Enterprise External Environment Research Articles

Dimensions of corporate culture and financial performance: Evidence from Chinese publicly listed companies

Corporate culture is the soul of the enterprise and plays a vital role in creating corporate cohesion and improving business performance; in many cases, the role of corporate culture on business performance is not direct, but there are a series of intermediary influencing mechanisms. Most of the current academic circles have studied the influencing mechanism between corporate culture and business performance from the perspective of dynamic matching. Still, there is a lack of research results based on the theoretical perspective of Edgar H. Schein's corporate culture dimensions. Based on Edgar H. Schein's theoretical perspective of corporate culture dimensions, this study explores the influencing mechanism between corporate culture and the business performance of Chinese listed companies from the dimensions of corporate governance culture in the external environment and corporate governance culture in the internal environment. It conducts empirical research using the data of A-share listed companies in China's Shanghai Stock Exchange and Shenzhen Stock Exchange as samples. The results are twofold. First, the adaptability of the enterprise's external environment has a significant and positive effect on the Weighted average return on net assets in the financial dimension; it has a substantial and positive impact on customer satisfaction in the non-financial dimension. Second, internal corporate governance culture has a significant and positive effect on weighted average return on net assets, Debt-to-Equity Ratio, Earnings per share in financial dimensions, Percentage of highly educated employees, customer satisfaction survey, and non-financial dimensions. Percentage of highly educated employees, Customer Satisfaction, Customer retention rate, and R&D investment as a percentage of operating income in non-financial dimensions have significant positive effects. The findings of this study provide theoretical and practical guidance for Chinese listed companies to strengthen the construction of external environment adaptive culture and internal corporate governance culture.

Economic policy uncertainty and enterprise strategic change: Evidence from China

AbstractA consensus in the field of strategic management is that the external environment plays a role in shaping corporate strategy. However, as an important part of the enterprise's external environment, the relationship between economic policy uncertainty and enterprise strategic change has not received due attention. Based on real options theory, principal‐agent theory, and resource‐based view (RBV), this paper empirically analyzes the impact of economic policy uncertainty on enterprise strategic change by taking A‐share listed companies in the Shanghai and Shenzhen stock exchanges from 2002 to 2020 as research samples, as well as the moderating roles of precipitation organizational slack and ownership property. The authors found that economic policy uncertainty has a restraining effect on enterprise strategic change. When economic policy uncertainty is higher, enterprises will stop and wait, and be less inclined to initiate strategic change. Precipitation organizational slack negatively moderates the relationship between economic policy uncertainty and enterprise strategic change. When enterprises have more precipitation organizational slack, it will further enhance the inhibition of economic policy uncertainty on enterprise strategic change. Ownership property positively moderates the relationship between economic policy uncertainty and enterprise strategic change. When the enterprise is a state‐owned enterprise, it will further weaken the inhibition effect of economic policy uncertainty on enterprise strategic change.

Analysis of the enterprise's external environment as the main stage of strategy development

Introduction. The external environment is a source that feeds the organization with the resources necessary to maintain its internal potential at the appropriate level. The organization is in a state of constant exchange with the external environment, thereby ensuring the possibility of survival. But the resources of the environment are unlimited. And many other organizations in the same environment claim them. Therefore, there is always a possibility that the organization will be able to obtain the necessary resources from the external environment. This can weaken its potential and lead to many negative consequences for the organization. The task of strategic management is to ensure such interaction of the organization with the environment, which allowed it to maintain its potential at the level necessary to achieve its goals and thus would give it the opportunity to survive in the long term. Method. The article considers two methods of analyzing the external environment of the enterprise: SWOT analysis, which divides factors into strengths and weaknesses, opportunities and threats, and PEST analysis, which monitors and evaluates political (stability of the political situation, tax policy, level of state influence on the industry , control over quality standards), economic (inflation rate, population income level, production volumes of natural and mineral bottled water, prices for raw materials and energy sources, investments in the industry), social (requirements for product quality, tastes and preferences of the population, population size) and technological factors (technology development in the industry, scientific and technical potential of the country, research and development costs) over which the company has no influence. Results. The study was carried out on the example of Tsarychansky Zavod Minvody LLC. In the process of analyzing the enterprise, the external environment was studied based on six groups of factors: economic, political, market, technological, international status and social behavior. The company's strengths have been identified, which are also competitive advantages: safe product packaging; growth in office consumption of bottled water; a wide range of mineral water; high quality of the product; average price level; use of advanced release automation technologies; Increasing the volume of water sales; increasing the product line; water comes from a well; water has important elements for the human body; water is used for medicinal purposes; the plant produces treated water using the reverse osmosis method; the enterprise is the owner of the main resources for production; wide target audience; delivery of water to offices; the presence of a branded store near enterprises.

