Methodology Of Strategic Management Research Articles

AGRICULTURAL ENTERPRISE DEVELOPMENT STRATEGY AND ITS EFFICIENCY IN THE MODERN ECONOMIC CONDITIONS

Within the framework of the study of the parameters of the internal environment in relation to the level of economic sustainability, the article presents the main strategies aimed at increasing the level of integrated economic sustainability of an enterprise structure in the face of crisis situations and phenomena. These strategies include: the strategy of preserving the existing level of economic sustainability by ensuring the stability of business processes, the strategy of accelerated growth of the level of economic sustainability due to increased demand for the goods and services sold, the strategy of growth by using the "advantages" of the consequences of crisis phenomena, and a number of others. The article proves that the formation of integrated economic sustainability occurs through active interaction and mutual influence of management strategies and professional competences of economic behaviour of an entrepreneurial entity. Increasing the efficiency of this complementary organisational process contributes to increasing the level of sustainability and the ability to ensure stable and balanced functioning of the business structure in the face of crisis phenomena of a completely different nature and impact. Objective. A comprehensive study and further systematic development of the theory and methodology of strategic management of economic sustainability of business structures in the context of developing corporate strategies is timely and relevant. Methodology. The methodological basis of the study was formed by the provisions of the systemic approach and analysis, a synergistic approach to assessing the essence of sustainability as a separate scientific category, and a process approach in the context of developing methodological provisions for ensuring the integrated economic sustainability of business structures. Practical implications. The competencies of economic behaviour of business entities described and analysed above can be correlated both with the peculiarities of doing business in a stable market system and with the impact of crisis phenomena (by analogy with the first methodological approach to assessing the integrated economic sustainability of an enterprise structure). Value/Originality. The article identifies and characterises key directions of the state policy aimed at ensuring economic sustainability of entrepreneurial structures, including in the context of the current crisis.

РАЗВИТИЕ МЕТОДОЛОГИИ СТРАТЕГИЧЕСКОГО ИННОВАЦИОННОГО МЕНЕДЖМЕНТА МЕЖДУНАРОДНОЙ ОРГАНИЗАЦИИ: СИСТЕМНЫЙ ВЗГЛЯД

Strategic innovation management is becoming particularly relevant in the context of the continuous complication of the management system and the growing intensity of innovative development of international organizations. The purpose of the study is to develop the methodology of strategic innovation management of an international organization. The methodological basis was a systematic analysis of the principles of the formation and functioning of strategic innovation management in an organization, the process structure of its endogenous and exogenous areas. As a result of the study, alternative trajectories for managing the configuration of strategic innovation management were identified, making it possible to involve various functional areas of an international organization in managing the innovation strategy. It has been proven that planning an innovation strategy must be justified by an innovation-added analysis of the external macro and microenvironment, strategy and structure of the organization “as is”. In order to successfully implement an innovation strategy, it is necessary to appropriately develop and direct the non-strategic part of innovation management. The organization's achievement of future states determined by the innovation strategy must be monitored, which may cause adjustments or development of the innovation strategy. Introduced innovations should be supported and their synergies with planned innovations taken into account. The procedure for using research results in the practice of organizational management is presented. The prospects for the development of the methodology of strategic innovation management are described from the perspective of justifying the correlated formation of an integral management system through the development of the subsystem of strategic innovation management and the functioning of the latter in the context of other subsystems.

Strategic Management Practices as Fundamental to the Achievement of Organizational Performances

Given the increased emphasis on evaluating an organization's effectiveness in relation to strategic management practices, it is now widely recognized that delivering high-quality products and services, utilizing cutting-edge technology, establishing effective plans, and building an efficient resource management system is crucial for gaining a competitive advantage. Therefore, this research investigates the impact of strategic management practices on organizational performance, focusing specifically on the perspectives of personnel in the regional office of UBA in Lagos, Nigeria. To accomplish the study's goals, the researchers utilized the Taro Yamane sampling technique to ascertain an ideal sample size of 171 participants, obtained from a population of 300 randomly selected. Data analysis was performed using the SPSS program, correlation analysis, and scatter plot charts with a predetermined significance level of 0.05. The study's results demonstrate a statistically significant relationship between strategic management practices (strategy formulation, implementation, and evaluation) and organizational performance (profitability, productivity, and operational performance). Hence, the research recommends that management embrace strategic management methodologies to enhance organizational performance by establishing clear objectives, improving decision-making processes, optimizing resource allocation, adapting to environmental shifts, fostering creativity, ensuring organizational coherence, and implementing performance measurement.

