Implementation Of Strategic Decisions Research Articles

Development of a social-oriented inclusive business model for strategic enterprise renewal

Research object is a business model of enterprises’ strategic renewal in the areas of economy, environmental friendliness, and sociality. Key problem: the need to develop a business model for strategic renewal of enterprises, maximally adapted to the current challenges of the market and society. Based on the prerequisites for the evolution of traditional corporate strategies to a stakeholder approach, a business model for strategic enterprise renewal has been formed. The relative nature of companies’ business activity, transformation of analysis methods and approaches to decision-making, as well as key elements, vectors, and results of interaction within the developed business model are determined and justified. The possibilities of practical application of a social-oriented inclusive business model in the implementation of business analysis are shown. Interpretation of the research results: the social-oriented business model of enterprises’ strategic renewal is developed on the basis of systematization of the relative approach, theories of stakeholders and corporate philanthropy, the concept of "charitable corporation" and orientation to socially inclusive value instead of traditional shareholder value. Along with the traditional economic aspect of the business model, the environmental and social aspects are outlined. To adapt business models of enterprises to modern challenges, it is proposed to increase the use of qualitative analysis parameters in the implementation of strategic decisions, as well as to design the development of relations with key stakeholders. Practical significance: Certain parameters of the business model can be used by enterprises to conduct a critical analysis of their own business strategies and develop effective measures to adapt them to modern challenges

The problem of rationalization in management decision–making

In modern conditions, for each enterprise, the development and adoption of strategic decisions are an integral part of its activities. The situations developing in the production sphere of any company are often characterized by the complexity of tasks, dynamism of processes, inaccuracy and variability of data on the current state of affairs. In such conditions, the managerial and coordination capabilities of a manager often cannot cover large amounts of information necessary for understanding and making the right decisions in the process of managing a number of technological operations and production procedures. As a result, the risk of business management violations increases.The relevance of the study of the directions of rationalization of the model of formation and implementation of strategic decisions in the company is due to the fact that in conditions of increasing competition and increasing globalization, the successful activity of the enterprise can be ensured by timely rationalization of the model of strategic business development. The purpose of the study is to consider the directions of rationalization of the model of formation and implementation of strategic decisions in the company.

Social dialogue and labor sphere of Ukraine under the conditions of marital law, european integration and digitalization: problems and prospects of post-war recovery

The authors of the article defined a set of problems in the labor sphere and the system of social dialogue under the conditions of the synergistic influence of the following factors: 1) digitalization (world trend), 2) full-scale armed aggression; 3) the impact of chronically unresolved internal problems, accumulated from 2014 to 2022; 4) the Euro-integrational vector of Ukrainian development with the intensification of this vector after Ukraine acquires the status of a candidate country for joining the European Union (2022). The authors have revealed a tendency towards the rapid activation of attention to the problems of social dialogue, readiness for changes in the current period on the part of the top management of the state, social partners and their joint representative bodies in connection with the processes of forced European integration. The article contains a thorough analysis of ILO documents regarding the assessment of the state and losses of the labor sphere as a result of full-scale armed aggression, as well as a recommendations on achieving the quality criteria of the system of social dialogue. The role of social dialogue in ensuring the stability of the labor sphere of Ukraine in the current conditions is revealed, which is defined by the need for a radical renewal of the system of interaction of social dialogue subjects, the restoration of the work of a joint representative body at the national level - the National Tripartite Socio-Economic Council, respectively, territorial tripartite socio-economic councils, active coordinated decisions and actions by social partners regarding the modernization of the current model of social dialogue in Ukraine. The updated model must meet the basic European requirements, be organically integrated into the system of post-war recovery of the social and labor sphere according to the ILO principle 'build back better'. The need to involve digital resources and possibilities for prospects of the development of the social dialogue system through its renewal on a modern technological network-digital basis is substantiated (author's idea). The practical implementation of the updated system of social dialogue becomes the basis for the creation of an information and communication platform for the interaction of partners at the inter-state and intra-state levels for the implementation of strategic decisions to ensure the stability and post-war recovery of the labor sphere, the economy and the country as a whole, in order to achieve the defined European integration benchmarks.

