Strategic Management Function Research Articles

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The article summarizes the content of general production costs, their specific composition, the order of distribution of general production costs (on the example of specific situational material), the order of reflection in accounting of the distribution of general production costs, the functions of strategic management of general production costs. The aim of the article is to study the topical aspects of formation and distribution of general production costs of enterprise, optimization of the level of general production costs in the context of their planning, analysis and control. Further, the general production costs associated with the organization, management, maintenance and control of the production activities of the enterprise as a whole. In order to avoid an arbitrary interpretation of general production costs, they are standardized with the help of National Accounting Standards (NP(S)BO 16 «Costs»). These costs form the production self-cost are the basic indicator of the enterprise’s activity, which affects the profitability of its activities. The formation of such costs is carried out in compliance with the current sectoral procedure for their accumulation and distribution (in compliance with the provisions of the Methodological Recommendations for the formation of the self-cost of production). These costs are subject to distribution. The distribution base can be: hours of labor, wages, volume of activities, direct costs, land areas, etc. General production costs are divided into: fixed and variable. The list of fixed and variable general production costs is determined by the enterprise within the framework of the approved accounting policy. Since some of the general production costs are mixed or it is difficult to distinguish either fixed or variable costs for them, individual enterprises do not carry out such a division and, accordingly, fully distribute them according to the selected distribution base, based on the actual capacity. In production, the distribution of general production costs is carried out between the main products. Among the main methods that can be used for cost distribution are the following: direct distribution; distribution based on production volume; distribution based on the cost of materials; distribution on the basis of labor; capacity-based distribution. The use of these methods involves the choice of a single base for the distribution of general production costs, which is based on the consideration that costs are written off (distributed) by types of products on the basis of a single standard – the coefficient of distribution of general production costs or the cost rate. Accounting for these costs is carried out through account 91 «General production costs». The article provides an example of the distribution of general production costs. The functions of strategic management of general production costs (planning, implementation of parameters laid down in the plan, efficiency control, analysis of results and feedback) are generalized. The introduction of these functions will make it possible to identify energy- and material-intensive units and, as a result, to control the use of material, labor, and financial resources.

Influence of Coordination and Strategic Planning on Organizational Performance with Change Management Mediating Variables in the Era of Volatility, Uncertainty, Complexity and Ambiguity (VUCA)

Strategic management functions are elements that are always attached to the management process which will be used as a reference in carrying out activities or structured planning to achieve predetermined goals. This research aims to design a change management model for organizational performance at government institution XYZ in an era of volatility, uncertainty, complexity and ambiguity (VUCA). The social theory used in this research is Marxian theory, the name for several theoretical explanations inspired by Karl Marx. The emphasis in Marxian theory is that old assumptions such as the opposition of two large classes, the bourgeoisie and the proletariat, inspire explanations of modern phenomena. Research data was obtained by filling out an online questionnaire by 207 employees of the XYZ government agency. The sampling method used was purposive sampling. The variables used in this research are coordination, strategic planning, change management, and organizational performance. The influence of coordination, strategic planning and change management variables on organizational performance will be modeled using a structural equation model. The results show that there is a positive influence of coordination, strategic planning and change management variables on organizational performance. Change management variables are proven to fully mediate the influence of coordination and strategic planning on organizational performance. Its effectiveness can be seen from coordination and strategic planning which cannot significantly influence organizational performance without the mediating variable of change management. The findings of this paper have academic, managerial, and policy implications that can provide a theoretical foundation for future research in measuring and managing organizational sustainability performance and contribute to knowledge in the field of performance measurement.

Fungsi Manajemen Strategi Dalam Peningkatan Status Akreditasi Rumah Sakit: Studi Teoritis

Strategic management has a very important role and needs to be implemented in improving the accreditation status of the hospital. The strategy that has been made must be implemented properly in order to ensure development and sustainability. This strategy must be applicable to all hospital parties in order to improve service quality and accreditation status. The purpose of writing this scientific article is to find out and review from a theoretical point of view various literatures. The method used is a theoretical study by analyzing and comparing existing theories. The results of this theoretical study are the function of strategic management in improving accreditation status by carrying out procedures so that it can assist hospitals in making better plans with a more logical, rational and systematic approach for each option that will be found by forming a plan. It can be concluded that in improving the quality of health, strategic management is also needed to improve services. With accreditation strategic management, the hospital becomes the object of focus or a process of assessing and determining the eligibility of the hospital according to service standards set by an independent accreditation agency. So that it can improve the image and trust of patients in choosing health care facilities. For hospitals strategic management is very important and needs to be done optimally to support the improvement of accreditation status. So agencies improve infrastructure facilities, adequate human resources and supporting facilities.

