Effective Strategic Management Research Articles

КЛЮЧЕВЫЕ ПРЕИМУЩЕСТВА И ПРИНЦИПЫ ПОСТРОЕНИЯ ВЫСОКОПРОИЗВОДИТЕЛЬНЫХ КОМАНД В ОРГАНИЗАЦИИ

The article discusses the key advantages of high-performance teams in modern conditions from the point of view of long-term business performance. The basic principles for creating high-performance teams in an organization are proposed, the implementation of which will ensure high results in the effectiveness of strategic management.

КОНЦЕПТУАЛЬНІ ЗАСАДИ УПРАВЛІННЯ АДАПТИВНИМ РОЗВИТКОМ ПРОМИСЛОВИХ ПІДПРИЄМСТВ В КОНТЕКСТІ ГНУЧКОСТІ ЇХ ВИРОБНИЧО-ЕКОНОМІЧНОЇ СИСТЕМИ

The article is devoted to the study of the conceptual foundations of strategic management of the adaptive development of industrial enterprises. The research is based on the idea of taking into account the flexibility of their production and economic system. It has been established that in the conditions of constant transformations of market relations in the world economic space, industrial enterprises are exposed to times of insurmountable difficulties associated with periodically occurring economic crises, and know significant losses from the results of their production and economic activities as a result of the imbalance in the strategic development of technical economic activity. economic system in the context of ensuring the company's flexibility to changes in the external environment. The key aspects of the formation of an effective strategic flexibility management system at the levels of business entities have been studied. A number of problems have been singled out, which in general hinder the strengthening of the competitiveness of industrial enterprises, and, accordingly, support the strategic provision of their adaptive development. Much attention is paid to the process of ensuring strategic competitiveness. The key aspects of the formation of an effective system of strategic management of flexible economic development of industrial sectors have been established. It has been proven that the effectiveness of the strategic sustainability management system of an industrial enterprise is significantly influenced by internal and external factors. Conceptual provisions of strategic management of adaptive development of industrial enterprises are also researched, organized and supplemented in the work.

СУТНІСТЬ ОРГАНІЗАЦІЙНОГО ПРОЄКТУВАННЯ ТА ЙОГО МІСЦЕ В СТРАТЕГІЧНОМУ УПРАВЛІННІ ПІДПРИЄМСТВОМ

The article examines the interpretation of the concept of «organizational design». The study found that when interpreting it, scholars mainly adhere to two approaches: static and dynamic. Supporters of the former tend to view organizational design as the construction of organizational structures (organizational structure and management structure). In our opinion, in a changing external environment, it is more appropriate to consider organizational design from the standpoint of a dynamic approach as a constant process of large and small changes that occur in the management of an organization and its structure. Recently, «organizational design» has been used as an identical concept to «organizational design». It is proposed to consider organizational design (or organizational design) as a process of building or improving a formal organization in the course of finding a match between the key elements of the organization (organizational structure and management structure, personnel, tasks, decisionmaking and incentive systems, informal organization and organizational culture) and its strategy, taking into account environmental factors. The goal of organisational design is to develop a structure that best meets the organisation's strategic goals and objectives, taking into account the internal and external factors that affect it. The object of organisational design is the organisation itself. Organisational design is an important part of effective strategic management and cannot be a one-off event for a number of reasons. First, the growth of organizations necessitates the decentralization of power in order to create organizational prerequisites for delegating decision-making authority to locations closer to problem areas. Secondly, different types of work require different units, and since work is constantly changing, these changes are reflected in the units. Third, the organizational structure must be consistent with the chosen strategy. When an organization's strategy changes, the chances of success of the new strategy are enhanced with the support of organizational design. Fourth, since technology is an important part of any organization, as the organization's technology changes, information changes are required. Technology-related changes necessitate adequate changes in structure. The organization must adapt its structure (internal organization) and management processes to all these changes, and since such changes are constant and not always predictable, they require further post-implementation research.