The Black Box of Implementing Strategic Decisions

In trying to strike the necessary balance between the two main processes of strategic decision (i.e., between making and implementing decisions), many researchers have moved their focus toward strategic implementation, which has become a growing trend in the strategic decision literature. Nonetheless, the strategic decision implementation process remains a mysterious black box, and researchers are still looking for an answer to the challenging question of “What are the core activities in implementing strategic decisions?” Therefore, the purpose of this paper is to plug this gap in the literature by conducting an extensive review of the literature on strategic decision implementation to understand this process better. The present research revealed three phases for conducting the SD implementation process and identified a number of factors inside each phase. Moreover, the paper proposed several future research avenues and implications for both researchers and managers.

Power Distance and Strategic Decision Implementation: Exploring the Moderative Influence of Organizational Context

This study examined the strategic decision implementation process. It focused on the factors affecting its implementation. Aiming at exploring the moderative role of the organizational context. As well as the power distance supporting the implementation of the strategic decision. To reach the goal of the study, and address the gap. Two hypotheses have been put. The first focused on the role of power distance in implementing strategic decisions. The second focused on the moderative role of the organizational context and its impact on the relationship between them. Where these two hypotheses were examined in one of the educational institutions (Al-Kufa University). The study sample consisted of (75) individuals. The study data were processed using SmartPLS. The results revealed that there is an effect of the power distance in the implementation of the strategic decision. Supported by the moderative effect of the organizational context. Some of the recommendations of the study, pay attention to the motives that the administration urges in the process of implementing the strategic decision. Enabling middle management to deal with strategic decisions.

Formation of state policy in the sphere of digital platforms and ecosystems

Problem setting. The scientific work is devoted to the study of directions and measures of regulation of digital platforms and digital ecosystems. The functioning of digital platforms and ecosystems has its advantages, but citizens, businesses and the state face risks of information security, inequality of relations, loss of sovereignty. That is why in countries with a developed digital economy, the issue of state regulation of platforms and ecosystems is among the priorities. For Ukraine, which is significantly lagging behind in the application of breakthrough innovations, it is important to study world experience in order to develop its own state policy. analysis of recent researches and publications. The issues of regulation of digital platforms and ecosystems are discussed in the scientific literature. In the studies of scientists, in particular, B. Chew, M. Jacobides, B. Kyra, J. Wu, a wide range of aspects are considered, such as the complexity of developing regulatory solutions in the digital economy due to constant innovations, the specifics of protecting competition, data, and human rights in digital ecosystems, the need for regular rethinking and updating of state influence approaches, the need for big data analytics by regulators to identify patterns of behavior of subjects, the feasibility of building a national digital ecosystem of state regulation. The question of the specifics of the development and implementation of an effective state policy in the field of digital ecosystems for emerging economies remains unexplored. Purpose of the research is to substantiate theoretical provisions, analyze legislation and develop practical recommendations for the formation of a state policy for the regulation of digital platforms and ecosystems in Ukraine. article’s main body. To solve the problems of the ecosystem economy, the European Union adopted a number of regulatory documents regulating the activities of digital platforms, in particular the Law on Digital Markets and the Law on Digital Services. The regulatory requirements of the EU for digital platforms are aimed at reducing the risks of monopolization, unfair competition, security of data and operations, misuse of information. Similar requirements can and should be introduced in developing countries. It is important for all countries to ensure the security and stability of a single digital ecosystem. To measure progress in achieving the EU’s digital development goals by 2030, the EU has introduced monitoring measures. On the basis of monitoring, it is expedient for each country to form state supervision over the functioning of digital ecosystems. The systematic approach to the formation of state policy is as follows. The strategic goal of regulating digital platforms and ecosystems must be aligned with national goals. The chosen goal should be decomposed by levels and directions for systematic processing and implementation of strategic decisions. Policy tasks should be defined taking into account the goals, identified weaknesses, risks and threats. conclusions and prospects for the development. States should respond to the potential and existing dangers of the ecosystem economy through the implementation of a policy for the regulation of digital platforms and ecosystems and its systematic updating. In conditions of insufficient funding and in the case of technological lag, emerging countries can implement effective low-cost public policy by implementing regulatory requirements for digital platforms, state supervision in the field of ecosystem economy, development of regulatory measures taking into account a systemic approach. The perspective of further research is the systematic analysis of risks in digital ecosystems and the development of regulatory measures for their management.