RESEARCH ON STRATEGIC CHOICE OF CROSS-BORDER E-COMMERCE ENTERPRISES

This study takes Zhuhai Easy-maker Times E-commerce Co., Ltd. as the research object, summarizes the theories and tools related to enterprise development strategy, and clarifies the current research status and shortcomings of this topic. Investigate and analyze the industry environment and internal and external environment of Zhuhai Easy-maker Times. Select strategies that meet the development needs and characteristics of cross-border E-commerce enterprises and put forward corresponding security measures. Firstly, the article analyzes the background and significance of this study, summarizes relevant domestic and foreign research literature, clarifies the main content and methods of the study, and summarizes and analyzes related concepts and theories of application, laying a theoretical foundation for the development of the study. Secondly, Zhuhai Easy-maker Times is taken as an example to analyze cross-border E-commerce enterprise development environment, mainly through Porter’s Five Forces, to analyze the industry competition environment, through PEST analysis method to study the external macro environment, and SWOT analysis method is used to research the company's internal environment, the enterprise external environment and internal resources, etc., to clarify the realistic situation faced by cross-border e-commerce enterprises. Then, the strategy selection of cross-border e-commerce enterprises is carried out. Thirdly, the strategic objectives and principles are selected based on the actual situation of enterprises, including cost leadership strategy, horizontal integration strategy and relevant functional strategy, and the strategy implementation guarantee measures are proposed.
 The research on the development strategies of cross-border e-commerce enterprises in this paper can not only enrich the current theoretical research content, but also provide theoretical reference for the future research on the strategic development of cross-border e-commerce. 

Influence of External Environment Analysis on the Competitiveness of Business Operations of an Industrial Enterprise (Evidence from Mining and Metallurgical Industry)

The aim of the study was to analyze the influence of environmental factors on the effective activities of an organization. The objectives of the paper was to study environmental factors and evaluate methods and approaches to analyze the state of the external environment of the organization. An integrated and holistic mechanism of understanding the problems associated with the analysis of enterprise external environment that can be used in the practical activities of companies in various industries has been formed. Design/methodology/approach: The methodological framework of the study was the provisions of economic theory, organization economics, a dialectical approach to the study of the stated problem, as well as management systems in business structures in a rapidly changing external environment. The methods that were used in this analysis can be combined into two main groups: methods for collecting data on the external environment and analysis methods. The latter include the following methods: PEST analysis, EFAS, industry analysis, SNW analysis, SWOT analysis. The information framework of the study included the scientific and methodological publications of domestic and foreign authors, statistical, informational, analytical, reference sources, materials from current publications and periodicals, reporting data of enterprises in industrial entrepreneurship, expert assessments of domestic and foreign analysts. Findings: In the course of study, methods and approaches were analyzed that allow analyzing the state of enterprise external environment and draw conclusions about the competitive position of the enterprise. Based on the results of the analysis, a calculation and economic justification for increasing competitiveness was presented using the example of the activities of PJSC MMC NORILSK NICKEL. The proposed activities will allow the company to monitor changes in the external environment, thereby responding faster to them. That will allow the company to occupy a leading position in the market. Research/practical implications: Theoretical and practical findings related to determining the impact of the analysis of enterprise external environment on the competitiveness of the enterprise’s business can be used by industrial enterprises in the process of managing competitiveness risks, in terms of assessing and developing the competitiveness of the enterprise structures, and developing organizational mechanisms to create favorable conditions for the business environment. Methodological and practical results of the study are of scientific interest to scientists, post-graduate students, students and practitioners in assessing the factors that determine the competitive advantages and the competitiveness of industrial enterprises, while developing measures to identify and mobilize reserves to improve their competitive positions. Individual recommendations provided in the study were used in practice by the enterprises of mining and metallurgical industry. Originality/value: The scientific novelty of the study lies in complementing and developing scientific provisions related to the analysis of the enterprise external environment on the competitiveness of the enterprise’s business. The most significant results associated with the scientific novelty include the following: key methods for diagnosing the enterprise external environment are examined, which allow analyzing the state of the environment of the enterprise and drawing conclusions about its competitive position. A mechanism for practical application of methods through the example of a particular enterprise and a portfolio of managerial decisions to minimize the risks that arise is proposed.