Особливості стратегічного управління конкурентоспроможністю компаній зі страхування життя

The article defines the features of strategic management of competitiveness of life insurance companies (LICs). It is specified that the development of insurance and the need to protect people from the increasing impact of various risks associated with their livelihood, such as loss of income as a result of loss of human ability to work or the death of a family breadwinner, have led to the emergence of life insurance companies. It is noted that any decisions aimed at ensuring competitive advantages are risky, since they are based on the inability to accurately predict how the competitive environment will affect the company’s actions. The competitiveness management strategy of a LIC should take into account how likely its relationship with the competitive environment is, as this significantly increases the level of uncertainty in the management process and creates a risk that the company will lose in competition. A model of strategic management of the competitiveness of a LIC has been developed, which is closely related to the managerial qualities of its activities, that is, it provides for a certain complex that has: components of management, strategic goals, tactical tasks of management. An algorithm for assessing the level of management of the competitiveness of LICs has been proposed, which is based not only on the assessment of the competitive position through the efficiency of management, but also reflects the effectiveness of the insurance company’s activities in the formation of competitive advantages in the process of struggle for effective demand, taking into account the conditions of the insurance market and the needs of consumers. It is concluded that one of the important conditions for effective strategic management of competitiveness of life insurance companies is the study of the insurance market and determination of the competitive status of the company in it. Assessment of the level of competitiveness of a LIC is mandatory for all market participants who seek to maintain their place or increase their competitiveness. It is proved that managing the competitiveness of a life insurance company is a priority direction of the organization’s management, since it determines the company’s ability to exist in the market.

Employee perceptions of strategy formulation and implementation towards sustainable strategic management in the developing world

In general, an effective strategic management process allows managers to interact with employees in formulating and implementing organisational strategic plans (Nedelea & Paun, 2009). Eskom, an electricity public utility company, in South Africa, suffered a strategy formulation and implementation fatigue for the past two decades leading to a quagmire and lacklustre performance of all time (“Eskom CEOs from 1985 to 2020”, 2020). Therefore, the study investigates employees’ perception of the organisational strategy process towards bridging the gap between the management and non-management employees in strategy formulation and implementation. The study employed a quantitative survey, gathering data from a sample of 331 participants randomly selected from a population of 2400 Eskom, employees. Data was then collected and captured through a questionnaire using an online survey tool called Question Pro and analysed with SPSS version 25. The study revealed that Eskom’s strategic formulation and implementation process was perceived by employees as a downward communication process. Thus, the study revealed that there was a lack of employee engagement before and after the strategy formulation and in implementation process. The study therefore recommended that Eskom should employ a vertical two-way communication process between managerial and non-managerial employees. In addition, the study recommended that Eskom should provide strategy awareness campaigns at ground level towards positively impacting on sustainable and effective strategy implementation.

ОСОБЛИВОСТІ СТРАТЕГІЧНОГО УПРАВЛІННЯ ПІДПРИЄМСТВАМИ В УМОВАХ ВОЄННОГО СТАНУ

Domestic enterprises in modern times operate in a rather turbulent environment, influenced by war, pandemics, and logistical changes. All of this presents new challenges for enterprise management, requiring a higher level of strategic vision, continuous monitoring, and responsiveness to potential changes. In 2022, most enterprises were forced to reconsider their strategic goals, particularly regarding profit levels. Issues with electric power, logistics, and the occupation of agricultural territories contribute to significant problems in food supply. A notable negative factor is the substantial rise in raw material costs, increasing the production cost for processing enterprises. Therefore, effective strategic management is crucial for processing industry enterprises.
 The efficiency at the enterprise level reflects the connection between the achieved results and the amount of resources invested in the activities. The aim of the work is to determine the features of strategic management of enterprises in conditions of a state of war. The conducted analysis showed that strategic management is reasonably understood as the process of managing an enterprise that, through the formation and implementation of strategic goals and tasks, considering the available potential, allows achieving competitive advantages.
 The process of strategic management should be adapted to market conditions and self-regulation processes in relations between economic entities. The main emphasis is placed on the development of development strategies and predicting the results of their implementation.
 The stages of strategic management are generalized. Hierarchical relationships of factors influencing the strategic management system are proposed. Unlike existing approaches, this allows for a more comprehensive consideration of factors determining the effectiveness of strategic management, considering crisis management, and forming a mathematical model for intelligent decision support in strategic management.