Application of information technologies in business-analysis of organizations activity under crisis conditions

The article defines the main factors that have a negative influence on economic development of entities at present situation, and outlines the signs of the enterprise crisis state, which make it necessary to use the levers of anti-crisis management. The company’s exit from the crisis state is impossible to provide a well-formed system of crisis management, which provides: timely solution of enterprise problems, stabilization of unstable situation and elimination of negative factors, minimization of losses and lost opportunities of the enterprise, preventive crisis management, in-crisis management, management of crisis exit procedures, management of the enterprise operation and management of the enterprise development. The principles of a well-formed system of anti-crisis management are defined. The essence, functional purpose and algorithm of business analysis of organization activity under crisis conditions are revealed; the main vectors of business analysis development are investigated; the most common variants of classification of software products for business analysis are considered. In recent years in all areas of the world economy, the trend of transition to the era of the fifth scientific and technical revolution based on information technologies and artificial intelligence is clearly observed. That is why the issue of information technologies application in business analysis of organizations’ activity in crisis conditions is extremely important. Anti-crisis management provides management of enterprise architecture, strategic planning and analysis, formation of CRM-system, technical design, planning and implementation of measures ensuring product quality and competitiveness, object management in general and much more. Business analysis is always present in ensuring the effectiveness of the company’s activities. In the scientific literature and in business practice, four fundamentally interrelated types of business analytics are generally distinguished: descriptive, diagnostic, predictive and prescriptive. In business analysis, the following main categories of functions are mandatory: possibility of integration, information representation, data analysis, modelling, forecasting, forming of the map of indicators. In organization’s management the implementation of strategic decisions through categories like unity, coherence and internal consistency, where CRM-system forms effective tools of human resources management, task definition and control, data collection and analysis, support of all stages of sale process, construction, service, internal communications and other is effective. ERP-system – increases efficiency of planning resources process of the organization, helps you to control internal processes and make important business decisions in real-time. The most up-to-date and demanded software products for business analysis can be attributed: Qlik Sense, Qlik View, Naumen Servise Desk, MicrosoftStrategy Analytics, Roistat, GetReport, PlanFakt, Seenece, Business Scanner, Tibco Spotfire, SAP BusinessObjects, Finoko, IBM Cognos Busines Interlligence, Power BI, SAP Lumara. During their development information and analytical technologies have changed configuration of business analysis, making it an instrument for creating information content.

Strategic Decision Making and Implementation in Public Organizations in the Gulf Cooperation Council: The Role of Procedural Rationality

AbstractBased on Herbert Simon's conceptualization of bounded rationality, this article develops and tests an integrative model of the strategic decision‐making process (SDMP) and outcomes in public organizations. The model integrates different SDMP dimensions—procedural rationality, intuition, participation, and constructive politics—and examines their impacts on the successful implementation of strategic decisions. Additionally, it analyzes the influence of implementation on the overall outcomes of strategic decisions. The model was tested with data from multiple sources on 170 strategic decisions collected from senior executives working in 38 public organizations in Qatar—a context in which studies on decision making are rare. With the exception of intuition, this study shows a positive impact of all SDMP dimensions on the successful implementation and outcomes of strategic decisions. Successful implementation fully mediates the relationships between procedural rationality, participation, and constructive politics and the outcomes of strategic decisions.Evidence for Practice The study shows how managers decide on strategic issues for public organizations. There is a positive relationship between procedural rationality, participation, and constructive politics and the successful implementation of strategic decisions. Public managers can influence the success of strategic decisions by establishing formal processes to ensure that all relevant information is collected and analyzed and that people with experience and diverse perspectives participate in decision making. Developing effective implementation processes is necessary for improving the outcomes of strategic decisions in public organizations.

