Aspects Of Strategic Management Research Articles

ACTUAL ISSUES OF REPRODUCTION OF FIXED ASSETS OF DOMESTIC ENTERPRISES

The article touches upon topical issues of reproduction of fixed assets of domestic enterprises in terms of their accounting, audit and strategic aspects of management. The study emphasises the necessity of constant renewal of fixed assets to ensure competitiveness, increase of labour productivity and quality of products. The main purpose of the study is to identify the key problems of managing the reproduction of fixed assets and formulate ways to solve them. To achieve the research objective, the methods of analysis and synthesis, comparative analysis and empirical methods were used. The paper emphasises the importance of improving accounting and auditing, considers the concepts of physical and moral wear and tear, as well as depreciation of fixed assets. It is determined that improving the depreciation policy is an important factor in increasing the investment activity of business entities. It is substantiated that internal audit plays an important role in providing reliable information on the process of reproduction of fixed assets, which contributes to the effective management of enterprise resources. The author defines the tasks of internal audit, including verification of the correctness of recognition and assessment of fixed assets restoration costs, reliability of information on depreciation charges, depreciation and residual value of fixed assets, control over accounting of lease transactions and transactions with investment property. The publication also discusses the strategic aspects of fixed assets reproduction, emphasising the importance of an innovative approach to improving the competitiveness of enterprises. It is noted that the implementation of innovative reproduction requires an integrated approach, including the construction of a mechanism that ensures the orientation of the market and the macroeconomic model of management to innovative forms of reproduction of fixed capital. The article pays special attention to the problems of financing innovative projects and cooperative technological chains. The article concludes by emphasising the need to form a comprehensive mechanism at the macro level, focused on the priority reproduction of fixed asset systems using the latest technologies. The paper emphasises the importance of creating a unified system of innovation and investment activities of enterprises, taking into account the interests of all participants. It stresses the expediency of using both market and non-market incentives for the reproduction of fixed assets, which will facilitate the production of competitive products and ensure the sustainable development of enterprises in the market.

Аспекти стратегічного спрямування діяльності підприємств

The article examines aspects of the strategic direction of enterprise activity. We proceed from the fact that the enterprise, by definition, is a purposeful, open system that exchanges goods and material values, energy, and information with the external environment. Pay attention to the strategic direction of the enterprise’s activities from the point of view of its management to maintain its level of system excellence, particularly system potential and the ability for sustainable development. The management of domestic enterprises still perceives most aspects of strategic management as formal processes that are declared but, in fact, still need to form the basis of the enterprise’s activity and, accordingly, reduce the potential for achieving long-term sustainable results in practice. If the management of the enterprise does not deal with these issues, then the staff, depending on the system of their values and culture as a way of life, will consider their work at the enterprise within the scope of their activities. More likely, only from achieving their own goals and satisfying personal interests. The most attention is paid to the task of the enterprise’s mission as an element of a set of strategic targets. However, there is currently no single approach to developing the company’s mission. Considering the list of elements of the mission and choosing those that are most relevant from the point of view of the current system state of the enterprise in the context of its strategic direction is directly reflected in the choice and implementation of the approach to the formation of the mission of the enterprise. The functioning of the enterprise in the direction of the defined mission becomes possible thanks to the establishment and achievement of the goals of its activity. At that time, the goal is a specific state of the desired result in the future, which the company seeks to achieve. The mission of the enterprise and the strategic goals of activity arising from it allow the enterprise to coordinate the level of system potential, harmonizing its ambitions with the state of the external environment in which it operates. The target orientations are the basis of the strategic direction of the enterprise’s activity and determine its future desired state, in particular, the possibility of being potentially competitive in market conditions in the long term. Also, they enable the company’s management to look from the future into the present and determine what actions must be performed by everyone inside the company today to achieve a particular state in the future. In general, it can be said that the task of targeting strategic landmarks allows the enterprise to acquire such characteristics that provide it with the possibility of long-term effective functioning in a highly competitive market environment. In this regard, it is relevant to consider the approaches to the task of target strategic orientations of the enterprise, which exist today in foreign and domestic theory and practice of strategic management. Keywords: strategic management, strategic guidelines, enterprise, strategic direction.

