Competitive Management System Research Articles

Provisions for the Formation of a Maritime Shipping Company’s Competitiveness Management System

Purpose: The aim of this paper is to build up the competitiveness management system for a maritime shipping company. Freight market is a very specific market, which includes high competitiveness and has no differences between services delivered by competitors. As a result, shipping companies are unable to use price-based and quality-based competitive approach and should use unusual competitive behavior. Design/Methodology/Approach: To buid up the competitiveness management system it is necessary to describe its features and properties to get such system integrated into current company’s business processes. Authors intended to describe the phased procedure for competitiveness management; the methodical approach for constructing such a system and features of the competitiveness management system. Findings: Every goal set by the authors, was reached and presented as a scheme and as a detailed text description of the scheme. This makes building up the competitiveness management system and its implementation much easier. Practical Implications: Results of the present research may be implemented into management practices in order to improve and increase the effectiveness of maritime shipping companies‘ competitiveness on the high competitive freight market. System can be tweaked to suit any shipping business – it is good and effective as for small one-vessel companies as well as for large corporations. Originality/Value: The main contribution of this study is the description of the methodical approach to build specific, shipping companies‘ oriented, competitiveness management system, which is partially similar to usual competitiveness management approach, although it has significant differences caused by the specifics of shipping.

Competitiveness Management in Motor Transport Enterprises

The theoretical rationale for the model of developing a strategy for competitiveness managing based on a combination of the positioning and provisions of the resource approach theory is given. The management strategy is being developed at the upper (strategic) and medium (tactical) levels. At the upper level, there is a positioning of the enterprise environmental requirements potential. At the level of individual strategic business units (SBU) – analysis by the method of M. Porter, the possibilities are determined on the basis of provisions of the resource approach. Formation of a common competitiveness management strategy is a compromise of a common strategy project with SBU enterprise strategies. The composition of the competitiveness management system of enterprise is validated: the main subsystems, their functions and interrelations between them are defined. Particular attention is paid to the management subsystem, which consists of three subsystems: structural and functional, self-development and informational and behavioral. The main functions of the decision, transforming and information controlling blocks at all management levels are defined. A model of structure of the enterprise competitiveness management system is proposed. Under strategic management, the development of functional strategies is proposed to be transferred to the upper and middle management levels. Using the matrix management structure of the functional units of the enterprise is suggested.

Strategic priorities in the industrial poultry products competitiveness management system

Worldwide globalization and the development of market relations in Russia is accompanied by toughening the competition between foreign and Russian producers. In these conditions, enterprise managers are forced to look for new ways to increase their products competitiveness, taking into account the changing market situation. As practice shows, in modern business conditions, only those solutions that are based on a deep understanding of the competitive market struggle nature and mechanisms are effective. The stability of the meat market is determined by the stability of the market entities activities. This stability is achieved by combining the effective implementation of their competitive strategy with the scientifically sound economic and social policies of the state, aimed at ensuring favorable conditions for the economic entities functioning and improving the population living standards.

ТЕОРЕТИЧНІ АСПЕКТИ ВЗАЄМОЗВ’ЯЗКУ КОНКУРЕНТНОГО ПОТЕНЦІАЛУ З ОСНОВНИМИ КАТЕГОРІЯМИ ТЕОРІЇ КОНКУРЕНЦІЇ

UDC 338.45; JEL Classification: М11 The purpose is to substantiate the interrelation between the categories of competition theory that are involved in the process of forming the company's competitiveness, in particular: advantages, policy, competitiveness, position, status. Methodology of research. To achieve this goal were used the following general scientific and special methods and methods of research in scientific work: methods of generalization and abstraction - to study the main categories of the competition theory; the method of analysis and synthesis - to identify the relationship between the categories of the competition theory: advantages, policy, competitiveness, position, status. Findings. The article substantiates that the main task of the system of an enterprise strategic management that is the formation of organizational and economic mechanism for increasing the enterprise competitiveness. Such mechanism should be based on a system-integrated approach which is grounded on the identification and rational use of components of the enterprise potential. The object of research is the process of formation and management of in the system of strategic management of enterprise competitiveness. The subject of the research is the theoretical and scientific and methodological support of the search of reserves in the context of increasing the enterprise competitiveness. During the investigation it was realized the following: theoretical analysis is hold in the field of the essence of such categories: competitive potential, advantages, policy, competitiveness; the place in the system of formation of enterprise competitiveness is substantiated and its components are determined. The given scheme focuses attention on the content complimentarily and the dynamism of certain concepts and proves the necessity of continuous review of the mechanism of managing the enterprise competitiveness in an unstable environment. Originality. The character of mutual influence and interconnection of the main categories of the competition theory is substantiated and the concept-categorical apparatus has been improved, in particular: advantages, policy, competitiveness, position, status, which allowed to justify the use of the category competitive potential as the basic component in enterprise competitiveness management system. Practical significance is that improved theoretical positions and methodological recommendations for determining the level of enterprise and its efficiency can be used to develop and implement concrete measures aimed at forming sustainable advantages of an enterprise, because they allow to assess the level of competitiveness and its increase reserves.

Modern Approaches to Ensuring the Competitiveness of Railway Transport in the Context of the European Integration

The article provides a comparative analysis of the place of Ukraine in the international rankings such as GCI, Doing business, IEF, SPI, CPI. The necessity of transformation and socio-economic features and indicators of development of the existing economic model of Ukraine are researched. The main reasons for the low level of management quality of the enterprises are identified and analyzed. The world experience of the structure of elements and implementation of organizational and economic mechanism of managing the competitiveness of enterprises of individual countries with the most successful indicators of economic development is researched. The main problems of the railway industry and the necessity of continuous improvement of the enterprise competitiveness management system are determined. The article outlines the main directions of increasing the competitiveness and development of rail transport.