PR technologies and American foreign policy: points of contact

Abstract. The article focuses on the use of PR technologies by the government of the United States of America in the field of foreign policy. It highlights the prominent role of these PR technologies in promoting American values, expanding international cooperation, and strengthening partnerships. Moreover, these technologies are actively used in use governing. The purpose of the article is to analyse the use of PR technologies as part of specific foreign policy actions. The author observes that the majority of scientists who study the effects of PR technologies emphasise their particularly positive impact in the field of international relations as that is where the function of strategic management, which is important specifically in foreign policy issues, acquires a new meaning. PR technologies are an important tool for influencing public opinion and an element of forming and managing the state’s image. The author examines the use of PR technologies in America’s foreign policy from a historicist perspective, using examples of various foreign policy developments that involved or continue to involve the USA to pinpoint the application of specific PR technologies and their effect. One interesting finding is that instead of the ‘traditional’ PR tools, the American Government uses rather unconventional ones, mainly practised in foreign policy, including diplomatic efforts, diplomatic pressure, lobbying, complex media campaigns, engagement of ‘influencers’, psychological operations, etc. The study also highlights the functions performed by PR technologies in America’s foreign policy, such as governing, communication, protection, popularisation, etc. The author emphasises that the use of PR technologies is not a new phenomenon in American foreign policy but rather a major long-standing component of foreign policy. Several historical events, such as the Vietnam War, are cited to exemplify the importance of these tools. The article also draws attention to the specific developers of certain PR technologies used in American foreign policy Keywords: USA, PR, foreign policy, PR tools, Department of State.

КОМПЛЕКСНЫЙ АНАЛИЗ СИСТЕМЫ ПОНЯТИЙ ТЕОРИИ УПРАВЛЕНИЯ ЧЕЛОВЕЧЕСКИМИ РЕСУРСАМИ В КОНТЕКСТЕ ИХ ИСТОРИЧЕСКОЙ И МЕТОДОЛОГИЧЕСКОЙ ТРАНСФОРМАЦИИ

The article presents the genesis, relationship and comprehensive analysis of the basic concepts of the theory of human resource management from the standpoint of a number of scientific approaches. The idea is being made about the expediency of further development of its theoretical foundations in unity with the postulates of the concepts of human development and human capital, which form the core of the modern paradigm of human-centrism. It is proposed to consider human resource management as a function of strategic management, which fundamentally changes the methodology and mechanisms of human resource management and allows developing an organization’s human resource management strategy.

СУТНІСТЬ ТА ЗМІСТ СТРАТЕГІЧНОГО АНАЛІЗУ ДІЯЛЬНОСТІ ПІДПРИЄМСТВА

The article analyzes the essence and significance of strategic analysis of an enterprise's activities. It is worth noting that, according to researchers, strategic analysis is the initial stage of development of any strategy and a tool for collecting, analyzing and evaluating a database of internal and external environment in order to identify positive and negative factors and ways to achieve strategic goals and directions of development of the industry. Attention is paid to defining the content of strategic analysis. It is noted that strategic analysis is a starting point for developing a company's strategy and is based on research and evaluation of the internal and external environment. The article provides basic questions illustrating the relationship between the analysis of the environment and its conclusions. In addition, the key issues of strategic analysis of the macro- and micro-environment of an enterprise are identified. Strategic analysis as a function of strategic management forms a set of alternatives for decision-making. Based on the analysis of these tasks, the article provides a scheme of logical transition from the analysis of the micro- and macro-environment of an enterprise to the development of alternatives and selection of the optimal strategy from them. The study presents related tasks that make up the appropriate strategy of an enterprise and visualizes the role of strategic analysis as a tool for choosing an appropriate strategy by an enterprise. In particular, the author determines that the first task is to analyze the macro-environment, which makes it possible to determine the subject of its activities; the second is to determine the goals; the third is to conduct a direct strategic analysis, and the fourth is to implement the strategy. The author emphasizes the place of strategic analysis in the development of strategic management tasks. The author agrees with the thesis that making a strategic choice based on strategic analysis is the basis that "sews" individual business decisions with competitive actions that take into account the current state of the enterprise.