BUSINESS RELOCATION: STRATEGY OF FURNITURE ENTERPRISES

The article considers an important aspect of strategic management in the field of furniture production. The authors focus on the problem of transferring production and business, taking into account the modern challenges and opportunities that arise in the context of globalization and changes in the world economy. Through an analysis of the causes and consequences of relocation, the article provides readers with insights into the strategic decisions needed to successfully transition furniture businesses to new locations. Factors such as cost reduction, access to new markets, and technological capabilities that drive companies to make such strategic decisions are considered. The segment of the furniture market is analyzed and statistical data on relocated and operating enterprises are provided. This article is aimed at specialists in the field of management, researchers and practitioners who are interested in the aspects of strategic development of the furniture business in the conditions of the modern economic environment.

Национальное богатство как объект стратегического управления социально-экономическим развитием государства

The article continues a series of publications devoted to the constitutional and legal aspects of strategic management of socio-economic development. Economists propose to consider national wealth as an object of strategic management, but economists and lawyers understand this category differently. The article analyzes the components of national wealth, reveals their constitutional and legal specifics, suggests ways to harmonize the approaches of economists and lawyers, describes the forms and methods of strategic management of such an object, existing conflicts and approaches to their resolution.

Strategic Management of Small and Medium-Sized Enterprises - Is There Space for Functional Strategies?

Based on strategic management principles, it is reasonable to assume that lower-level units within the organizational structure, such as business and functional levels, will be carrying out the strategies. However, such organizational units should be considered not only as decision implementers, but also as strategists and program developers for the areas of activity in which they operate. Managers at the functional level solve problems related to setting goals and objectives in areas such as marketing, resource allocation, finance, production, and accounting. There is a lack of research on functional strategies, emphasizing the need for additional studies and publications. The goal of this paper is to outline significant elements of functional strategies, with a particular emphasis on their distinctiveness in comparison to other strategic aspects of management in small and medium-sized enterprises (SMEs). Additionally, the paper aims to explore the feasibility of implementing such strategies within these enterprises. The study seeks to accomplish its objectives through the utilization of theoretical deduction, in conjunction with the analysis of data derived from a concise survey of SMEs and pertinent practical illustrations. From a scientific perspective, the study's findings are predominantly positive rather than normative-regulatory in nature.

Стратегическое управление социально-экономическим развитием: конституционно-правовые аспекты

The article opens a series of publications devoted to the constitutional and legal aspects of strategic management of the socio-economic development of the state. The time is passing when in Russia “planning” was considered incompatible with market relations, despite the fact that it has long been implemented in countries with market economies, and is sometimes enshrined constitutionally. Although the turn to strategic planning in Russia is usually justified by economic considerations, there are also constitutional and legal arguments. The idea of creating a strategic management system is connected with the fact that all the concepts and development strategies adopted over the past decades turned out to be largely unfulfilled, and many of the provisions contained in them were initially incorrect; The adoption of the law on strategic planning, which was criticized by experts for producing a stream of poorly consistent documents, did not improve the situation. Creating an effective strategic management system requires a clear definition of the subject, object, management tools, as well as its stages, modeling, resource support and apparatus for assessing the results achieved. This article examines the stages of strategic management from a constitutional and legal position, in particular, it is proposed to provide two additional initial stages that bring the process into greater compliance with both the theory of systems management and the basic constitutional provisions; the concept of “algorithmic modeling” is revealed; a conflict is revealed between the legal force of goal-setting documents of strategic planning and other acts, including those fixing its resource provision, as well as the problem of insufficient coherence of policies implemented both by different bodies (and other subjects) at the same level of public authority, and at its different levels ; ways to resolve relevant problems and conflicts are proposed. The regulatory and legal aspects that require consideration when developing an apparatus for assessing the results of strategic management are revealed, and the feasibility of moving to target indicators that are more consistent with modern ideas about development is considered.