Formation of consumer preferences in the fish restaurants menu based on sensory characteristics

The object of research is fish culinary products in the jelly pouring of the menu of conceptual restaurants. The subject of research is the consumer characteristics of gelling fish broth for culinary products based on sensory characteristics. The study used methods for determining the consumer characteristics of fish culinary products based on physical, chemical, aesthetic and sensory analysis. Methods for the preliminary preparation of hydrocolloids as structure-forming agents for the preparation of gelling culinary products with the study of the parameters of the jelly formation process are proposed. The developed ingredient composition of fish culinary products based on low methoxylated pectin and sodium alginate improves the consumer characteristics of the finished dish. This ensures the implementation of strategic decisions in the food industry through the introduction of innovative technologies and the release of products with new consumer and functional properties. It is the new ingredient composition of the fish culinary products in the pouring that opens the priorities in the creation of the wellness products industry with the aim of improving the health of consumers. The active elements of algae are absorbed almost completely through a chemical composition close to that of human plasma. As a result, algae are able to compensate for the lack of elements and contribute to the normalization of metabolism. The use of low-esterified pectin is due to its structure-forming, therapeutic and prophylactic, sorption, antibacterial properties, which are an alternative to antibiotics and synthetic preservatives to prevent bacterial spoilage. The use of dietary supplements based on sodium alginate and pectin in food products provide an adjustable texture with new rheological and functional properties, which have a positive effect on the commodity performance of finished products for promotion on the market of healthy food restaurants. On the basis of the sensory indicator, rational parameters of the recipe of fish culinary products in jelly pouring were determined to obtain a transparent, stable, homogeneous elastic consistency, which will expand the range of the wellness menu of restaurants of the Wellness concept.

Understanding the effects of inclusive strategic decision-making on embodiment of organisational values

This teaching case study examines strategic decisions made at a non-profit organisation to elevate staff and improve morale following voluntary employee turnover. A values survey administered before, and after, implementation of strategic decisions provides insight regarding personal and organisational values centred on collaboration, empowerment, accountability, and embracing change. Analysis of employee ratings across the two time periods revealed employees' views of the organisation had changed following employee turnover. Further analysis of the perceived rationale for ratings was used to explain how recent efforts to reorganise resulted in the collective embodiment of organisational values.

Understanding the effects of inclusive strategic decision-making on embodiment of organisational values

This teaching case study examines strategic decisions made at a non-profit organisation to elevate staff and improve morale following voluntary employee turnover. A values survey administered before, and after, implementation of strategic decisions provides insight regarding personal and organisational values centred on collaboration, empowerment, accountability, and embracing change. Analysis of employee ratings across the two time periods revealed employees' views of the organisation had changed following employee turnover. Further analysis of the perceived rationale for ratings was used to explain how recent efforts to reorganise resulted in the collective embodiment of organisational values.

Strategy communication and transition dynamics amongst managers: a public sector organization perspective

PurposeThe purpose of this paper is to build on the research-supported view that interactions between top and middle management enhances effective implementation of organizational strategies by exploring the role of internal actors in driving organizational strategy at the intersection between strategy formulation and strategy implementation.Design/methodology/approachAdopting a social practice perspective, we undertook semi-structured interviews of 27 top and middle level managers drawn from a single case organization. Data collected were analysed using thematic analysis.FindingsDifferences in managerial perception of strategy has significant impact on implementation of strategic decisions as well as creating tensions in recursive communication practices between internal social actors. Furthermore, individual perceptions cannot only limit the extent of strategy awareness amongst key actors, the manifestations through social interaction between top and middle managers is a critical determinant of effective communication and realization of organizational strategy.Originality/valueThe research contributes to the strategy process and practice literature by exploring the dynamic interactions taking place at the intersections of strategy formulation-implementation phases of organizational strategy. It particularly highlights practical issues in top and middle manager interactions and implications for successful strategy implementation.

