Concept Of Strategic Management Research Articles

ОСОБЛИВОСТІ ІННОВАЦІЙНОГО СТРАТЕГІЧНОГО УПРАВЛІННЯ ПІДПРИЄМСТВАМИ ПІД ЧАС ПАНДЕМІЇ COVID-19

The article considers the features of innovative strategic management of enterprises during the pandemic COVID-19. The critical analysis of scientific works on the outlined problems is investigated and it is revealed not to open questions concerning a crisis situation of the enterprises which have been caused by quarantine. At the same time, the issues related to the features and specifics of the formation of innovative strategic management in times of crisis caused by the Covid-19 pandemic for the formation and selection of solutions in enterprises are studied at a low level. The concept of strategy and innovative strategic management and strategic planning is revealed. Peculiarities and principles of strategic planning that characterize the management structure and production and technical base of the enterprise are determined. The main stages of management processes of the enterprise on the basis of which the basic elements of the innovative vision of a problem of the enterprises were presented are investigated. It is innovative thinking and is a promising solution for the formation of strategic management during quarantine. Strategic management in the article is considered as a set of five interrelated management processes and related typical actions. The forms of strategy implementation and strategic control are determined. The model of innovative strategic management of the enterprise is developed. The basis of the offered model is the thorough analysis of activity of the enterprise, namely: potential of the enterprise in a cut of its components, the strategic analysis. It is mandatory to take into account environmental factors, the impact of which on the activities of the enterprise is variable and unstable. Recommendations for strategic management of enterprises during the crisis caused by Covid-19 have been formed. Namely, the two most expedient and possible for the implementation of innovative management strategies were noted: the strategy is related to the development of the transportation system; the strategy is aimed at developing the production and technical base and personnel.

КОНЦЕПЦІЯ СТРАТЕГІЧНОГО УПРАВЛІННЯ РОЗВИТКОМ ДОСЛІДНИЦЬКИХ УНІВЕРСИТЕТІВ

he article develops the concept of strategic development management of research universities, which is based on the current challenges of the information society, which operates under the law of accelerated development in three main areas: the provision of educational services; R&D, training of researchers, scientific and information services; all other economic activities. Obtaining positive effects of strategic management is provided in: intellectualization of all types of economic activity and formation of knowledge economy: dominance of scientific and scientific-technical personnel in the structure of employees - 1/3 in the total number of employees in industry and 2/5 in the total number of employees in services; growth in the number of scientific organizations (more than 10 thousand), the number of researchers (more than 5 million people), the number of scientific and scientific-technical journals); massification of higher education: planetary growth in the number of universities (17 thousand) and the number of students (now almost 200 million people, by 2030 - more than 400 million people); internationalization: the emergence of world markets for educational services, scientific and technical information, IPR; formation of leading players in these markets (world-class universities, transnational publishing holdings, TNCs); growth in the number of international students (by 2025 - 7 million people); informatization and digitalization: distance education; electrification and digital transformation of scientific journals, scientific libraries, patenting; new organizations in the form of R&D (virtual teams, distributed research centers) and scientific communications (video conferencing, e-mail, placement of scientific papers on professional web pages) international scientometric databases MNBD Web of Science and Scopus; globalization: the emergence of global public goods; activities of international organizations (UN, UNESCO, World Bank, WIPO); deployment of global scientific information space; international co-authorship and foreign publications, academic mobility; formation of a global system for evaluating the publication activity of researchers and research organizations on the basis of MNBD; ranking of scientific organizations (World ranking of scientific organizations SIR) and universities (Reputational rating, Rating of world universities QS, Shanghai rating ARWU, Webometrics), etc.

Стратегічне управління людськими ресурсами в умовах невизначеності

The article is aimed at forming a methodological framework for the strategic management of human resources (HRM) in uncertain environment caused by the COVID-19 pandemic. The paper considers the main approaches to defining the concept of strategic personnel management and research areas in this field. The key issues that arose during the COVID-19 pandemic affecting the behavior and form of work of most employees are revealed. Critical views on the (conceptual) inability of strategic research on personnel management to take into account new, modern HR practices are analyzed. The study identifies and analyzes three main consequences (problems) for strategic human resource management studies that emerged during the COVID-19 pandemic. In particular, the impact of the work context on the employees’ behavior and actions, tensions between stakeholders (employees, customers and communities together with shareholders), tensions between the strategic and operational roles of HR. In order to identify the main trends in personnel management and assess the priorities and expected challenges for 2022, the authors analyze the results of questioning several companies’ heads of department dealing with personnel, legal and financial issues. Based on the study, the main trends (areas) of human resources management in 2021 are identified, and recommendations are given to form strategic directions of personnel management for the future. Prospects for further research in this area are to develop recommendations on how to change personnel management practices to take into account changes in service delivery, such as increase in service digitization or reduction in physical interaction in service delivery in response to COVID-19, and to determine their influence on the customers’ key results.