СТРАТЕГІЧНЕ УПРАВЛІННЯ БІЗНЕС-ПРОЦЕСАМИ ПІДПРИЄМСТВА НА ОСНОВІ РІВНЯ ЙОГО ЕКОНОМІЧНОЇ БЕЗПЕКИ

The purpose of the article is to study the identification of theoretical and practical aspects of strategic management of business processes of a modern enterprise based on the level of its economic security. For this purpose, the importance and necessity of taking into account the level of economic security of the enterprise for determining the further strategy of the development of a modern enterprise is outlined; analyzed the financial and economic results of the investigated enterprise and determined the level of its economic security; the factors and factors forming the current level of economic security of the enterprise under study are determined; to develop a strategy for the further development of the enterprise under study, taking into account the current level of its economic security. 
 It has been established that the economic security of a modern enterprise is formed under the influence of various factors of the macro- and microenvironment, which are dynamic in nature and determine its level. In this regard, the formation of the strategic development of the enterprise should be based on the current level of its economic security and be formed in the context of the prospects of protecting the enterprise from threats to its economic security. 
 As part of the conducted research, the main factors and factors shaping the level of its economic security have been established for "Solodka Mriya - Vinnytsia", and on the basis of this, an appropriate strategy for further development - a growth strategy - has been proposed. Within the framework of the proposed strategy, it is recommended to strengthen the technical and technological component, which will ensure the development of production and increase the efficiency of managing the economic security of the company under study.
 The scientific novelty of the conducted research is that: the system of strategic development of the investigated enterprise, which is based on the current level of its economic security, has been improved; received further development of the complex of strategic management of the investigated enterprise, taking into account its features and factors of economic security.
 The practical value of the obtained results is determined by the practical application of the proposed strategy for further development and a set of practical recommendations for increasing the level of economic security for "Solodka Mriya - Vinnytsia".

Strategic management of intellectual property for technology as an object of civil law relations

Strategic management of intellectual property for technology as an object of civil law relations

STRATEGIC MANAGEMENT OF TRANSPORT ENTERPRISES IN THE CONDITIONS OF DIGITALIZATION OF SOCIETY

Abstract. The article presents aspects of strategic management. The scientific opinion of the conceptual apparatus "strategic management" has been studied. Defined own opinion on strategic management in the conditions of digitalization. Formulating strategies that take into account the opportunities and challenges of digital transformation, including the introduction of new technologies, the development of digital products and services, as well as changes in the way of interaction with customers and partners. The article examines aspects of the modern information space. The impact of digitalization on the activities of transport enterprises is determined. The transport industry can easily be classified as one of the areas of economic activity that is most amenable to digitalization. It has been proven that the strategic management of transport enterprises in the conditions of digitalization of society and the war in Ukraine can have a significant impact on their activity and development. Based on this, a model of strategic management of the development of transport enterprises in the conditions of digitalization was proposed. This model will allow transport enterprises to effectively use digital technologies to optimize processes, improve customer service and ensure competitiveness. Keywords: strategic management, transport enterprises, digitization, digitization, Internet space.

THE MANUFACTURING COMPANY MICROWORLD AS A STRATEGIC MANAGEMENT TOOL. THE EFFICIENCY IN ORDER FULFILLMENT

The main objective of the research was to assess the usefulness of manufacturing company simulators as tools supporting leadership in strategic management. A management simulator was built on the convention of the Systems Dynamics method. The research was carried out in three production companies located in the Podkarpackie Voivodeship in Poland. Through meetings with leaders and workers, a simulation model of the system of basic processes of a manufacturing company was built. The resulting model was the basis for developing the architecture of the manufacturing company simulator (microworld). While working with the simulator, the main focus was on efficiency in order fulfillment. The research shows that it is possible to identify the norms controlling the system that directly affect changes in the above aspect of strategic management.