SUSTAINABLE INNOVATIONS, STRATEGIC MANAGEMENT, SUPPLY MANAGEMENT AND R&D ACTIVITIES IN THE COSMETICS INDUSTRY:

Purpose – In this study, in the light of best practices and strategies of AKALIFE PHARMACEUTICALS, which develops first-class cosmetics and dermo cosmetics products and manufactures also food supplements; the research question “How cosmetics companies can sell their sustainable innovations to the customers?” has been answered.
 Design/methodology/approach – In order to answer the research question a survey was formed and the data obtained from this survey, The paper discusses what takes for a cosmetics companies to achieve sustainable accomplishments in a cosmetics industry. In this context, besides the accomplished practices of AKALIFE PHARMACEUTICALS, data was collected from 107 people by survey method by selecting three independent variables that are effective on the preferability of sustainable innovations in the cosmetics sector. The statistical analyzes of these data were completed and the findings were discussed.
 Findings – As a result of the analysis, it has been observed that the most effective primary factor on the preferability of sustainable innovations invented on the cosmetics industry by customers is R&D activities. The fact that cosmetics companies develop niche formulas that have never been applied before and produce unique cosmetic products by supplying raw materials that have not been used in any cosmetics product before, brings about them to strengthen their position in the cosmetics market and provide a strong comparative advantage over their rivals. It has been observed that the effectiveness of strategic management is almost as effective as the efficiency of supply management, although not as much as the efficiency of supply management, in the customer's preference of cosmetics products as sustainable innovations.
 Originality/value – Cosmetics industry, which is a dynamic and innovative sector that is always open to change, attracts the attention of many entrepreneurs and investors in these days. The study concludes that it is crucial for sustainable cosmetics companies to take advantage of the values of sustainability, healthy content, uniqueness and innovation in generating a prosperous corporate identity and potent brand image that customers will adhere to.

The new normal: the adoption of food delivery apps

PurposeIn the wake of lockdown regulations and limited mobility during the COVID-19 pandemic, dining habits shifted towards usage of food delivery apps to avoid physical interaction. Nonetheless, it is unknown whether the COVID-19 pandemic had an influence on the adoption of food delivery apps. Therefore, this study examined factors influencing the adoption of food delivery apps during the COVID-19 pandemic, as well as the moderating effects of education and age.Design/methodology/approachData were collected from 282 food delivery application users in South Africa using a web-based survey. Partial least square structural equation modelling analysis was used to test the hypotheses, while partial least squares multigroup analysis was used to examine the moderating effect of education level and age.FindingsThe results indicated that perceived ease of use has a significant impact on perceived usefulness and attitudes, perceived usefulness has an impact on attitudes and continuous intention, attitude influences continuous intention and social pressure and convenience influence attitudes. The perceived COVID-19 threat had no impact on attitudes, and education and age had no significant impact on any relationships. The findings are imperative for restaurants and mobile application designers, as they enable more effective strategic management planning.Originality/valueThis study is the first paper to empirically employ technology acceptance model to analyse the adoption of food delivery applications during the COVID-19 pandemic. Its uniqueness is in examining situational influence associated with the pandemic such as social pressure, perceived COVID-19 threat and convenience.

Explainable artificial intelligence in disaster risk management: Achievements and prospective futures

Disasters can have devastating impacts on communities and economies, underscoring the urgent need for effective strategic disaster risk management (DRM). Although Artificial Intelligence (AI) holds the potential to enhance DRM through improved decision-making processes, its inherent complexity and "black box" nature have led to a growing demand for Explainable AI (XAI) techniques. These techniques facilitate the interpretation and understanding of decisions made by AI models, promoting transparency and trust. However, the current state of XAI applications in DRM, their achievements, and the challenges they face remain underexplored. In this systematic literature review, we delve into the burgeoning domain of XAI-DRM, extracting 195 publications from the Scopus and ISI Web of Knowledge databases, and selecting 68 for detailed analysis based on predefined exclusion criteria. Our study addresses pertinent research questions, identifies various hazard and disaster types, risk components, and AI and XAI methods, uncovers the inherent challenges and limitations of these approaches, and provides synthesized insights to enhance their explainability and effectiveness in disaster decision-making. Notably, we observed a significant increase in the use of XAI techniques for DRM in 2022 and 2023, emphasizing the growing need for transparency and interpretability. Through a rigorous methodology, we offer key research directions that can serve as a guide for future studies. Our recommendations highlight the importance of multi-hazard risk analysis, the integration of XAI in early warning systems and digital twins, and the incorporation of causal inference methods to enhance DRM strategy planning and effectiveness. This study serves as a beacon for researchers and practitioners alike, illuminating the intricate interplay between XAI and DRM, and revealing the profound potential of AI solutions in revolutionizing disaster risk management.