Management by Objectives Theory--- Still Effective for Current Business Management?

Management by objectives (MBO) is a methodology for strategic management which works to improve an organizations effectiveness by clearly defining goals that both administration and employees agree on. It focuses on transforming the organizations strategic objectives into individual objectives. In MBO management mode, top-level executives set their goals according to corporate strategic objectives, and people at the next level set their goals in terms of the goals of top management and so down the chain of command. The core is that the managers work through the issue of determining, consulting, and mutual agreement on objectives with their personnel while also evaluating their achievement. However, some argue that MBO is no longer suitable for current business management. This essay will evaluate MBO and argue that MBO may be a helpful theory for management, but it is no longer applicable to current business management. This essay will first explore the arguments in favor of the MBO theory before arguing that MBOs structure is no longer suitable or efficient for modern administration and management, and its assessment and bonus system, which is considered to motivate employees, is hard to play.

Implementation of FDSS (Fuzzy Decision Support System) Sugeno Model in Optimizing Bandwidth Requirement Management of Web-Based Networks

To increase the efficacy of bandwidth allocation at PT. Digdaya Monokrom Group, this study describes the development of a Fuzzy Decision Support System (FDSS) utilizing the Sugeno methodology. The Waterfall development process is employed for the purposes of system planning, construction, and maintenance. The study consists of three primary stages: the creation of fuzzy sets, the development of fuzzy rules, and the process of defuzzification. The study findings demonstrate that the utilization of FDSS has effectively improved the distribution of bandwidth. The distribution has shifted from a uniform one to a more optimized allocation, focusing on the Execution, Content Creator, Administration, and Research Team departments. During a four-week monitoring period, modifications were implemented to distribute bandwidth based on the preferences and needs of various departments, while adhering to the limitations of the current broadband subscription. This has enhanced the efficient exploitation of network resources. The research findings highlight the efficacy of FDSS in prioritizing resource allocations according to specific departmental requirements, consequently improving service quality and maximizing bandwidth subscription capacity. This demonstrates the implementation of strategic management methodologies to optimize the allocation of network resources, resulting in enhanced organizational efficiency and production.

Вопросы стратегического управления в нефтегазовых компаниях при освоении арктических месторождений

The current development of hydrocarbon fields in the Arctic necessitates innovation-driven solutions regarding technology and management. While extensive production experience exists in onshore projects, the complexities of offshore hydrocarbon fields, such as limited access and underdeveloped infrastructure, demand strategic decisions in an unstable market environment. Long-term in nature, these decisions require a comprehensive application of strategic management methods and tools. The irreversibility of economic processes associated with substantial investments and the potential for major financial losses in project failure underscore the importance of employing strategic management methodologies. Global factors such as fluctuating oil prices, geopolitical challenges, the rise of green energy, and heightened corporate social responsibility expectations in the oil and gas sector necessitate a reevaluation of fundamental principles in strategic management systems. This study employs logical and general research methods to classify and synthesize relevant literature, identifying strategic management issues and evolving principles and approaches in strategy formulation. Technical and economic aspects of project implementation onshore and offshore are highlighted. The article argues for the revision of strategic management principles in Arctic oil and gas projects, particularly in offshore field development. Conceptual models of functional strategies for business units implementing onshore and offshore projects are proposed.

Strategic Management Methodology to Improve Sustainability in Companies Real Estate Housing Medians in Lima

In order to develop a strategic management technique to improve sustainability in medium-sized companies housing real estate agencies, the following investigation was carried out in the city of Lima. Both a qualitative and quantitative research approach was used to conduct the study. The sample was made up of 80 senior company managers real estate. In this way, the present study made it possible to elucidate characteristics in its current situation with respect to finance, commerce and marketing of the management business of real estate SMEs in Lima and when analyzing the results it was possible note that almost all companies in different areas of the economic sector use similar strategies, which means that the application of a strategy will have a high probability of being successful binding on any other SME real estate company . In the same order of ideas, it is specified that the proposed strategic management model was addressed at the financial, operations, commercial and marketing levels. Likewise, it is highlighted that it was developed in the stage’s transversal studies of preliminary studies, design, construction and deployment, and post-sale, which without a doubt allows a comprehensive approach adapted to the needs observed in companies addressed to ensure their sustainability.

