Ideas Of Strategic Management Research Articles

Information and analytical support of strategic management of enterprises in global instability conditions

It is shown that the strengthening of the role of strategic management of industrial enterprises and corporations that has taken place in recent years requires the creation of new developments in the field of both improving the strategies for managing manufacturing companies themselves and the formation of appropriate information and analytical support for the mentioned process. The aim of the work was the need to develop an up-to-date information and analytical support for the strategic management of enterprises in the context of global instability in the world and a tough confrontation between Russia and the West. In this regard, the implementation of effective management of industrial enterprises and corporations is becoming an increasingly difficult task, the solution of which depends on an increasing number of factors, not only direct, but also increasingly significant indirect impact. Materials and methods. The study of the origin, formation and development of ideas of strategic management of industrial enterprises and organizations showed that the implementation of operational and strategic management of enterprises cannot be carried out, as was done in the very recent past, based on the experience of managers and simple unambiguous schemes development of management decisions. Based on the analysis of the development of scientific ideas, foreign and domestic approaches and conceptual provisions for the strategic and operational management of industrial companies and corporations, a set of scientific provisions for the formation of information and analytical support for the development of the strategy of Russian companies, based on the results of practical experience and scientific developments of the authors. Results. The proposed set of scientific provisions for the development of information and analytical support for the strategic management of enterprises in the context of global instability enables the leaders of these enterprises to increase the validity and effectiveness of their activities. Conclusion. Because foreign and domestic experience in managing enterprises and organizations, scientific research on the strategic and tactical management of companies of the past years, by now, has ceased to make it possible to effectively manage the development of companies. The complex of scientific provisions presented in the article and the algorithm of strategic management of industrial enterprises and corporations is a necessary element for improving the quality of strategic management of manufacturing companies in today's extremely tense and unstable conditions for doing business and business in our country.

Strategically Comparable Firm-Finding Algorithm (CFFA): A Strategic Management Approach to Valuation

This paper proposes an intuitive valuation framework based on the ideas of strategic management, regression, and portfolio theory. I call the framework the “Comparable Firm Finding Algorithm” (CFFA). The CFFA includes, as a special case, the Compara-ble Company Analysis (CCA), one of the most popular valuation approaches. Although the CFFA generalizes the CCA, it is equally simple, as well as being flexible enough to permit wide applications and variations. Furthermore, since the CFFA is based on re-gression analysis, researchers can easily leverage their data-analysis techniques to incorporate instrument variables, machine learning, and big data. This paper demon-strates the merits of the CFFA by addressing a key challenge in finance, accounting, and strategic management: how to compute the value of intangible strategic resources. The CFFA is also used to identify ESG contributions, to assess intangible (price-to-intangible ratios), to evaluate combinative capabilities, to price entrepreneurial activi-ties, and to develop investment strategies and scenario planning.

Complexity, continuity, and strategic management of buyer–supplier relationships from a network perspective

PURPOSE: Current research seeks to create an economic model that connects strategic management and network theory. However, most theoretical models do not provide empirical evidence of network relationships’ real structure and attributes. The purpose of the paper is to explore the relation between enterprise characteristics and the characteristics of buyer–supplier relationships in supply chain networks. We are specifically interested in business relationships in networks with respect to the various enterprises’ sizes and sectors of industry. The subject of our research was characteristics, such as network relationship complexity, continuity of relationships, and strategic management in networks. The paper summarizes the results of an empirical study on buyer-supplier networks and accentuates the importance of developing and fostering business collaboration for strategic management. METHODOLOGY: We conducted the questionnaire research in 2016–2019 on 360 enterprises from the Czech Republic. We selected the research sample based on the non-probability purposive sampling method. The members of the research team collected data from an online survey and personal visits to enterprises. The statistical analysis of hypotheses is based on the frequency of managers’ answers. To evaluate results, a two-proportion Z-Test is used for comparing different categories of enterprises according to their enterprise size or prevailing sector of the industry. FINDINGS: The main results show that the differences between enterprises involved in the buyer–supplier structures lie mainly in their size. The survey did not identify differences between industry sectors. The findings show that the complexity of networks in the Czech Republic is not high in terms of the number of suppliers or involvement in many supply networks. The continuity of relationships with partners in buyer–supplier networks is relatively long-term oriented. Long-term partnerships reflect the higher quality of relationships and support future integration. However, large enterprises prefer to build contracts for shorter or longer periods. An overall decentralization strategy characterizes the strategic management of buyer–supplier networks. This finding means dividing competencies such as planning, managing, sourcing, decision-making, transporting (delivering) among more enterprises. IMPLICATIONS FOR THEORY AND PRACTICE: The paper provides an insight into understanding how the buyer–supplier network functions. The theory’s implication builds on the connection of supply chain management and strategic management from the network perspective. Supply chain management is viewed as a part of strategic management, and the synthesis of both research areas opens an innovative view to business theory. ORIGINALITY AND VALUE: The paper’s principal value is the connection between contemporary ideas of strategic management and supply chain management. The synthesis of supply chain management and network approach enhances strategic management theory.

ФІНАНСОВО-ЕКОНОМІЧНИЙ МЕХАНІЗМ ЗАБЕЗПЕЧЕННЯ КОНКУРЕНТОСПРОМОЖНОСТІ ЯК ІНСТРУМЕНТ СТРАТЕГІЧНОГО УПРАВЛІННЯ ПІДПРИЄМСТВОМ

UDC 339.137; JEL Classification: L 21 Purpose. The purpose of the article is to substantiate the scientific basis for the formation of financial and economic mechanism for competitiveness of an enterprise, taking into account the structure of strategic management elements, which will help to find financial reserves for its increase and strengthen market competitive positions.Methodology of research. The following methods were used in the research. The method of theoretical generalization was relevance for determination the definition of "enterprise competitiveness". Structural approach was applied to identify the components of the financial and economic mechanism for providing the competitiveness of the enterprise according to the structure of strategic management elements. Findings. The theoretical bases of formation of the financial and economic mechanism for providing the competitiveness of the enterprise were researched in article. The definition of the category "enterprise competitiveness" as the probabilistic ability of an enterprise to provide and maintain the competitive potential in a strategic period was suggested. It contains the inherent features of comparability, spatiality, dynamism, objectivity, attributability, systematicity and objectivity. A system of principles of strategic competitiveness management is presented separately. Attention is focused on the place of the financial component for providing the competitiveness in the process of implementing these principles. This place consists in finding a rational distribution of financial resources of the enterprise. The graphical interpretation of the financial and economic mechanism components for providing the competitiveness of the enterprise of the strategic management on structure elements is proposed. The necessity of implementing the principles and ideas of strategic management in the practice of financing to improve the competitiveness of the enterprise was noted. Originality. The theoretical approach to strategic management of enterprise competitiveness was further developed by graphical interpretation of financial and economic mechanism components for providing the competitiveness at structure elements of strategic management. It is based on a structural approach and allows setting financial goals for the competitive development of the enterprise. It also allows comparing them with the available financial opportunities and competitive potential in the long term, diagnosing competitiveness from the standpoint of financial results, making decisions on the implementation of measures for its management. Practical value. The results of the study can be used in the development of financial and marketing strategy of the enterprise in addressing the formation or improvement of the existing level of competitiveness.