Achieving operational excellence in midstream gas facilities: Strategic management and continuous flow assurance

Operational excellence in midstream gas facilities hinges on effective strategic management and continuous flow assurance. The midstream sector, which encompasses transportation, storage, and processing of natural gas, is critical to maintaining supply chain integrity. Achieving operational efficiency in these facilities requires a multifaceted approach, integrating technological innovations, risk management, and sustainability practices. A key strategy involves optimizing pipeline infrastructure, ensuring continuous and safe gas flow through robust flow assurance techniques. These techniques include advanced monitoring systems, predictive maintenance, and automated control systems that help prevent disruptions caused by hydrate formation, corrosion, or blockages. Adopting predictive analytics further enhances the reliability of the gas flow by identifying potential risks before they escalate into operational failures. Strategic management plays a pivotal role in ensuring that all facets of midstream operations align with regulatory compliance, cost efficiency, and environmental stewardship. Efficient resource allocation, personnel training, and stakeholder engagement are essential to maintaining high performance levels. Moreover, integrating sustainable practices, such as minimizing methane leaks and reducing energy consumption during processing, contributes to both operational excellence and regulatory adherence. Continuous improvement frameworks, such as Lean Six Sigma, are crucial for fostering a culture of excellence and ensuring that midstream operations remain competitive and resilient in a rapidly evolving energy market. These frameworks drive process optimization, reduce waste, and improve safety standards, ultimately enhancing profitability and reducing environmental impact. The future of operational excellence in midstream gas facilities lies in leveraging digital transformation. The use of digital twins, IoT-enabled sensors, and data analytics enhances real-time decision-making, improving the reliability and safety of gas operations. In conclusion, achieving operational excellence in midstream gas facilities demands a combination of strategic management, continuous flow assurance, and the integration of cutting-edge technologies. These efforts ensure that midstream gas operations remain efficient, safe, and sustainable in a competitive and evolving energy landscape.

STRATEGIC DEVELOPMENT OF COMPANIES IN THE MARKET OF INFORMATION AND COMMUNICATION TECHNOLOGIES: CONTENT, APPROACHES AND KEY DIRECTIONS

The article analyzes the approaches of scientists to defining the essence of strategic development, considers modern approaches to management based on marketing, determines the sequence of stages of strategic management of enterprise development, which is a relevant issue in the context of achieving strategic goals of the enterprise. The purpose of the article is to substantiate the theoretical and methodological foundations and directions of strategic development of enterprises in the ICT market. To realize the set goal, the following tasks were set: clarify the categorical and conceptual apparatus in the field of strategic development; determine the place and features of strategic development in the enterprise management system; determine the key trends in the development of enterprises in the ICT market, which determine the need for changes in the management system of enterprises in the direction of strengthening strategic analysis and the application of modern marketing concepts; determine directions of strategic development modeling in the management system of enterprises in the ICT market. It was proved that strategic development is not a self-organized process, its success depends on the adoption of specific managerial strategic decisions. Strategic development of an enterprise on the ICT market in modern conditions is impossible without building an effective strategic management system based on marketing principles and modern marketing concepts. In order to ensure managed successful development on the market, the enterprise must define long-term goals and objectives, justify the concept of alternative and adaptive activity and development, make management decisions regarding the identification of areas and directions of resource provision by the enterprise for the long term, taking into account the opportunities and threats that may arise by selected areas and areas of resource use, i.e. by selected areas of activity (SBU, areas of business, innovative products or services of the enterprise for specific markets). The ICT industry is rapidly developing, guided by the imperative of digitization and innovative integration of AI technologies. Key trends in the ICT market include: digitalization processes, virtual sales, active involvement of artificial intelligence, metauniverse, changing forms and methods of competition, joint consumption of corporate technologies, creation and use of joint innovation ecosystems. As companies navigate virtual sales strategies, the rise of avatars underscores the importance of the metaverse. In addition, competition in the field of ICT is intensifying, which requires providers to constantly improve their technological capabilities. Essentially, these new trends in ICT highlight the industry’s drive to adapt, innovate and meet the dynamic needs of global and local customers. It is appropriate to take into account these trends in the process of planning and implementing marketing plans and programs of ICT enterprises and telecommunications business.