Методика стратегического управления проектами

The article presents strategic project management methodology developed to meet the relevant requirements and challenges faced by organizations in current business environment. The methodology includes an algo-rithm for strategic project management, a system of indicators for assessing the results of project implementa-tion and a mathematical model for optimal resource allocation. The relevance of the methodology develop-ment is determined by the importance of strategic project management in current conditions of instability, un-certainty and innovations implementation necessity. It enables organizations to effectively plan, analyze, moni-tor and coordinate project activities to achieve their overall strategic objectives. The study also provides an ex-tended list of prospective project management principles, which served as the basis for the development of an algorithm and a system of indicators for evaluating the results of such activities. The latter are categorized into groups, including assessment of the achievement of strategic objectives, the quality of task performance, the use of resources and the level of risks. The mathematical model for optimal resource allocation enables effi-cient resource management in projects, taking into account requirements and limitations. The said model is based on minimizing the use of available capacity while meeting the availability restrictions for each project task.

Оптимізація стратегій управління фінансами підприємства

The diversity and increasing complexity of the market environment, the intensity and dynamism of production, and economic processes require enterprises to maximize their capabilities and reserves. The transformational processes taking place at domestic enterprises are primarily related to finance. The analysis of cash flows, the search for effective sources of financing, profitable investment solutions, and the development of rational accounting and tax policies form the basis of modern enterprises' activities. Therefore, in current conditions, the method and methodology of strategic financial management are increasingly used in enterprise management. In this connection, the issues of forming a financial strategy and managing the developed financial strategy become especially relevant. Today, the task of creating a financial management system that is consistent with a competitive strategy is especially suitable for enterprises. The need for significant amounts of investment resources, the peculiarities of business processes, and related uncertainties determine the contours of the financial management system, including investment and risk management. In current business conditions, deciding on financial management methods influencing business risks is essential. The development of a strategy for managing the financial activities of an enterprise is a critical component in the success of its functioning since, without the correct choice of the general direction of movement in the long term, it is impossible to solve the current tasks of managing the organization's monetary funds effectively. The significance of the process of developing a financial activity management strategy, among other things, is that in the absence of such a strategy in the conditions of environmental variability, different structural units of the organization can conduct multidirectional policies, which, of course, can negatively affect the level of the financial position of the enterprise. In addition, without a constructed and documented strategy for managing financial activities, enterprise managers can make multidirectional financial decisions, which may lead to a contradiction in the system of managing economic activities. Keywords: optimization, strategy, enterprise, environment, planning.

Характеристика факторов внешней среды, влияющих на устойчивость промышленного предприятия

The problem of ensuring the sustainability of the development of an industrial enterprise is a consequence of the rapid pace of changes in the external environment and the needs of business in purposeful and sound strategic management of sustainable development. In an unstable environment, standard management methods and techniques based on standard economic indicators cannot be used to make decisions regarding the sustainable development of an industrial enterprise, which requires new approaches to the study of its sustainability factors. These circumstances determine the scientific and practical significance of studies of environmental factors influencing the sustainability of industrial enterprises. As you know, the sustainability of an industrial enterprise largely depends on the specific stage of business development. Taking into account these conditions, a study of modern approaches to systematization of the factors of influence of an unstable external environment on the stability of an industrial enterprise was conducted. The scientific and practical significance of such studies for improving the effectiveness of strategic sustainability management of an industrial enterprise is substantiated and the conditions for their implementation are determined. Using critical analysis, the results of a number of approaches to the grouping and characterization of environmental factors of enterprises are systematized. Conclusions are drawn about the need to take into account the factors of influence of the external environment of an industrial enterprise in the studies of their interrelations with the factors of the internal environment. The results of the study provide an increase in knowledge in the field of theory and methodology of strategic management of sustainable development of industrial enterprises in the conditions of uncertainty of the external environment. and they are of applied importance for the practice of strategic management, forming the necessary basis for improving the classification of environmental factors influencing the sustainability of an industrial enterprise as one of the tools for strategic decision-making. Classification allows not only to systematize factors for certain reasons, but also to develop an action program to reduce the impact of identified negative factors on the sustainability of the enterprise, taking into account external trends in economic, political, social and environmental development, etc.