Seinfeld on Resources: Causal Ambiguity, the Perils of Imitable Resources, and the Durability of Resource-Based Advantages

Teaching the foundational aspects of strategic management, particularly applications and extensions of the resource-based view and the topic of sustained competitive advantage, can be difficult. This article explains how instructors (in strategy, marketing, entrepreneurship, and so on) can use an episode from the iconic sitcom Seinfeld to teach students how to compete with and against advantages protected by causal ambiguity while not falling prey to the temptation to focus on easy-to-copy resources when trying to build a sustained competitive advantage. This article explains how novice and seasoned instructors alike can use this episode—whether they teach the logic of the resource-based view (RBV) through the common VRIO approach or not. A few brief clips from episode entitled “The English Patient” follow George Costanza in his quest to discover how a “short, stocky, dimwitted bald man” such as himself could be (temporarily) viewed as someone attractive to the mysterious Danielle, a seemingly unattainable, articulate, well-dressed woman.

Developing a corporate strategy as a vital aspect of strategic management in an aviation enterprise

The aviation industry, as one of the key sectors of the global economy, is subject to constant changes and challenges, demanding effective strategic decisions from companies in this sector. This article examines the key elements of organizing the process of developing corporate strategies for airlines. The paper outlines a series of organizational and managerial steps aimed at facilitating the successful execution of the established set of actions directed towards achieving the objectives of the strategic management initiative. Additionally, the article addresses the challenges that aviation enterprises may encounter during the development and implementation of their corporate strategies, including global competition, evolving regulatory requirements, and environmental considerations.

STRATEGIC MANAGEMENT OF REPRODUCTION OF FIXED ASSETS OF ENTERPRISES IN THE CONTEXT OF THE DYNAMIC ECONOMIC ENVIRONMENT

The article substantiates key aspects of strategic management of reproduction of fixed assets of enterprises in the context of dynamic economic environment. It is determined that the assessment of the efficiency of reproduction and use of fixed assets of the enterprise in the context of strategic management is important for various reasons: - fixed assets form the material basis of production capacities of enterprises, they are necessary for the implementation of production activities and the creation of goods and services; - fixed assets used in the non-production sphere contribute to the improvement of the level of science, culture, health care and social development of society; - improvement of the quality composition of fixed assets is a prerequisite for increasing labor productivity, modern technological means and equipment can increase production capacity, reduce production costs and improve product quality. The key approaches to the classification of indicators for assessing the efficiency of the use of fixed assets are analyzed, the evaluation of which allows to identify opportunities for optimizing their structure. Reserves for improving the efficiency of the use of fixed assets have been identified, including various opportunities and strategies that an enterprise can use to optimize and improve the management of its assets The features of the formation of the strategy of management of fixed assets are substantiated, which should contribute to increasing the efficiency of use of assets, reducing costs and ensuring the sustainability and competitiveness of the enterprise. It is determined that the strategy of management of fixed assets of enterprises in the modern dynamic economic environment requires an integrated and systematic approach, taking into account many factors and constant adaptation to changes. It is substantiated that strategic management of reproduction of fixed assets becomes a key advantage that helps enterprises to remain stable and competitive in the face of uncertainty, but requires them not only to respond to changes, but also to actively manage them, determine priorities and constant readiness for innovation.

Іmprovement of the methodical approach to the analysis of the efficiency of management of the material and technical base of the hotel establishment