The place and role of strategic management accounting in the accounting practice of domestic enterprises in the conditions of military actions

The article examines the theoretical and practical aspects of strategic management accounting in the accounting practice of domestic enterprises in the conditions of military operations, and determines its place in the management system as the main source of management information for making strategic decisions in the extremely difficult conditions of the functioning of domestic enterprises in the conditions of military aggression. It is noted that the company's development strategy, including in the crisis conditions of wartime, is implemented with the help of strategic planning - the development of plans, programs, budgets, procedures at the company, as a valuable expression of the organization's actions in the conditions of risks associated with the stay enterprises in the combat zone or the zone of defeat by the enemy's means (missiles, drones, artillery). A researched and systematized list of tasks to be solved by strategic management accounting of enterprises in the conditions of military operations; systematized basic strategic management accounting documents containing information about wartime emergency situations; a toolkit of management accounting is proposed, which allows to formulate the strategy of the enterprise under the conditions of military operations. Goal. The purpose of the study is to determine the place and role of strategic management accounting in the accounting practice of domestic enterprises in the conditions of military operations, the development of tools that allow making management decisions of a strategic nature in the presence of alternatives. Methods. Research methods are general scientific methods of cognition, in particular, the article uses methods of empirical analysis to study the main concepts of research, methods of document systematization; tabular methods for building a structural-logical model of calculations related to the choice of an enterprise strategy in the presence of alternatives; methods of generalization in the process of formulating conclusions. The results. The work proves that today strategic management accounting is one of the functions of strategic management, which provides managers with information about the state of the enterprise and the possibilities of its development in conditions of military risks; the list of tasks to be solved by the strategic management accounting of enterprises in the conditions of military operations has been clarified, its methodical support has been improved taking into account emergency situations of a military nature.

The Content Of The Human Resource Management Process In The Quality Management System

The article reveals the need to highlight the process of human resource management in the process model of the organization's quality management system. A review of the approaches of modern authors to the content of the stages of the human resource management process has been carried out. The author defines the content of the human resource management process in the quality management system as a consistent performance of the functions of strategic management, personnel planning and evaluation, personnel development, motivation and remuneration, the formation and development of corporate culture, as well as personnel risk management. For each stage of the human resource management process, scientific views are summarized and systematized regarding the most relevant approaches to their implementation from the standpoint of improving the efficiency of the quality management system.

An exploration of the institutionalisation of public relations at executive level in the top 100 companies listed on the Johannesburg Stock Exchange (JSE)

This article discusses the institutionalisation of public relations at executive level in large organisations, based on research applied to a purposive sample of the top 100 companies listed on the Johannesburg Stock Exchange (JSE) in South Africa. Based on an examination of recent literature on public relations as a strategic management function, the study aimed to determine the extent to which senior public relations practitioners in the selected companies are involved in strategy formulation and decision-making at executive level. Current and recent literature provided a conceptual framework based on the premise that organisations have much to gain by involving senior practitioners in top-level decision-making and strategy formulation. The following theories informed the primary research, which took the form of qualitative semi-structured interviews with the participating practitioners: excellence theory, the dominant coalition, the relational approach, the reflective paradigm and roles theory, with the main focus on the strategic role of public relations. Apart from indicating the extent to which public relations is practiced as a top-level management function in the selected companies, the study also sought to identify barriers that prevent the participating practitioners from providing strategic input at an executive level, and to offer recommendations to overcome these barriers.