The role of the Wali al-Faqih in the process of external political decision-making: An analytical study of the relevant articles of the revised Iranian constitution of 1989

The Iranian Constitution of 1979 and the amendment of 1989 considered the Supreme Leader of the Iranian Islamic Revolution the most powerful institution in influence and presence in the political system. The guide, directly or indirectly, through the agencies operating under his administration, and here we say that the political vision of the wali al-Faqih governs its authority over all the perceptions of decision-makers in their formulation and implementation of strategic decisions that achieve the goals of the Iranian regime at home and abroad.

Making of strategic decisions at enterprises under uncertainty

The formation of strategic decisions has a significant impact on the effectiveness and success of the enterprise and is especially important in a changing environment. The article considers the peculiarities of strategic decision-making in enterprises in conditions of uncertainty. In order to understand the holistic system of strategic decision-making in enterprises, the article reveals the essence of the concept of «strategic decision-making» resulting in a strategic decision is seen as a process aimed at choosing actions of a person or enterprise, which characterizes the psychological aspect of this process. rational or intuitive, judgment-based nature. The author formed the stages of strategic decision-making at enterprises in conditions of uncertainty consisting of strategic analysis, definition of strategic directions of the enterprise, formed a set of strategic alternatives and choice of strategic decision, implementation of strategic decisions and evaluation of strategic decisions. Also, the processes of strategic decision-making are studied, as a result of which its main components are singled out: the purpose and purpose of strategic decision-making; resources needed to achieve strategic goals; technologies used in the implementation of strategic objectives; executors involved in the implementation of the proposed strategy; terms and place of performance of strategic tasks; the result of achieving strategic goals. The possibility of using a three-dimensional matrix to determine the strategic direction of enterprise development in conditions of uncertainty is substantiated. The levels of uncertainty of the external environment are investigated and the basic measures that allow to prevent making wrong strategic decisions in the conditions of uncertainty are offered.

Cognitive biases and decision-making strategies in times of change: a systematic literature review

PurposeIn a work environment marked by unprecedented complexity, volatility and ambiguity, managers must accomplish their objectives while navigating many challenges. This paper aims to investigate potential interrelations among environmental transformations, cognitive biases and strategic decisions. In particular, the purpose of the study is to crystallize the state of art on the impact of cognitive biases on strategic decisions, in the context of environmental transformations.Design/methodology/approachThe authors have conducted a systematic literature review to identify existing relevant work on this topic and to detect potential avenues for future research.FindingsThe findings highlight how decision-making is influenced and enabled by internal (e.g. perception) and external factors (e.g. digitalization). Specifically, the strategic role of cognitive biases appears to be crucial when investigating the related impact on strategic decisions in times of environmental transformation.Practical implicationsImplications are drawn for scholars and practitioners interested in evaluating the role of specific decision-making determinants for the formation and implementation of strategic decisions. In this sense, we stress that decision-makers need to manage their cognitive biases and select the right information out of a wide data set in order to adapt to environmental transformations.Originality/valueBy systematizing the literature review, potential interrelations among environmental transformations, cognitive biases and strategic decisions are identified. Furthermore, the primary phases that drive the decision-making process are proposed (analysis, decision, onboarding and control).

Energy Development: Choice and Implementation of Strategic Decisions

The problems that have accumulated in the Russian energy sector are systemic in nature and require serious scientific analysis. The transition of this country to a market economy was accompanied by a sharp drop in electricity consumption and the commissioning of new electricity generating capacities and, as a result, led to the degradation of domestic power engineering and the collapse of the innovative system in the energy sector. Launched in 2010, the mechanism for attracting investment in the industry on the basis of capacity supply agreements allowed by 2019 to commission about 30 GW of new electricity generating capacities—two times more than in the previous 20 years. However, miscalculations in assessing the prospects for the country’s economic development and, consequently, future electricity demand have led to a large excess of capacities, mainly those that are old with low efficiency. Their maintenance requires serious costs that are transferred to the price of electricity. The causes of and remedies for the current situation are analyzed. It is argued that the currently discussed expensive program of modernization of the domestic electric power industry will not be able to overcome the accumulated problems. It is necessary to change approaches to the implementation of the program. Attention is drawn to the need to strengthen the role of the state in the preparation for and implementation of optimal strategic decisions on the scientific and technological development of the Russian electric power industry and the reconstruction of an innovative system in it. It is necessary to improve the mechanisms of state support for the creation and organization of production, to introduce new domestic equipment, and to include the active involvement of business circles in this process.