ВПЛИВ ІНТЕЛЕКТУАЛЬНОГО КАПІТАЛУ НА УПРАВЛІННЯ ЗНАННЯМИ БУДІВЕЛЬНИХ ПІДПРИЄМСТВ

The presence of an efficient system of managing knowledge and intellectual capital (that complement each other) becomes one of the major factors in the operational adaptation of the enterprise to the changes of the environment, in the programming of these changes, in ensuring high competitiveness and sustainable development. Knowledge management at the tactical level must be derived and subordinated to the strategic level that is to the vision of the structural construction of the enterprise on the basis of knowledge. It has been proved that knowledge management is a concept of strategic enterprise management that is focused on increasing the value of an enterprise, based on the skillful acquisition and use of knowledge and the creation of intellectual capital. Intellectual capital includes components created on the basis of management of knowledge resources (assets) that can become the basis for obtaining the benefits, which in the strategic perspective facilitate the increase in the enterprise value. An important part of this capital is the key competence that relates to the potential operational opportunities created as a result of organizational learning. Intellectual capital is based on knowledge, although it includes other valuable components, such as commercial brand or customer relationships. In the proposed approach, intellectual capital should include certain components such as human capital, customer capital, market capital and organizational capital, as well as the interconnections between these components. The division of intellectual capital into market and organizational (the components of structural capital) was conducted in order to focus knowledge management on the processes that are the most important for the enterprise. Improving key competencies and managing customer relationships are explained as two of the most important business processes that affect its creation. Knowledge management and organizational learning are considered to be the basis for creating intellectual capital. Improving key competencies and managing customer relationships are explained as two of the most important business processes that affect its creation.

НЕОІНСТИТУЦІОНАЛЬНІ ПРИНЦИПИ ФОРМУВАННЯ КОНЦЕПЦІЇ СТРАТЕГІЧНОГО УПРАВЛІННЯ ЕКОНОМІЧНОЮ СТІЙКІСТЮ ТЕЛЕКОМУНІКАЦІЙНОГО ПІДПРИЄМСТВА

The article discusses according to the classical approach, businesses have freedom of economic relations. There is free competition, the market's ability to self-regulate. It also follows from the classical approach that the economic stability of the enterprise depends only on itself, that it is self-regulating and does not need to develop measures to ensure it. The need for the introduction of strategic management of economic stability of the enterprise is eliminated, which necessitates research in the direction of forming neo-institutional principles of forming the concept of strategic management of economic stability of the enterprise, including telecommunications. Generalizations about the essence of the basic tenets of neo-institutional theory are as follows: the company has economic independence, the negative consequences of risk and uncertainty close to the loss of economic stability are possible if the transaction costs increase, there is a conflict between the company and its founder (owner). issues related to the formation and regulation of capital structure, the presence of certain defects in contractual relations. Issues related to economic sustainability management are not being studied. Formation and provision of economic stability of the telecommunication enterprise which carries out the economic activity in the conditions of risks and uncertainty is possible on the basis of realization of introduction of certain mechanisms. The concept of strategic management of economic stability of telecommunications enterprises is formed by the need to address three problematic aspects: low profitability of telecommunications enterprises with a small resource potential; lack of stable growth of telecommunications enterprises; gradual loss of investment attractiveness by telecommunications enterprises. These problematic aspects necessitate the application of a certain methodological approach to the development of the concept of strategic management of economic stability of the telecommunications enterprise on the basis of the provisions of positive economic science.