Theoretical background of transparency management development of enterprises in the conditions of convergence of investment processes

Methods. During the research, such general scientific methods are used as: abstraction – when determining the essence of the concept of «transparency management of enterprise development»; analysis and synthesis – when distinguishing the components of the transparency management process of the development of enterprises in the conditions of convergence of investment processes; systematic approach – in the formation of an effective management system for the development of enterprises. Results. The article provides a theoretical basis for managing the transparency of enterprise development in the conditions of convergence of investment processes. According to the results of the conducted research, it was found that the modern enterprise management system of Ukraine demonstrates positive results under the conditions of its constant and continuous improvement, and also has the potential to respond to the challenges of changing conditions of both endogenous and exogenous environments. The factors of negative influence on the development of the enterprise are singled out, attention is focused on the need to create a scientific and practical justification of the system of measures to maintain the level of its value and ensure the adoption of innovative and progressive decisions. Novelty. There is given the author’s definition of the process of managing the transparency of the development of enterprises in the conditions of the convergence of investment processes as a management paradigm with the use of innovative tools and information support for the purpose of producing effective strategic management decisions regarding conceptual modeling and improvement of business processes that strategically determine the competitive advantages of enterprise, while ensuring the transparency of personal business functioning in an institutional environment that takes into account socio-value changes caused by scientific and technical development for the formation and rational use of investment potential. Practical value. The formed theoretical basis for managing the transparency of the development of enterprises in the conditions of convergence of investment processes can become the basis for scientific and practical substantiation of the system of measures to support the level of the value of the enterprise and ensure the adoption of innovative and progressive decisions.

Perspectives on Environment and Waste Management Initiatives in Barangay Pili, Mogpog: Basis for Local Strategic Management Framework

This research study aimed to explore the resident perspectives on environment and waste management initiatives in Barangay Pili, Mogpog, and their implications for the development of an effective strategic management framework. A survey-based approach was employed to gather data from 121 residents of the barangay. The survey included questions related to satisfaction levels regarding various aspects of the government’s Environment and Waste Management Program. The results indicated that residents expressed a generally high level of satisfaction with pollution control programs and the practice of waste segregation and other programs. However, the practice of waste collection received a slightly lower level of satisfaction. These findings have connotations for the formulation of an effective local strategic management framework. The high satisfaction levels in pollution control and waste segregation highlight the success of these initiatives and emphasize the need to continue and expand such efforts. However, the moderate satisfaction levels in other areas indicate areas of improvement and the need for further engagement with residents. To enhance effective local strategic management, policymakers and stakeholders should consider increasing community involvement and participation in decision-making processes related to environment and waste management initiatives. This can be achieved by consolidating actions into a strategic management framework that includes promoting awareness campaigns, organizing educational programs, and encouraging collaboration between residents and local authorities. The research findings provide valuable insights which can guide future policy formulation and implementation. However, it is recommended to conduct further research to gain a deeper understanding of the underlying factors influencing resident perspectives.

PENGARUH MANAJEMEN STRATEGIK TERHADAP UPAYA PENCAPAIAN VISI DI SMA DARUSSALAM BLOKAGUNG TEGALSARI BANYUWANGI

The objectives of this study are as follows: (1) to determine the Strategic Management of SMA Darussalam Blokagung tegalsari Banyuwangi 2019-2020 Academic Year (2) To find out the efforts to achieve the Vision of the Darussalam Darussalam Tegalsari Banyuwangi High School 2019-2020 academic year (3) To determine the effect Strategic management of efforts to achieve the vision of Darussalam Darussalam Blokagung Tegalsari Banyuwangi School Year 2019-2020.The data collection methods used in this study are questionnaires, observations, documentation. As for testing the validity of the data using the Bivariate Correlations formula, to find the reliability of data using the Cornbach Alpha formula. Then for hypothesis testing using the f test and t test, for the normality test using the Kolmogrov-Smirnovc formula. In the analysis of data using simple linear regression analysis. The population in this study was 35 teachers from SMA Darussalam. The results of this study indicate that: (1) the strategic management implemented by the Darussalam High School in Blokagung Tegalsari Banyuwangi in the 2019-2020 academic year is classified as good, due to the t-test. 10,708> 2,042 t tables, which means that Ha is accepted; (2) shows that the efforts to achieve the vision applied by the Darussalam High School Blokagung Tegalsari Banyuwangi in the 2019-2020 academic year are classified as good because t count 10.708> 2.042 t tables which means that Ha is received; (3) The effect of strategic management on efforts to achieve vision is known to be 79.8% while the remaining 20.2% is influenced by other variables which means the influence of strategic management on efforts to achieve vision in SMA Darussalam Tegalsari Banyuwangi 2019-2020 Learning Year is good.