ПРОЦЕС АДАПТАЦІЇ СИСТЕМИ УПРАВЛІННЯ СІЛЬСЬКОГОСПОДАРСЬКИМ ПІДПРИЄМСТВОМ ДО ВИКЛИКІВ СЕРЕДОВИЩА

The purpose of the article is to study the features of the process of adaptation of the management system of an agricultural enterprise to the challenges of the environment. One of the most developed sectors of the Ukrainian economy is agriculture. This is one of those sectors of the national economy that continues to develop and increase the volume of its activities despite several crises in the external environment. Modern agricultural enterprises are open systems that constantly interact with environmental factors. At the same time, today the state of the environment is not favorable enough and is characterized by high dynamism and the presence of crisis phenomena. It is established that without proper management, any company cannot ensure long-term development and guarantee stable profits. Traditionally, enterprise management is seen as a system and consists of some interconnected elements, both intern al and external. The modern approach to the management of an agricultural enterprise is based on a comprehensive assessment of the state of the external environment and the adaptation of the management system of the agricultural enterprise to the challenges of the environment. It can guarantee the enterprises of this industry stable operation. The main scientific approaches to the definition of "enterprise adaptation" are considered. From our point of view, the adaptation of the enterprise is a process that involves making changes in the internal environment following changes in the external environment. Modern agricultural enterprises have to carry out a continuous process of adaptation of the management system to the challenges of the environment, due to the high level of uncertainty and turbulence. The main stages of the process of adaptation of the management system of an agricultural enterprise to the challenges of the environment are described such as: analysis of the external and internal environment, identification of existing opportunities and threats in the external environment, assessment of changes in the enterprise external environment, development of the enterprise adaptation strategy, implementation of adaptation strategy (changes in enterprise activities), adjustment of adaptation strategy environment, evaluation of the results of adaptation strategy implementation.

About some aspects of the process of assessing the enterprise's external environment under the conditions of market changes

About some aspects of the process of assessing the enterprise's external environment under the conditions of market changes

Exploratory Research on Chinese Performance Teaching Knowledge to Enhance Corporate Cohesion

“Management is both a science and an art.” This view has been widely recognized in the field of management research. However, in the existing academic and practical studies of management, the artistry of management is often defined as some methods and techniques of management, but few studies have studied the interdisciplinary and interactive relationship between real art and management. Corporate cohesion is an important part of corporate culture construction and an important foundation for enterprise development. Some studies believe that corporate cohesion is indispensable for understanding team operations and will continue to be an important concept in organizational management research in the 21st century. Performing arts is a kind of visual and auditory art that is directly appealed to by the performing artist. Mainly refers to actors performing roles in movies, TV series, and drama. Compared with other art forms, the intuitiveness of the performing arts determines that it has the most direct and close relationship with the propaganda cause, and the promotion effect is the fastest and most acceptable. Therefore, this research regards the promotion of enterprise cohesion as the breakthrough point of management, and takes the relevant knowledge commonly used in Chinese performance teaching as the breakthrough point of art, trying to establish the relationship between these two aspects, in order to explore the relationship between management and art. Through literature review and literature comparative study, firstly, some representative views of western scholars on the influencing factors of enterprise cohesion are summarized as “group atmosphere, leadership characteristics, individual characteristics and their consistency, motivation, communication, external environment”. Then, some representative views of Oriental Scholars on the influencing factors of enterprise cohesion are summarized as “people-oriented, communication, group atmosphere, enterprise external environment, individual characteristics and their consistency, motivation, leadership characteristics, and institutional change”. Based on this, after comparing and summarizing the influencing factors of enterprise cohesion put forward by Eastern and Western scholars, the defining results of the influencing factors of enterprise cohesion in this study are as follows: people-oriented, communication, group atmosphere, enterprise external environment, individual characteristics and their consistency, motivation, leadership characteristics, and institutional change. In view of the purpose of this study is to try to use performance knowledge for reference or directly to enhance the cohesion of enterprises, after fully considering the controllability of each factor and the correspondence with performance knowledge, the influencing factors of cohesion are amended: the “external environment factor” which is not controlled by enterprises is removed, the factor of “individual characteristics and their consistency” and “material motivation” in the “motivation” factor both of which lacked correspondence with performance knowledge are removed, and the “institutional change” factor which is difficult for performance knowledge to play a role is removed. Ultimately, the revised factors affecting cohesion that can be associated with the performance knowledge include: group atmosphere, spiritual motivation, communication, leadership characteristics, After defining the influencing factors of enterprise cohesion, through consulting the relevant literature and information on performance teaching in China, we can find the representative performance knowledge corresponding to the influencing factors of enterprise cohesion, including: stage scene construction, Parody Theory, performing performing parctice, actor’s physical and mental relaxation, truth and belief, script analysis, communication in performance, “seven abilities and four sens

Методика оцінки впливу зовнішнього середовища на діяльність підприємства.