СТРАТЕГІЯ РОЗВИТКУ ПЕРСОНАЛУ В СИСТЕМІ СТРАТЕГІЧНОГО МЕНЕДЖМЕНТУ

The purpose of the article is to research and develop theoretical and practical recommendations for improving the strategy of personnel development in the strategic management system of a modern enterprise. The author's definition of the concept of strategic management is offered. The important components of strategic enterprise management have been studied. It is noted that strategic personnel management gives advantages to organizations. These advantages lie in the rational use of limited resources. Strategic management builds trust in organizations' people and their leaders. Strategic management contributes to the consistent development of management decisions in market conditions. Enterprise development is impossible without personnel development. The leader must understand external and internal factors. This allows you to manage your staff. Strategic personnel management in the strategic management system provides for: personnel selection, assessment of their activities, remuneration and development. An important task of strategic personnel management is to determine the ways of its implementation. Problem solving consists in finding and recruiting the right personnel. It is important to prepare and implement a career plan. It is necessary to train personnel. And evaluate their resources. It is important to create an appropriate system of labor motivation. It is necessary to create an effective system for assessing the intellectual and professional level of workers. It is important to define the required knowledge and competencies. It is necessary to develop a personnel development structure. There are problems with personnel at Ukrainian enterprises. Therefore, it is important to develop staff. The article proposes a methodology for assessing the results of training and personnel development. The stages of the implementation of this technique are considered. The system of strategic management of the enterprise should be linked to the strategy of personnel management. Strategic personnel management includes: goal selection, goal setting, personnel planning, determining how to implement the strategy, evaluation. The success of strategic management depends on an effective HR strategy system.

Analyze the concept of strategic management

To define the mission and goals of the organization, it is very important to understand what its current situation is and what barriers a company can encounter in the existing environment. By successfully deploying strategies, an organization can fulfill its mission and goals. Thus, firms must use strategic planning and strategic management. Strategic planning, which requires the ability to think strategically, is one of the most important management tools that helps managers recognize priorities and identify key actions necessary to realize the organization’s mission and goals. Currently, strategic management has become one of the main aspects in the management of organizations due to the increasing dynamics of the development of the business environment. This article discusses the concepts of strategy, strategic planning, strategic thinking, and the importance of strategic management.

STRATEGIC MANAGEMENT OF INNOVATIVE PROCESSES OF ENERGY ENTERPRISES

Introduction. Today the development of strategic management of innovative development of enterprises, which orients the enterprise to effective functioning on the basis of introduction of the newest technologies in production and administrative activity, at realization of set of business processes, their integrity and coherence in the competitive markets, consideration of innovation of the enterprise as integrity. strategic groups. Goal. The purpose of the article is to consider the peculiarities of forming a model of strategic management of innovative processes of energy companies Method (methodology). The main methods were induction and deduction, logical generalization, comparative and system-structural analysis, grouping to identify existing problems of strategic management of energy companies. Results. The article considers the theoretical aspects of strategic management of energy companies. The main problems of the researched question are covered. The main features of strategic management at energy enterprises are revealed and the directions of activity on the part of the innovation component are outlined. The structure of the innovative potential of energy enterprises is determined, which reveals its structure, main components, principles of formation and development. The essence of the concept of strategic management of innovation processes at energy enterprises is revealed. The problem of choosing a system of indicators that allow the complex to characterize the potential on various grounds and build a model of strategic management of energy companies.

КОНЦЕПТУАЛЬНІ ПОЛОЖЕННЯ УПРАВЛІННЯ ПІДПРИЄМСТВОМ В УМОВАХ ПАНДЕМІЇ ТА СТАНОВЛЕННЯ ЦИФРОВОЇ ЕКОНОМІКИ

The article proves the need to revise the conceptual provisions of management of a modern domestic enterprise, which is due to changes in the conditions of their management due to the effects of the pandemic and the formation of the digital economy. During this crisis period, against the background of the formation of the digital economy in the world, there is a change in the composition and structure of target markets, the emergence of new competitors and the redistribution of competitive positions. In such conditions the problem of formation of effective conceptual provisions of management of the enterprise which would create a qualitative basis for maintenance of their competitiveness as fast as possible acquires special value. The existing management concepts were based either on the pandemic or on the basis of digitalization, ie did not take into account all existing aspects of the domestic enterprise, and therefore did not allow to form a basis for ensuring the efficiency of modern Ukrainian enterprise. Throughout the history of industrial and post-industrial economies, crisis economic phenomena, including global ones, have occurred quite often and cyclically. Features of competitive behavior of enterprises during the crisis caused by the pandemic, as well as the formation of the digital economy. It is proved that modern management in a broad sense inevitably requires an interdisciplinary approach and integration of knowledge and practices from, albeit often related, but, nevertheless, different areas of knowledge. Conceptual provisions of enterprise management in the conditions of pandemic and formation of digital economy are offered, which, in turn, are based on synthesis of the basic provisions of concepts of strategic, anti-crisis enterprise management and enterprise competitiveness. The principles of enterprise management in a pandemic and the digital economy include, above all, the principles of strategic management of competitiveness (leading role of leadership, balance of interests of market participants, certainty, systemic, consistent, scientific, strategic, adaptive, staff participation). No less important in a crisis is the use of the principles of the concept of crisis management – early diagnosis of crisis phenomena, urgency of response; adequacy of response; full realization of internal possibilities, prevention. Among the principles of competitiveness in the concept of management of a modern enterprise it is advisable to include relativity and consistency, maximum effect, cost and time, accounting for the influence of external factors (duplicates the principle of adaptability of the concept of strategic management).