Концепция эффективного устойчивого ESG-развития промышленных экосистем в циркулярной экономике

The relevance of research is due to the low-level penetration of the closed-loop economy in the world tending to decline: From 9.1% in 2018 to 8.6% in 2020. In order to keep our world liveable and prosperous for current and future generations, global circularity must be doubled to 17%. The industrial ecosystems of the Russian Federation place the great importance on the global sustainability agenda and ESG transformation. However, this fact does not yet allow to overcome the main problems on the way of development of industrial ecosystems in the closed-loop economy of the RF - the galloping growth of production and consumption waste, as well as the trend of anti-decoupling, characteristic of the linear, highly material-intensive commodity-heavy economic model, one of the most inert and unstable. The aim of the study is to substantiate the theoretical concept of effective sustainable ESG development of industrial ecosystems in the closed-loop economy. The dialectical approach is fundamental in the research process, in addition to which we used the systemic, complex, interdisciplinary, cross-sectoral, project, value, holistic approaches and the whole complex of methods (comparative analysis, semantic analysis, historical method, method of differentiation of taxonomic features, etc.). The analysis of the narrative of closed-loop economy development on the basis of the historical method and the comparative analysis of the closed-loop economy concepts made it possible to present the closed-loop economy as an umbrella term for a multitude of co-evolving concepts. Identification of the semantic core of the existing definitions of closed-loop economy based on broad and narrow specialized approaches has allowed to represent the author’s vision of the essence of the closed-loop economy. The identification of the primary causes of the need for a closed-loop economy, principles, approaches, factors, strategies at three levels, circular business models, effects on the stages of the chain of circular value creation based on cross-sectoral and holistic approaches, taxon differentiation method based on taxonomic features allowed to identify the essential features of the closed-loop economy in industry and develop the concept of effective sustainable development of industrial ecosystems in the closed-loop economy. The direction of further research is to form a methodology of strategic management of effective sustainable ESG development of industrial ecosystems in a closed-loop economy.

Methodology for strategic management of the digital potential of complex economic systems based on the platform concept

Purpose: the purpose of this article is to form a holistic methodology of digital platform strategizing, based on the methods, rules and postulates of strategic management of complex economic systems using different types of platforms in order to increase the digital potential.Methods: the authors used general scientific methods – the method of synthesis, generalization, content analysis, graphical interpretation of data. During the study, we used a six-step method, as well as the standardized methodology of the independent systematic review of the literature on the basis of the eight-step manual.Results: the author's vision of the methodology of strategic management of the digital potential of economic systems as a multi-level cognitive continuum, which allows to describe the full range of theoretical and practical perspectives of the application of methods, rules and postulates of management of the digital potential of economic systems, has been developed. Six architectural levels of the methodology of strategic management of the digital potential of economic systems are identified. Each architectural level is represented by a set of corresponding patterns: the gnoseological level is based on digital philosophy and digital thinking; the paradigmatic level is represented by the coevolution of three approaches and conceptual domain of digital platform strategizing; the ontological level is represented by the terminological apparatus; the semantic level is represented by the framework of digital platform strategizing and the platform concept; the technological level is represented by strategies of economic systems transformation into bionic, business models of digital strategy and digital behavior patterns; the applied level is represented by the methods for assessing the digital maturity and digital gaps of industrial systems.Conclusions and Relevance: the digital development of complex economic systems entails their transformation into bionic and inverted organizations based on an interdisciplinary platform concept, digital strategizing, digital philosophy, digital thinking, digital technologies and Industry 5.0 solutions, driven by the need to increase digital maturity, develop digital capabilities to maintain existing and/or create additional long-term competitive advantages.

Cognitive model of the ESG transformation of the organization

A universal model of ESG (Environmental, Social, Governance) transformation is proposed as a basis for developing an organization’s ESG strategy. Fuzzy cognitive logic technologies were used as the instrumental base of the study. A fuzzy cognitive map (FCM) of the organization’s ESG transformation has been developed with a substantiation of a set of parameters (concepts) in the environmental, social and managerial spheres. Based on the static analysis of the fuzzy cognitive model (FCM) and the calculation of its system indicators, it was determined that the factors of the level of ESG-corporate culture, ESG-motivation and integration into the practice of corporate management methodology of strategic management have the greatest positive impact on the target concepts and on the process of ESG transformation as a system. The system experiences a significant negative impact from the factor of resistance to changes in the organization. Collectively, these factors are identified as the main control actions for the organization’s ESG transformation.