It is generally proved that in today's business world, the degree of influence of the companies’ activity environment is very high. It was proposed to understand under the external environment of the enterprise the totality of the external factors that influence its business activities, which require constant monitoring, control and evaluation during the change and determination of the future for its functioning. A study of factors that influence the activities of Ukrainian enterprises of maritime transport, peer review helped identify components of the external environment of the enterprise. According to the levels the external factors can be divided on the global and on a national scale. The structure of these factors is divided into three groups (market conditions, political, technological), which will conduct a comprehensive analysis of the company. Exploring of certain global and national factors should be analyzed not only by their state and dynamics of changes in the reporting period, but also according to the possible directions of changes in these factors in the future based on current trends. For the practical application of evaluation of the enterprise external environment was generalized the methodology for assessing the external environment of the maritime transport enterprise, which consists of five stages: assessment of the real impact of the environment; assessment of the future impact of the environment; assessment of the level of instability; definition of the strategic gap between the degree of the future and the real impact; assessment of performance of the enterprise, taking into account the degree of influence of the environment. This approach not only provides the analysis of the environment, but also determination of the tendencies of its development using scenario forecasting. Practical application of the proposed method has allowed predicting the main indicators of activity of the enterprises of maritime transport.

Formation of conceptual approaches to management of intellectual capital of knowledge considering hierarchical levels at the enterprise

It is determined that intellectual activities of the enterprise as to the creation of intellectual capital should be organised at four hierarchical levels. A specific kind of intellectual capital is formed at each level: at the level of enterprise external environment and economy as a whole, its business environment - external intellectual capital is formed; at the level of the enterprise - organisational intellectual capital; at the level of working or project team (department) - group human capital; at the level of the individual (an employee as a bearer of knowledge of the company and workplace) - individual human capital. By organising intellectual activity at the enterprise, it is offered to form such conceptual approaches that will help to reflect the character of embodying entities of different levels into the creation and usage of intellectual capital. The following approaches will ensure the independence and sustainability of the enterprise. They are traditional, cooperation, and integration approaches. It ensures investing in the formation of human intellectual capital that can create intellectual innovative products, i.e., new knowledge with further transformation into organisational and market intellectual capital.

Formation of conceptual approaches to management of intellectual capital of knowledge considering hierarchical levels at the enterprise

It is determined that intellectual activities of the enterprise as to the creation of intellectual capital should be organised at four hierarchical levels. A specific kind of intellectual capital is formed at each level: at the level of enterprise external environment and economy as a whole, its business environment - external intellectual capital is formed; at the level of the enterprise - organisational intellectual capital; at the level of working or project team (department) - group human capital; at the level of the individual (an employee as a bearer of knowledge of the company and workplace) - individual human capital. By organising intellectual activity at the enterprise, it is offered to form such conceptual approaches that will help to reflect the character of embodying entities of different levels into the creation and usage of intellectual capital. The following approaches will ensure the independence and sustainability of the enterprise. They are traditional, cooperation, and integration approaches. It ensures investing in the formation of human intellectual capital that can create intellectual innovative products, i.e., new knowledge with further transformation into organisational and market intellectual capital.

Оценка влияния факторов внешней среды предприятия на характеристики его организационной структуры

Оценка влияния факторов внешней среды предприятия на характеристики его организационной структуры

Ecological Circulation System of Organization

The organization is a multi-leveled system. The ecological circulation system is the cycle module and the safeguard mechanism to maintain the dynamic cycle system and activities between the enterprise development and the enterprise external environment. In this paper, we discuss ecological circulation system of organization. We conduct the model of organization ecological cycle system, and analyze the exchange cycle between the enterprise organization and market and between organization and society. The results show that environment which organizations live in is complicated and changeful. Any organization doesn't exist in isolation. The organization must combine with other organizations, natural environment and social environment etc to constitute a whole of mutual contact, mutual restriction and interdependence.