Rational management and constant updating of the material and technical base are important tasks for any business entity in the hotel sector. The subject of research in the article is the management of the material and technical base of the hotel industry. The purpose of the article is to generalize the theoretical and methodological approaches to the essence, composition and analysis of the effectiveness of management of the material and technical base of a hotel and to substantiate on this basis an improved methodological approach to the assessment of the effectiveness of its management. Research methods: analysis, synthesis, generalization, systematization, comparison, induction, deduction, abstract-logical method, graphical and tabular methods (for a visual representation of the analyzed material). The following results were obtained: the main approaches to the essence of the concepts "material and technical base of the hotel industry" were analyzed and their differences were established. Scientific approaches to the structuring of the material and technical base of the hotel are considered. The requirements for the material and technical base for various categories of hotel establishments according to DSTU 4269:2003 were analyzed. Differences in the requirements for the material and technical base for various categories of hotel establishments according to the Standard "EEIG EU for hotels" have been determined. The main problems of the modern state of the material and technical base of the hotel industry in Ukraine were summarized. An analysis of the scientific literature on the available methodical approaches to the analysis of the effectiveness of the management of the material and technical base of the hotel was carried out. It showed the lack of an established methodology for researching the effectiveness of formation and use in the effectiveness of hotel management, the focus of scientists on the diagnosis of certain aspects of the management of the material and technical base: the analysis of strategic aspects of management, the analysis of indicators of the use of fixed assets or current assets, the evaluation of the hotel's operational program, etc. Conclusions: the conducted research made it possible to substantiate the author's method of managing the material and technical base of the hotel establishment, which includes nine stages, and allows for a comprehensive analysis of the effectiveness of the management of the material and technical base of the hotel establishment from the standpoint of compliance with the requirements of the regulatory framework, the rationality of the management organization, evaluation indicators of the effectiveness of formation and use, analysis of losses of the establishment due to downtime, assessment of guest satisfaction with the material and technical base, which will allow identifying existing shortcomings, link strategic and current management tasks, develop appropriate management solutions to eliminate the identified problems and carry out their economic evaluation.

STRATEGIC MANAGEMENT IN TOURISM: KEY ASPECTS

Purpose. Tourism is a powerful modern industry and its popularity is growing rapidly. At the same time, the industry is highly competitive, and tourism business enterprises must take into account all the risks inherent in the modern global economy in order to succeed. Strategic management plays a vital role in achieving this differentiation. The purpose of this article is to research modern approaches and key aspects of strategic management in tourism. To achieve this goal, a research methodology was used, which included the analysis of relevant literature and data on the tourism market. Method. In this study, an analysis of scientific sources, studies and publications related to strategic management in tourism was carried out. Modern approaches to strategic management in tourism were analyzed, their features and methods of application were determined. To obtain practical examples, an analysis of the activities of leading companies in the field of tourism was carried out. Results. The main modern approaches to strategic management in tourism are defined, which include: competitive strategy, diversification, development of new markets and products, strategy of focusing on clients and development of technological innovations. It is noted that each of these approaches has its own characteristics and methods of application. Scientific novelty. Our study contributes to the existing body of knowledge on strategic management in tourism by providing a comprehensive overview of contemporary approaches and key aspects. In addition, our study highlights the importance of technology, sustainability and innovation in strategic management in tourism, which has not been covered in detail in previous studies. Practical significance. The results of our research can be used by tourism companies to develop and implement effective strategic management strategies that will help them realize their own competencies and achieve success in the global tourism industry, attract more visitors, improve service quality and increase industry profitability.

Manajemen Strategi Kerjasama Antar Provinsi Jawa Timur dan Sulawesi Utara dalam Pengendalian Laju Inflasi pada Program Misi Dagang Ekonomi Pasar

Changes in economic conditions during the covid-19 pandemic, triggered a decline in the level of the economy in Indonesia. The impact of these events resulted in a weakening of public purchasing power at large. The government is optimistic about implementing the National Economic Recovery (PEN) program, both nationally and through regional authorities specifically in East Java Province. The East Java Provincial Government took the initiative to create a trade mission program, involving cooperation between partner provinces. Through the implementation of the trade mission program, the government is collaborating with several agencies, especially the Department of Trade and Industry, regional apparatus organizations, and business actors. This study aims to identify and analyze the strategic management of the Department of Industry and Trade in developing small, medium and large industries to increase the market economy between the provincies of East Java and North Sulawesi. The method used in this research is qualitative research. Data collection used through observation, interviews and documentation. The results of the study show that the trade mission program between East Java and North Sulawesi from three aspects of strategic management, which shows the good implementation of programs such as environmental monitoring, strategy formulation and strategy implementation which play a role in reducing the market economy inflation rate. Even so it is necessary to make improvements to other aspects in order to have a sustainable impact on the implementation of the dagang mission program being carried out.