Enhancing Public Service Delivery in a VUCA Environment in South Africa: A Literature Review

There is widespread consensus that the volatility, uncertainty, complexity, and ambiguity (VUCA) environment has contributed to the subpar quality of public sector service delivery in South Africa. Hence, the aim of this paper is to ascertain how the South African government can enhance service delivery in a VUCA world. This article presents a comprehensive study of a number of secondary literature sources. The author makes an effort to draw attention to knowledge gaps that might serve as the foundation for more research in the future. The main finding is that for the South African government to provide good service in a VUCA environment, its employees must be proficient in Results-Based Monitoring and Evaluation, Strategic Planning, Programme and Project Management Methodology, and Change Management Methodology. There is a severe lack of empirical study on the delivery of public sector services in an environment characterized by VUCA. As a result, there is a need for more research on this topic. Specifically, in order to establish the effect that the VUCA environment has on the governments of emerging nations. The research will be beneficial to the governments of developing countries, notably South Africa, as well as to those who work in the field of public administration.

Sistema de agronegocios de la tara del Perú: performance y dinámica comercial

The objective of the research was to evaluate the performance of tara agribusiness system-ABS of Peru according to the commercial dynamics of the international market. The methodology of Diagnosis and Strategic Management of an Agribusiness System was used and as tools the analysis of market dynamics and discrete structural analysis for the ABS, based on the review of bibliographic sources and the application of semi-structured interviews. The ABS presents a growth in exports of tara derivatives based on demand. Powdered tara and tara mucilages are the main export products, however, market disruptions fluctuate their sales prices. In this context, the ABS has an institutional environment that encourages the production of tara and derivatives for the international market, however, a limited performance of small producers is evident due to their high informality, low scale, weak collective level and low technological level for the production of tara. Therefore, the commercial dynamics of the ABS is limited by the low performance of the producers.

Land and Property Complex: its Essence and Approaches to Management

The article studies the essence of the economic category ‘land-property complex’ in respect to a business entity – enterprise, analyzes theoretical approaches to its management and shows approbation of methodology of strategic management at the agricultural enterprise. Differences between property and land-property complexes were identified and classification of land-property complexes was provided for management. By using PEST-analysis the author estimates the degree of macro-environment impact on management of land-property complex at the agricultural enterprise. The author developed the forecast economic-mathematic model of net present value cost of the land-property complex element, which was adjusted for specificity of agricultural enterprise work. Understanding of the essence of the notion ‘land-property complex’, its characteristic features and elements and adequate application of tools of strategic management allow us to resolve problems in this field in accounting and governance. In this research the author used such academic methods and cognition principles as analysis, synthesis, systemacity, comparison, economic and mathematic modeling.

РОЗВИТОК ІННОВАЦІЙНИХ БІЗНЕС-ПРОЦЕСІВ НА ПІДПРИЄМСТВІ

The article reveals the essence and examines the constituent elements of the business model of innovative development of the enterprise. It is noted that innovative development is a necessary condition for the success of a modern enterprise, because in today's dynamic economic conditions, at the current level of competition and the speed of technological changes, innovation is the main condition for economic growth. Complexity and dynamism of the foreign economic environment, crisis phenomena, increased competition requires enterprises to adopt an appropriate model of behavior for the introduction of innovative changes in products and services, technologies in key business processes. The vast majority of Ukrainian enterprises do not sufficiently take into account the influence of the dynamic external environment on the course of their business processes and lose additional opportunities for innovative development. Therefore, it is important to establish and implement a fundamentally new strategic system management of innovative development of the enterprise - active search, formation and development of innovative capabilities, creation and use of strategic opportunities on the basis of an adequate theoretical base, new conceptual ideas, approaches, methodological tools. It was found that in modern conditions, one of the most important factors for ensuring the effective long-term activity of an enterprise is its successful implementation of the strategic development of innovative activities. Orientation the innovative type of development of an enterprise requires constant changes in all its elements (strategy, structure, processes, products, personnel). The relationship between strategic and innovative activities in the conditions of intensifying competition, transition from mass to off-demand production, increasing the role of management automation, reducing the duration of the development and introduction of new products, expanding cooperation and corporatization. Therefore, the toolkit for managing the innovative development of the enterprise is based on the methodology of strategic management, in particular conceptualization, business modeling and strategic planning.