Strategic Management And Organizational Performance

The study was set to establish the effect of strategic management on organizational performance a case of Lyamujungu SACCO. The study employed a correctional sectional research design. It involved quantitative and qualitative methods which enabled the study to evaluate the relationship between the study variables. A sample of 105 respondents were selected using simple random sampling and purposive sampling techniques. The quantitative and qualitative data from the respondents was analyzed using SPSS Version 21.0 and thematic analysis respectively. Quantitative results in form of descriptive statistics, correlations and regressions were presented in tables based on the study objectives. The study found out that strategy management, has a positive significant relationship with organizational performance of SACCOs (r = .962, P≤.01). With these findings, the study makes a contribution of providing empirical evidence that has been widely absent to channel the presently zealous discussion surrounding issues of strategic management and organizational performance in Lyamujungu SACCO. The study recommends that, for effective strategic management at Lyamujungu SACCO management should work hand with Board members and all other stakeholders implement the resolutions of the Annual general meeting as well the Board meeting. 

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.

Role of Leadership in Strategic Management in Nigeria

Purpose: The study sought to analyze the role of leadership in strategic management in Nigeria
 Methodology: The research was conducted entirely on desktop review methoods. Secondary data, or data that doesn't require actual observation in the field, are the focus of desk research. Because it requires little more than an executive's time, telephone rates, and directories, desk research is generally seen as a low-cost strategy in comparison to field research. As a result, the research used data that had already been collected and reported. Secondary sources such as internet journals and libraries made this information readily available.
 Findings: The results show that Leadership is a critical element of strategic management. Leaders are responsible for setting the direction, vision and culture of the organization. They must also be able to develop and execute plans to achieve the organization’s objectives. Leaders in Nigeria must be able to anticipate, plan, lead, motivate and manage change. They must be able to develop strategies that are aligned with the organization’s objectives, and that will enable the organization to achieve a competitive advantage. They must also be able to effectively manage risk, create an environment of performance and excellence, and create a culture of trust and collaboration.
 Unique Contribution to Theory, Practice and Policy: Future research in the field of strategic management may employ the transformational leadership theory and the contingency leadership theory as a foundation. Policymakers, researchers, and academics from all across the world will all stand to gain from this study's findings. The study's findings will also be used by the country's top strategic management executives to boost the effectiveness of their teams' leadership across the board. Effective strategic management policies in the leadership are advocated for in the study as a means to boost efficiency across key operations and activities.

ТЕОРЕТИЧНІ АСПЕКТИ УПРАВЛІННЯ ФІНАНСОВОЮ БЕЗПЕКОЮ ВІТЧИЗНЯНИХ ПІДПРИЄМСТВ

Financial security and its provision is an important component of effective strategic management of enterprises. Not only the level of competitiveness of the enterprise, but also the issue of its functioning depends on the sufficiency of financial resources, the sources of their formation, the influence of internal and external factors on the level of financial security.
 The issue related to the management of financial security in the conditions of martial law remains insufficiently researched.
 The purpose of the article is to systematize theoretical and methodological approaches to managing financial security under martial law.
 Approaches to determining the essence of financial security are systematized. Financial security is interpreted as a certain financial condition, a complex characteristic, the level of the enterprise's provision of financial resources, the ability to promote and expand economic processes.
 Approaches to the classification of threats to financial security are summarized: By place of occurrence, By severity of consequences, By attitude to threats, By form of damage, By duration of action, By level of predictability, By duration of action, place of action. factors affecting financial security are summarized. The main tasks that must be solved for the effective management of financial security are identified. To reduce the impact of threats to financial security, it is important to form an effective enterprise management strategy, which will include a financial security management strategy.

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.

Kesan Orientasi Pengurusan Strategik Terhadap Kecekapan Firma Pembuatan Halal

High demand for halal products globally has contributed the rapid development of halal small and medium enterprises (SMEs). Halal Manufacturing Supply Chain Management (HSCM) has been adopted by SME as a dynamic action in improving firm performance (FP). However, the benefit of HSCM can not be fully achieved without effective strategic manufacturing management (SMM). Based on this concept, the relationships between SMM, HSCM, and FP have been debated. Hence, rigorous research is necessary to identify the factors and the implications of SMM towards HSCM and also FP as a whole. The primary objective of this research is to recognize the SMM practises applied in the halal manufacturing SME sectors. This research uses purposive sampling. A Structural Equation Modeling (SEM) by Partial Least Square (PLS) technique has been employed in analysing the collected data. Market orientations were found to have a significant impact on business performance when applied to halal-certified SMEs. On the other hand, despite having statistically significant effects on business performance, supply chain orientation exerted a reduced influence. This study establishes a framework for halal practitioners to improve their business operations through the application of strategic orientation principles.