КЛЮЧОВІ ВИМОГИ ДО СИНТЕЗУ СИСТЕМИ УПРАВЛІННЯ МІЖНАРОДНОЮ КОНКУРЕНТОСПРОМОЖНІСТЮ ПІДПРИЄМСТВА

Розглянуто особливості синтезу системи управління конкурентоспроможністю підприємства, який повинен враховувати закони системоутворення та мати ієрархічну структуру із гнучким модулем взаємодії блоків державного регулювання, блоку адаптації та мікроекономічного (корпоративного) блоку. Блок державного регулювання (макроекономічний) є найвищим рівнем організації системи управління конкурентоспроможністю підприємства, що підтверджується сучасною практикою розвинених країн. Проаналізовано позиції України в міжнародних рейтингах та з’ясовано, що дисфункціональна роль держави ускладнює управління міжнародною конкурентоспроможністю підприємства, призводить до подальшого погіршення промислової структури економіки, втрати конкурентних позицій та посилення сировинної орієнтації.

A Qualitative Approach for Assessing Resiliency in Supply Chains

Abstract The ultimate goal of this study is to develop a comprehensive and competitive management system to enhance resilience capability of supply chains. In addition, the study aims to identify and eliminate barriers affecting resilience by identifying the factors may cause trouble in the near future. The theoretical framework was established to summarize the significant finding in the area of resilient supply chain and as a guideline for the empirical part. A qualitative approach based on multi criteria decision making process has been adopted in order to gather data through in-depth interviews. The developed method to evaluate resilience capability through supply chains piloted in a sample of five companies involved in an automotive supply chain.

Research on Development Mode of Foreign Competitive Basketball

Abstract Adopting literature material method, survey and comparative method, the paper studies foreign competitive basketball, foreign competitive basketball on behalf of the State management system model, competitive basketball reserve personnel training and development mode system. Rely on different powers of the foreign competitive basketball from amateur to professional development; different modes of foreign competitive basketball management system; foreign competitive basketball back-up personnel training mode, the model on school training in America and other countries, mainly the club training mode in European countries; foreign model of development of competitive basketball, different from social guidance, in the combination operation mode of market regulation and government administrative intervention.

Protected Area Performance and Tourism in Ghana

Performance and adaptive management systems were introduced in all protected areas in Ghana to stop the decline in wildlife and the further loss of biodiversity. The competitive management system resulted in an increase in the relative abundance of wildlife at seven sites where the system had been in operation for 4 years (2004–2008). We examined the relationships between wildlife-based tourism and park management, and key factors that may influence tourism. First, we scrutinized the relationship between the relative abundance of illegal activity and numbers of visitors, the relative abundance of wildlife, and road network. Poaching declined with increasing numbers of tourists that acted as a deterrent, whereas poaching increased with a higher relative abundance of wildlife. Second, we examined the relationship between the numbers of visitors and the relative abundance of wildlife, species richness, distances from Accra, regional capitals and the nearest hotel; the road network on site, and the numbers of...

Illegal wildlife use and protected area management in Ghana

Starting in 2004, a system to monitor patrol staff performance, illegal wildlife use and trends in large-mammal populations was established in nine protected areas in Ghana. The main objectives were to use monitoring feedback as the foundation for informed decisions to aid adaptive and performance management, and to identify the most important factors contributing to wildlife conservation. The competitive management system resulted in a doubling of patrol performance. As a result, in the six savannah sites, poaching was reduced to acceptable levels by the end of 2007, but in the three forest sites, poaching remained high. To reverse poaching trends in the forest required a conventional patrol effort that was 10 times higher than that in the savannah. The relationship between the amount of illegal activity with the operational budget, senior staff performance, encounter rates with large mammals, human population densities and habitat, was investigated for 2005–2007. With three predictor variables, the model explained 63% of the variation in the encounter rates with illegal activity. Increasing human population densities gave higher levels of poaching. Increasing frequencies of camp visits by senior officers and increasing operational budgets gave lower levels of poaching. In the second model, elephant poaching was used as the response variable and relative elephant density as an additional predictor variable. One predictor variable – that is elephant density – explained 38% of the total variation in elephant poaching. Elephant density incorporated the effects of camp visit frequencies, human densities, and habitat. Commercial trophy hunting for ivory, as opposed to subsistence hunting, was more sensitive to the density of the target species and efforts to curtail the activity. Subsistence hunting was proportional to human densities, with mainly members of nearby communities involved, while elephant poaching was not, mainly involving specialised hunters from towns further away.

What to Shed and What to Keep: Corporate Transformation in Korean Business Groups

The Asian economic crisis forced Korea's large business groups to curtail their overextended business operations by reducing the number of their affiliated firms. Building on major theories of organizational change and restructuring, we investigate the strategic rationale behind the chaebols' two key decisions for their individual business units — whether and if so how to eliminate them. We also review the expansion activities and business structures of surviving groups in the post-crisis period, to evaluate the enduring impact of the Asian crisis on the management of the chaebols . Our analysis suggests that Korean business groups have been transformed into more competitive management systems. The system may not only enable subunits to share the group's core competencies more efficiently to explore potential synergies, but also would help ensure their long-run viability by balancing exploitation and exploration activities. Based on this observation, we present five lessons for managers in business groups and diversified companies.