Ways to improve and communication support of the process strategic management of ukrtelecom

The assessment of information and communication support of the strategic management process of Ukrtelecom was carried out. The features of the formation of resources necessary for the implementation of strategic decisions are determined. The conceptual foundations of ensuring the process of strategic management, in particular the basics of information and communication support of the processes of activity, are considered. A mechanism for improving information and communication support of the strategic management process is proposed. Ukrtelecom, which provides fast customer service at a high level, acquires regular customers. Therefore, the software system should allow you to quickly answer any question of the buyer about the product and its availability, create an account in the specified currency, specify all necessary discounts and margins, register payment, reserve and release the product.

Strategic Planning: Challenges and Solutions

The purpose of the proposed article is to identify the range of challenges and their solutions related to the practice of implementation of the Federal law “On strategic planning” in 2015–2018. The authors revealed the causes of redundancy, the inconsistency of strategic planning documents, different in level and importance for public administration. We showed that the lack of interconnection of goals and criteria for their achievement at different levels of management and between ministries (departments), the lack of a generally accepted methodology for the analysis and evaluation of the implementation of strategic decisions reduces the importance of strategic planning as an important means of improving the efficiency of public administration. Particularly, we noted that the unbalanced system of strategic planning hinders the pace of economic development and weakens the country’s ability to ensure economic security. The article reveals the measures that can and ought to be taken by the state, business and institutions of civil society to overcome the barriers and difficulties of implementing strategic planning.

Developing the Business Strategy for a Consulting Company

The global experience of leading companies indicates that successful development of a firm – in particular, of a consulting firm – and improvement of its performance are impossible without a properly formulated strategy as a set of measures aimed at achieving a certain goal. The relevance of this article lies in the fact that operation of any enterprise is accompanied by risks, which necessitates formation and application of a business strategy within the competences of various departments. Attempts to research and develop the business strategy for a consulting company are made in this article. The current businesses are run in a highly competitive environment. Taking adequate decisions requires a deep, comprehensive assessment of the situation and a reliable forecast of the outcome. The key stages of developing a business strategy for a consulting company are identified, possible alternatives to the strategic choice are defined, measures to monitor the implementation of strategic decisions are found, and foreign and Russian examples of building the business strategy for a consulting company are provided.

The impact of organisational politics and trust in the top management team on strategic decision implementation success: A middle-manager's perspective

The implementation of strategic decisions is a complex and demanding process that requires an open and lateral communication of free-flowing information to make sense of and champion a firm's intended changes. For the process to be effective, middle managers need to operate within an environment that nurtures a pro-social mindset and helps to cope with stressors caused by the possibility of harm done by the intended changes to their vested interests. Drawing from the job demands-resources model, we argue that organisational politics represent an organisational demand, which may hinder the implementation of strategic decisions. To cope with this demand, implementers recruit organisational resources (i.e. trust in the top management team) that may moderate the negative effects of dysfunctional politics. To test our hypotheses, we drew on a sample of 228 middle managers from 114 private Greek firms with more than 100 employees across various industries. We found that when organisational politics were high during the implementation process, implementation success diminished. However, their negative impact was reduced when trust in the top management team was high. Conversely, when organisational politics were low, middle managers reported a higher implementation success regardless of how highly the top management team was trusted. Our study is the first to test the influence of organisational politics on the success of the implementation process from a middle manager's perspective. In addition, we show that implementation success can be viewed through a demands-resources lens, which provides a meaningful contribution to research on strategy implementation.