Стратегическое планирование экономического развития Китая

Strategic planning is one of the most important functions of strategic management. The state uses different strategic planning tools when developing and implementing strategies. China boasts one of the most effective best practices in strategizing, which can be expanded to other countries. This review covers the main approaches to strategic planning in China. The methodology relied on the theory of strategy and methodology of strategizing developed by Vladimir L. Kvint, Dr.Sc.(Econ.), foreign member of the Russian Academy of Sciences. The Chinese system of strategic planning takes into account the latest achievements of strategizing, including Dr. Kvint’s ideas. Its longterm, medium-term, and short-term development is compiled by the Academy of Sciences, research centers of the State Council, and the Committee for Development and Reform. Chinese regional development strategies are based on the modern global trends. However, the regions evaluate their own resources and development rates, as well as use estimates from various central and regional departments. The policy differs from region to region, depending on both objective factors, e.g., geography, and various subjective features. Large investments in R&D are a necessary part of innovation-driven strategy, but they not always ensure high innovation performance. In fact, Chinese R&D needs more attention to provide innovative development. The regional economic structure fails as a result of unbalanced regional development. Eastern China has better science and technology than the less developed Central, Western, and North-Eastern regions. However, the high population density and the close interregional collaboration compensate for the uneven development for the country, as well as provide a centralized management of economic growth and distributed research infrastructure. Conclusion. The experience of strategic planning in China can serve as a role model for other countries. The prolonged strategic interests, goals, and objectives increase the effectiveness and motivation. In addition, China is constantly developing the field of strategizing theory, methodology, and practice, thus increasing its scientific and innovative potential.

СУЧАСНА ПАРАДИГМА МЕХАНІЗМІВ СТРАТЕГІЧНОГО УПРАВЛІННЯ РОЗВИТКОМ ЕНЕРГЕТИЧНИХ КОМПАНІЙ

The article defines the essence of strategic management of the energy company development and reveals its features in the energy sector. It is noted that the mechanisms of strategic management of the development of energy companies, in contrast to the mechanisms of tactical and operational management, include not only interacting elements in the form of management methods, methods and functions, but also strategies, procedures for their adjustment in the process of changes in the organization, defined and set goals , which meet modern challenges and allow to gain competitive advantages. The strategic management mechanisms of the energy companies development include infrastructural support; information provision and security; organizational support; regulatory and legal support; pricing; financial support; strategic development planning; energy saving motivation, etc. Infrastructural support in the energy sector is formed by transport operators and energy distribution systems. Information support is an effective mechanism of the strategic management system of energy companies development, the strengthening of which will allow to substantiate energy-efficient management decisions, contributes to their transparency, efficiency, consistency and timeliness. Organizational support of the energy sector of Ukraine is carried out by authorities that perform the following strategic management functions: development and implementation of strategic development policy and strategic concepts; development management of state-owned energy companies; regulation of the development of energy companies and the energy sector in general; coordination of activities in matters of energy security; organization of efficient production and use of energy resources in communities and regions. The scheme of regulatory and legal support for the development of energy companies of Ukraine in the context of strategic management is given. When considering pricing, the possibility of introducing a tariff based on the regulatory base of assets, or RAB-tariff, is being considered. Investigating financial support in the strategic management system, it is noted that the energy company must have a stable financial position, because the indicator of financial stability is a guarantor of reliability and invested funds return for investors. When considering the optimal financial support of energy companies, attention is drawn to the expediency of organizing a strategic planning system. Among the organizational and economic mechanisms of strategic management of the development of energy companies, the motivation of energy saving is singled out in order to stimulate and support the behavioral activity of employees in the direction of energy saving.

Improvement of Methodological Tools for Business Analysis of the Effective Company’s Performance

