitive positions. Therefore, research into the conceptual mechanisms of the digital transformation process is critically important for understanding and effectively implementing digital innovations, which will ensure sustainable development and competitiveness of hospitality industry entities in current conditions. Aim and methods. The aim of this article is theoretical and methodological grounding of the conceptual foundations of digital transformation mechanisms in the hospitality industry of Ukraine. The research methodology involves the use of analytical, theoretical, socio-cultural conceptual methods and principles of dialectical methodology based on, particularly, the principle of comprehensive consideration of the subject, the principle of logic and the principle of development. The methodology applied makes it possible to identify and substantiate the specifics of conceptual digital mechanisms in the aspect of transformational processes in the hospitality industry. Results. The theoretical and methodological basis for the conceptualisation of digital transformation, which will contribute to the sustainable development of the Ukrainian hospitality industry in the context of global digitalisation of economic processes, is revealed and grounded. The accent is made on the tourism sector as a driver of the formation and development of the “Hospitable Ukraine” brand. Conclusions and discussion. It is proved that to achieve the competitiveness of enterprises, a concept of implementing creative digital technologies is necessary in order to ensure the sustainable development of the hospitality industry in the sectoral interaction. It is substantiated that the effective implementation of digital technologies in the activities of enterprises should be based on clearly defined principles that will ensure the systematicity and effectiveness of the digital transformation process based on the customer orientation. It is emphasised that such a process involves the creation of a personalized digital experience, ensuring the convenience of interaction through various communication channels and the formation of certain offers based on the analysis of data on customer preferences, through the prism of the integration of internal systems with external platforms (global booking systems, payment systems, partner services), ensuring the competitive functioning of the hospitality industry as a single ecosystem. The scientific novelty of the obtained results is to form and ground a strategy for effective digitalisation as a comprehensive model for transforming the hospitality industry, which includes interrelated technological, operational and strategic levels, for each of which key components, tools and expected results of implementation in the Ukrainian hospitality industry are identified. The practical significance the obtained results are reflected in the offered ways to improve the hospitality industry of Ukraine in the aspect of digital transformation, which involves a systematic approach to implementing innovative solutions at three levels, namely: technological, business process level and strategic.

This chapter evaluates some of the debates that surround the concepts of strategy and strategic management, and their relationship with human resource management (HRM). It examines the concepts of strategy and strategic management and explains their origins. It looks at how perspectives of strategy have changed over time. Then, it considers issues associated with strategy, indicating levels of strategy and different perspectives on the strategic process. Lastly, it addresses the question on how strategy is related to HRM and the concept of strategic alignment.