Identifying and Understanding the Core Concepts in Strategic Management

Identifying and Understanding the Core Concepts in Strategic Management

Improvement of regional development using current and strategic territorial management mechanisms

Object: The successful development of the regions requires certainty and the presence of consolidating ideas about the future. These are important needs of business and society, which are satisfied through the mechanism of territorial socio-economic planning. This article discusses the concept of strategic management, describes the differences between strategic and current management on the example of management of sectors of the social block. The essence of the management of the territorial economy of the region, as well as issues of the implementation of life support and social services of the population, improvement of the territorial economy as a whole was investigated.Methods: The following methods were used during the research: empirical, analytical, synthetic and comparative logical ones.Findings: Therefore, the main form of territorial management is the combination of current and strategic management within the governing body. The implementation of this approach requires a very careful attitude to the construction of the internal structure of the management body, taking into account the peculiarities of the organization of different types of management. Let's try to give a more detailed description of the main approaches to building management structures focused on combining current and strategic management.Conclusions: When forming a strategic planning mechanism, one should proceed from the need to respect the interests of all participants in the development of the territory: government, business, and the public. But the driving force is always the government: it not only realizes its interest, but also creates conditions for the effective functioning of enterprises, improving the investment climate of the territory, provides equal competitive opportunities for all partners in the region. A well-developed strategic plan is the basis for implementing more detailed plans for each year.

Strategy and business history rejoined: How and why strategic management concepts took over business history

ABSTRACT Scholars at the intersection of business history and strategic management have argued for the relevance and importance of historical methods in the study of strategic management of organizations. We flip this argument and ask about the role of strategic management concepts in the study of business history. We analyze volumes of Business History and Business History Review and a representative sample of business history books using a comprehensive set of keywords, each related to a specific sub-discourse in strategic management. Our results show that as scientific communities, business history and strategic management have become increasingly similar in their conceptual overlap. This study contributes further nuance to the understanding of intellectual change across scientific communities, and the role of business history in the rise of management and organizational history.

Professionalization of university management in Poland

The professionalization of university management takes place in many countries and is part of the transformation of the higher education sector. Professionalization of university management in the USA, Great Britain, many EU countries and other parts of the world includes the implementation of the concept of strategic management of public and private universities, as well as strengthening and improving the administration and professional development of managers in the higher education sector. The adoption of Law 2.0 creates an organizational space for the introduction of various management solutions. The basis of organizational changes is the increase in competition, diversity of the university's mission and internationalization. It can be argued that greater freedom in the application of various organizational solutions and increased competition will favor the professionalization of management. Numerous strategic, structural and managerial solutions will be tested at universities and adjusted to their needs.

Skillful Use of Enterprise Risk Management (ERM) in Leveraging Strategy Success and Holistic BSC-based Hotel Performances

Realizing that enterprise risk management (ERM) is not a straightforward topic or a competence to master, it is important empirical research can find a way to convince the management team to adapt ERM. This research exploits the concept of strategic management, underpinning on a logic that a strategic match of both internal management focus and external environmental condition is crucial for strategy success. Based on the structural equation model (SEM) model tests using Maximum Livelihood (ML) function, it confirms that, as the competitive environment becomes more challenging, the roles of mission clarity and core value communicated to the organizational members, and establishing risk governance system and cultures, become very important and should be aligned. This research extends beyond this fundamental concept, stressing that risk management can function to reduce loss possibility of strategy execution, which leads to SEM confirming ERM as a significant mediator. Besides, this research contributes further to exhibit linkages of both strategy success and ERM to BSC-based performances, which makes the ERM and strategic management more holistic in nature. The accomplishment was based on 215 valid returned participations of the hotels located in Uttaradit and Phitsanulok, Thailand. Besides the theoretical contributions, this research makes use of statistical comparative analyses of many demographic variables (i.e. position, type of job, number of hotel rooms, service types, HR and hotel operations) to offer a rich spectrum of practical implications.