Analisis Dampak Manajemen Strategis terhadap Kinerja UMKM di Provinsi Lampung

This study aims to analyze the impact of strategic management on the performance of Micro, Small and Medium Enterprises (MSMEs) in Lampung Province. MSMEs have a significant role in regional and national economic growth, but the challenges faced by MSMEs often affect their overall performance. This study uses a qualitative approach by collecting data/information through interviews with several MSME actors/owners operating in Lampung Province. The in-depth and structured interviews focused on strategic management aspects, including strategic planning, strategy implementation, control and performance evaluation. In addition, MSME performance data is also collected, such as sales growth, profitability, operational efficiency, and market share. The results of this study indicate that MSMEs that implement strategic management well tend to achieve better performance than those who focus less on this aspect. Good strategic planning allows MSMEs to have a clear long-term vision and goals, while effective strategy implementation helps them to better face market challenges. Tight control allows SMEs to respond quickly to changing situations, and regular performance evaluations allow them to improve weaknesses and capitalize on existing potential.
 Keywords: performance, strategic management, SMMEs.

SOCIAL CAPITAL AND ORGANISATIONAL PERFORMANCE OF SOCIAL ENTERPRISE IN TUNISIA: THE MEDIATING ROLE OF SOCIAL INNOVATION

The last two decades represented a scarce discussion of social capital and its effect on social enterprises’ organizational performance in developing economies like Tunisia. The main objective of this research is to analyze the effect of social capital on the organizational performance of social enterprises working in the context of developing economies. This research tested the mediating role of social innovation in the relationship between social capital and the economic and social performance of social enterprises. A sample of 120 social enterprises was subjected to both a correlational analysis and a regression analysis. The results confirmed that all the predictor constructs significantly elucidated the consequence constructs. Mediation analysis results also confirm that social innovation mediates the association between social capital and organizational performance. This study enriches the available theory by evaluating the mediating role of social innovation, thus making a significant contribution to the prevailing theory contextualizing the social enterprises of developing economies by emphasizing the relations among social capital, social innovation, and organizational performance. The present study encourages managers and policymakers of social enterprises to give their social capital growth major consideration and to consider it an essential aspect of strategic management.

INTEGRATED DEVELOPMENT OF ENTREPRENEURSHIP OF THE AGRICULTURAL SECTOR OF THE NATIONAL ECONOMY

The article outlines the theoretical aspects and clarifies the essential characteristics of the concept of "agro-industrial integration", examines modern forms of interaction between agricultural enterprises and enterprises of other sectors of the agro-industrial complex, and substantiates the need for the creation of integrated production. It was determined that the modern agricultural and industrial complex (AIC) is an important sector of the economy of Ukraine. Almost a third of the main productive assets are concentrated in it, a fourth of the population employed in the national economy works, more than 20% of the gross social product and a third of the national income are produced, and 70% of retail turnover is formed. The theoretical and methodological basis is the works of leading domestic economists, which consider modern aspects of strategic management, investment, and innovative development of the agro-industrial complex (AIC), problems of strategic development, and economic security as an essential component of the national economy. The work uses the methods of generalization, abstraction, analysis, and synthesis. The success of the development strategy largely depends on the validity of measures to respond to changes and market expectations in the long term, that is, on the effectiveness of strategic management and the implementation of a system of measures to ensure the most rational use of strategic resources, the identification of reserves and the appropriate level of economic security. In current conditions, the level of protection is an essential factor that affects the activities of all business entities, as well as the state and dynamics of the development of the competitiveness of agricultural enterprises. Due to correctly chosen strategic orientations and timely implementation of development strategies, agribusiness enterprises can fight for increased market share and acquire new competitive advantages. The expediency of ensuring the competitiveness of the region's agricultural enterprises, and diversifying their production through creating an integrated structure, is substantiated. Keywords: strategic management, agricultural enterprise, agro-industrial cluster, agro-industrial integration, strategic directions of development.

Current aspects of strategic management of territorial entities

Current aspects of strategic management of territorial entities