The subject of the paper is the improvement of methodological approaches to the formation of an objective assessment of the system of financial indicators that comprehensively reflect the achieved and projected level of development of economic entities. In these conditions, the issues of substantiating the perimeter and content of the information and analytical support system for the functions of operational and strategic business management are being updated. The purpose of the study is to develop methods of analysis and algorithms for calculating the most important characteristics of assessing the performance of economic entities for internal management and external stakeholders based on a complementary approach to the use of classical methods of forming a piece of information and analytical base by clarifying the values of the indicators used in financial and management reporting and supplementing the list of analytical indicators. To achieve the goal, the author has identified several tasks related to the critical analysis of the existing methodological apparatus for evaluating the performance of commercial organizations. Also, the author updated the content, and clarified the algorithms for calculating indicators to form reliable information and analytical base necessary for making managerial decisions by various subjects of business relations. The author analyzed the supplementing the system of analytical indicators for assessing and forecasting business performance in accordance with the doctrine of sustainable development; expansion of the model range of factor analysis to get a holistic view of the impact of external and internal drivers on the level of financial stability and profitability of business entities. To substantiate the scientific hypothesis, form methodological provisions within the scope of the research, generalize the empirical base and develop practical proposals, the research clarified and supplemented the algorithms for calculating several performance indicators traditionally used in analytical practice, as well as initial indicators of financial and management reporting, have been involved. The practical application of the proposed adjusted procedures for calculating indicators contributes to getting a reliable and aimed assessment of the quality of the management system of organizations in the real sector of the economy. Also, it promotes a reliable measurement of the influence of factors of the external and internal business environment on its effectiveness, the development of an optimal resource potential management policy in order to increase competitiveness, strengthen financial stability and increase investment attractiveness.

How Can Strategic Leadership Support the 5 Functions of Strategic Management within University Environment?

Bearing in mind the highly important role that leadership has in modern business environment, and launching from the interconnected relationship between leadership and management; this research aimed at highlighting how strategic leadership can support strategic management function and in a university environment. Researcher adopted the five functions of strategic management which included (planning, organizing, staffing, leading and controlling). Through the adoption of quantitative approach and building a questionnaire to be the study tool; (137) individuals responded to an online uploaded questionnaire and SPSS was used in order to screen and analyzed collected primary data. Utilizing mean, standard deviation and linear regression, results indicated that characteristics of strategic leadership were able to support all functions of strategic management based on the common goals that both leadership and management had from a strategic perspective. Results of study accepted main hypothesis and agreed on the fact that strategic leadership supports functions of strategic management with an R value of .860 and a correlation coefficient of 74%. Concerning functions of strategic management which were mostly supported by strategic leadership; results indicated that staffing was the most positively influenced function of strategic management scoring an R value of .936 with a correlation coefficient of 87.6%. Study recommended that risk management in all its forms and strategies is the most important fact in this scheme, given that strategic management is mostly based on managing in an unpredictable environment that is unstable and risky. Practical contribution of current study can be summed in the fact that it could be a source for leaders to deeply understand what strategic leadership is and how it can help strategic management be applied correctly in an educational environment.

Impact of 7s model, Strategic Human Resources Management functions and moderating effect of people strategy on organizational performance in Insurance industry of Sri Lanka.

The aim of this study was to investigate the impact of 7S model, moderating effect of people strategy and strategic human resource management functions on organizational performance and applications in the Sri Lankan insurance companies considering the 7S model as a organizational strategic planning tool which assists and drive organizations. 7S model defines organizational factors which are separating excellent businesses from other aspects .The success of a business depends on interrelated seven factors. The distinctive argument of the 7S model is that the process of strategic planning is made up of creating strategies and considering the other factors expressed in the model. Thus, it is claimed that business succeeds with the coherent corporation of the strategy factor and below explained factors. The 7S model focuses on key SHRM dimensions which are critical to any organization namely, Strategy, Structure, Systems, Staff, Shared Values and Style. The researcher focuses on the study how these seven elements and Statistics, measurement driven tools impact on organizational performance with moderating effect of people strategy. The study sample consisted (29 ) Licensed Insurance Companies (LIC,s) individual employees of leadership and supervisory functions in insurance companies operating in Sri Lanka, where the questionnaire was developed to gauge the views of the respondents consisting of (576) employees. After a process of data analysis and hypothesis testing using SPSS package and AMOS, the study found the importance and benefits and the possibility of relying on the 7S strategic planning tool in strengthening the application of strategic human management functions. The study recommends that design of appropriate organizational SHRM functions, which are pushing for more performance of insurance companies and application of new knowledge as a prerequisite for higher firm’s performance.