The effects of ethical leadership perceptions and personal characteristics on professional burnout levels of teachers

The primary focus of the concept of ethical leadership is to form internal corporate ethical principles. The study examines whether there is a relationship between teachers’ ethical leadership and burnout levels, and whether these levels differ according to some variables (gender, branch, service period). The methodological basis of the study includes the theoretical concepts of strategic management and industrial and organizational psychology, in particular, one of its sub-disciplines – managerial psychology. Research data were collected from 477 teachers using a questionnaire. To evaluate the data obtained, we have used statistical and econometric analysis, as well as the Maslach Burnout Scale and the Ethical Leadership Scale. A negative and significant relationship was found between ethical leadership and emotional exhaustion (r = –0.099, p

MENINGKATKAN KINERJA PERUSAHAAN DENGAN MENERAPKAN KONSEP MANAJEMEN SUMBER DAYA MANUSIA STRATEGIK DALAM MENYONGSONG PERSAINGAN GLOBAL

The concept of Strategic Human Resource Management has been a very important topic since the late 1980s. A company, if it wants to succeed in the competition in this global era, must be able to make human resource management plans that are capable and responsive to changes in world business in the future (strategic). This research aims to explain the concept of strategic human resource management (MSDMS) in an effort to contribute to company performance. MSDS research using a qualitative approach by using a literature review in presenting theories about research problems that are currently being carried out. There are two things that are analyzed in the concept of strategic human resource management (MSDMS). First, the relationship between HR strategy, HR practice and organizational performance is reviewed. As a result, the best practice approach has been used and yields useful results comparatively to the contingency approach and the configurational approach. Second, intervening factors and the causal relationship between HRM practice and organizational performance are analyzed. Retention results and multiple factors are found and placing too much control on causal relationships is unrealistic in empirical studies.

Strategizing a New Economy – “New Systemic” Planning

The development of the concept of strategic planning and management of a changing economy is considered. The research is based on the provisions of the system economic theory, which makes it possible to fully describe the dynamics of changes and their mutual impact on the economy and society. At the same time, the “new system feature” of strategic planning means bringing the strategy-building mechanisms into line with both the requirements of the new economy and the internal logic of the evolution of the national socio-economic system (SES). The theoretical and practical significance of the approach is to improve the model of planning and management in the Russian Federation, since the existing practice is not fully adequate to the new economy, which creates difficulties and risks for the scientific and technological development of the country in the era of global changes. In this regard, the concept of strategizing the economy based on system economic theory is proposed. The definition of “strategizing” concept, as well as its scientific foundations and key stages, is formulated. The scheme of strategizing as an iterative process is presented. It is shown that following the system concept of strategizing the new economy can significantly increase the validity of the strategy and lead to the harmonization of the SES; otherwise, the imbalance of sectors and the non-stationary economy may increase.

Incremental approach to regional strategising: Theory, methodology, practices

The relevance of the study stems from the growing importance of the strategic approach in governance, insufficient involvement of various groups of stakeholders in regional development strategising, and the lack of uniform methodologies to the formulation of a region’s strategy for socioeconomic development. The paper researches into the incremental approach to regional strategising. The methodological basis rests on the theoretical concepts of strategic management, regional economics, and political science. The key feature of the incremental approach is the formulation and implementation of a strategy for socioeconomic development of a territory as a gradual, step-by-step, conscious process that ensures continuous improvement of the existing mechanisms and their timely revision, as well as allows adjusting strategic actions and making necessary manoeuvres. The research relies on a comprehensive analysis of the strategies for socioeconomic development of the subjects of the Russian Federation by stages of the strategic management cycle with use of dialectical, causal, and expert evaluation methods. The theoretical significance of the study lies in providing the rationale behind adopting the incremental approach in regional strategising that is due to its ability to increase the likelihood of reaching a consensus between stakeholders, as well as to reduce the risk of making subjective suboptimal managerial and strategic decisions. The practical significance of the paper arises from evaluation of regional strategies and methods of strategising, breaking them down into their basic components (environmental analysis, goals, priorities, mechanisms of implementation and control), and identifying their distinctive features that are typical of the incremental approach.

Traumatic Musculotendinous Avulsion of the Flexor Pollicis Longus Tendon: Current Concepts in Strategic Management

Traumatic Musculotendinous Avulsion of the Flexor Pollicis Longus Tendon: Current Concepts in Strategic Management

Reconceptualizing Strategic Change as Emergence: A Theoretical Model of Nested Evolutionary Processes

Strategic change is one of the central concepts in strategic management, and the evolutionary perspective has long been recognized as one of the most suitable analytical lenses for studying it. Despite this, the study of strategic change on the macro level (economic systems or populations of organizations) has been largely independent on the micro level (individual and organizational learning). This resulted in the fragmentation of the field and a theoretical discontinuity in explaining strategic change. In this paper, we integrate the mechanism of the evolutionary perspective with the explanatory apparatus of complexity theory to theorize strategic change as emergence of nested evolutionary processes. This conceptualization allows us to make a step towards theorizing strategic change holistically, from individual action to organizations and populations of organizations.