ENTERPRISE ECONOMIC SECURITY STRATEGIC MANAGEMENT: THEORETICAL FUNDAMENTALS AND TOOLS

Objective. The objective of the article is to substantiate a theoretically significant approach to understanding the essence of the strategic management of the economic security of an enterprise and the choice of effective tools for assessing its effectiveness. Method. To substantiate the results of the study, a set of methods is used,: imethods of theoretical analysis and synthesis, generalization, dynamic analysis, index method, graphical method. The theoretical and methodological base of the study contains the provisions of the theory of management, strategic management, strategic analysis, financial analysis. Results. In the study, the identification of the subject and object of the economic security of the enterprise is carried out, the connection between the management of economic security and the strategic management of the enterprise and the set of the main functions of the latter are updated. Specifically, under the strategy of economic security of an enterprise, it is proposed to understand a comprehensive strategy related to strategies of a supporting type, designed to maintain the state of long-term economic security of both the entire enterprise and economic security in terms of local components (market, technical and technological, personnel, financial, etc.) . The authors’ vision of the algorithm for developing a strategy for the economic security of an enterprise is proposed. It presupposes the following sequential actions: setting the problem; team building; analysis of external and internal factors that generate threats; gradation of threats according to the level of consequences; threat impact forecast; assessment of resource potential; determination of methods, technologies and tools for implementing the economic security strategy; making a decision on a specific strategy, its financial justification; implementation of the company’s economic security strategy. In the course of a practical study, an analysis of the level of economic security of YuzhGOK JSC is made. To identify the economic security strategy of the plant for 2018-2020, a profile of economic security is compiled, the integral coefficient of economic security is calculated, and using the SPACE analysis, it has been found that the plant implements an aggressive economic security strategy, which is effective and adequate for the current business conditions. It has been established that an aggressive security strategy does not require changes, that is, strategic management should focus on the implementation of control and preventive functions that will ensure the preventive nature of strategic management and monitoring of the operating environment. Key words: strategic management, economic security, economic security strategy, strategic management of economic security, strategic management functions.

A Study of Interracial Differences in Turnover Intentions: The Mitigating Role of Pro-Diversity and Justice-Oriented Management

Enhancing racial justice, equity, diversity, and inclusion are the core values of public administration and critical to the functions of public-sector strategic human resources management. However, very limited empirical research has delved into the interracial differences in public sector employees’ turnover intentions and its mitigating factors. Using the 2006–2017 Federal Employee Viewpoint Survey data, the present study aims to contribute toward filling this gap in the literature. The theoretical arguments and empirical findings of this study show that when compared with White employees, Federal Black, Indigenous, and Employees of Color (BIEOC) are significantly more likely to intend to leave their current organizations. However, the likelihood of turnover intentions of Federal employees, particularly, BIEOC can be reduced through institutional interventions anchored in pro-diversity management (e.g., commitment to fostering a racially representative workforce), distributive justice in employment outcomes (e.g., in pay and promotions) and procedural justice in organizational processes (e.g., anti-discrimination practices).

CONCEPTUAL ASPECTS OF STRATEGIC MANAGEMENT BY COURT SECURITY SERVICE

The article covers the issues of strategic management of the units of the Court Security service (CSS) at the present stage of state formation. It is determined that the management of units of the Judicial Protection Service is a special kind of managerial, organizational and administrative activities carried out within the framework of a permanent, purposeful system of collective work. The definition of “strategic management” is formulated as a management that relies on human potential as the basis of the organization, focuses on consumer demand, allows flexible response and timely changes in the organization that meet the challenges of the environment and provide competitive advantage. Аggregate enables the organization to survive in the long run, while achieving its goals. An assessment of the current management system of CSS units has been made. The stages of formation of the Judicial Protection Service, the main tasks and powers of employees of the service (maintenance of public order in court, cessation of contempt of court, protection of court premises and institutions of justice, functions of state personal protection of judges and their families, court employees, ensuring the safety of litigants in court). It is determined that in modern science and practice there are a significant number of methods used in the field of forecasting, however, it is proved that in the context of strategic management of CSS units of particular value are the method of analogy and scenario development. In order to facilitate the management of CSS units, a conceptual scheme of development and implementation of a strategy for the management of CSS units is proposed, which is characterized by complexity and completeness and provides a sequence of certain stages. The developed algorithm combines both the main functions for the development and implementation of the organization’s strategy, and the most important actions for their practical implementation. The functional content of strategic management is realized through the technological support of the functions of strategic management, which consists in the performance of judicial subdivisions of the relevant sub-functions. These traditionally include: forecasting, development and implementation of strategy. A universal model of strategic management of CSS units has been formed.

УПРАВЛІННЯ ІННОВАЦІЙНИМ КЛАСТЕРНИМ РОЗВИТКОМ ТУРИСТИЧНОГО ПІДПРИЄМНИЦТВА: ОСОБЛИВОСТІ ТА ТЕНДЕНЦІЇ

The article discusses the contemporary issues related to the specifics of managing the innovative development of cluster entrepreneurship in the tourism sector. High dynamism of the external environment, rapidly growing consumer market demands for the quality of goods and services, intensified competition and a range of other factors urge local governments to make effective management decisions aimed at supporting further development of tourism business clusters that have to rely on compliance and well-reasoned application of methods, principles and functions of strategic management based on modern economic and mathematical modeling toolkit. The study presents the results of research on managing innovative cluster development of tourism entrepreneurship along with providing step-by-step assessment of innovation environment and exploring the sources of possible barriers to transformation processes. In addition, the intensity of transformation dynamics has been measured. The findings suggest an algorithm to run the diagnostics for the sensitivity of tourism companies within integrated clusters to innovative transformations. It is argued that the management framework, with innovative cluster development pattern of tourism entrepreneurship as its structural element, is capable to ensure integrated congruence of interests of all market actors, non-for-profit institutions and consumers, which allows to develop and implement effective policies for tourism and recreational services sector, subject to availability of appropriate management structures, powers and levers of influence. A conclusion is made that the primary function in managing the innovative cluster development of tourism entrepreneurship is the ability to balance the interests of various regional market actors and implement the strategic socioeconomic priorities of the tourism and recreation services sector in the context of sustainable development.

Стратегическое планирование и прогнозирование: изменение сущности и роли в условиях нестабильности энергетического сектора.

Development of the hydrocarbon potential is one of the main priorities for Russia. However, recent trends in the global energy sector have proven its volatility and instability (the impact of post-pandemic conditions, high price volatility, and rapid development towards green energy). The resulting uncertainty in the turbulent oil and gas sector itself places new demands on the strategic behavior of oil and gas companies, especially within strategic business units related to the implementation of high-risk projects (using the Arctic oil and gas sectoras an example). All these are invariably associated with the transformation of the strategic management system. The paper defines the role of strategic forecasting and planning in the system of strategic management. The analysis of trends in the global energy sector, identifying key challenges for the strategic development of oil and gas companies, has carried out. The necessity of reviewing the role and essence of the basic functions of strategic management has been substantiated. A conceptual vision of the transformation of the essence and objectives of strategic analysis, forecasting and planning at the level of oil and gas companies in the context of global shocks was proposed.

STRATEGIC INTERNAL COMMUNICATION: ANALYSIS OF THE PRACTICE OF REGIONAL HIGER EDUCATIONAL INSTITUTIONS OF LATVIA

In the organization's strategic management, internal communication is one of the main components enabling the strategic management process to be carried out. Its role is important in both the planning and implementation of the strategy. Still, in practice, the internal communication’s potential remains untapped, resulting in the pursuit of organizations' strategic objectives. In developing the doctoral thesis, the author has an interest in investigating not only businesses, but also higher education institutions (HEIs), as they are similar organizations to other sectoral institutions, and their processes must be similar. The purpose of this study is to analyse who currently manages the internal communication function of four Latvian regional universities and to what extent the internal communication can be considered strategic. The study reviews international literature on the strategic management of organizations and the strategic management of internal communication. It uses a combined research strategy involving questionnaires and semi-structured interviews with respondents indicating that their university has developed an internal communication strategy.The results show that the internal communication management practices of universities differ since some universities do not clearly define the purpose of internal communication, strategies, and plans, as well as those which merely indicate the existence of internal communication management practices. In all four universities, specialists carry out internal communication in the field of marketing, communication, or human resources management who demonstrate that private business practices are being applied – implementing internal communication in fragmented ways without acknowledging it as a management’s function. The research participants have indicated that internal communication should be managed by the administrative vice-rector. Since the analysed articles show that the employee responsible for the internal communication function should be part of the decision-making process, more in-depth research should be continued which would allow making conclusions whether the administrative vice-rector at the university should take on the strategic management function of internal communication.