Strategic company management during digital transformation: Analysis of conceptions, approaches and methods

Nowadays, the level of digitalization of Russian companies varies greatly depending on their scale, industry, form of ownership, etc. The low efficiency of management systems is one of the key reasons for an insufficiently fast or unsuccessful digital transformation of many Russian companies, which is caused both by the lack of management experience in the context of digital transformation and the undeveloped mechanisms of such management. The latter circumstance determines the important scientific problem of developing the methodological basis of strategic management of companies during digital transformation; the initial stage of which is the analysis of the current state of research in this area. The purpose of the study is to identify research prospects, as well as problems that need to be solved to create a methodology for strategic management of companies implementing digital transformation projects. A bibliometric and content analysis of published works was carried out, including a multi-staged publication selection procedure, which reduced the original list of papers from 516 items to 135 ones. The article offers the answers to the following questions: what preconditions for changing the theory and practice of management are created by digital transformation; what ideas and solutions concerning the concept and methodology of strategic management are proposed by the scientific community. Based on the systematization of the results of numerous studies, the paper identifies priority tasks for the development of an improved strategic management methodology. These tasks include improving the strategic management conception, enhancing strategic management mechanisms, developing a system for identifying mechanisms for companies of different strategic orientations and levels of readiness for digital transformation, and developing practice-oriented recommendations for the integrated use of strategic management methods to provide information support for the management processes in domestic companies.

МЕТОДОЛОГІЧНІ АСПЕКТИ ФОРМУВАННЯ КОНЦЕПЦІЇ СТРАТЕГІЧНОГО УПРАВЛІННЯ ЕКОНОМІЧНОЮ СТІЙКІСТЮ ТЕЛЕКОМУНІКАЦІЙНОГО ПІДПРИЄМСТВА

The article identifies the need to develop methodological aspects of the formation of the concept of strategic management of economic stability of the telecommunications enterprise, which operates in modern crisis conditions. The proposed concept of strategic management of economic stability is formed on the basis of a targeted approach to the activation of certain local mechanisms for strategic management of economic stability of a telecommunications company in the current coronavirus crisis. The scientific novelty of this concept is to determine the methodological approaches and directions of meeting the needs of the telecommunications enterprise in working capital on the basis of activating local mechanisms of strategic management of its economic stability. The difference of the proposed local mechanisms from other mechanisms of the financial sphere of the enterprise is the presence of a common category – working capital, which means that the organizational and economic mechanism of strategic management of economic stability of the telecommunications company operates on the basis of working capital to finance measures to ensure it. It is determined that for the effective organization of strategic management of the enterprise it is necessary to use modern management concepts. It is established that the methodology of strategic management of economic stability of a telecommunications enterprise is formed on the basis of synergetic effect and complex interaction of system, process, functional, target, resource, synergetic, situational, strategic and integrated approaches. external influences, financial flows, foreign economic activity and control over the level of economic stability in the direction of its provision and increase in the long run. Thus, due to the fact that the telecommunications company is constantly experiencing dynamic market fluctuations, crisis processes of the national economy and acute need for capital, the need to form mechanisms for strategic management of economic stability of the telecommunications company in the form of certain theoretical and methodological principles. the practical implementation of which will promote the mobilization and efficient use of financial resources.

STRATEGIC ASPECTS OF RISK RESISTANCE MANAGEMENT OF A RETAIL ENTERPRISE

Purpose. The aim of the article is substantiation of the methodology of strategic management of risk resistance of a retail enterprise. Methodology of research. The works of domestic and foreign scientists on strategic risk management in the enterprise are the theoretical and methodological basis of the study. The tasks set in the work were solved using the following methods: analysis and generalization - when analysing models of strategic risk management; a systematic approach, an abstract and logical one - when determining the main stages of strategic management of the risk resistance of a retail enterprise, developing a “bow tie” diagram for assessing the risks of a retail enterprise; economic and mathematical modelling - when developing a tuple of structural elements of an information system for managing the risk resistance of a retail enterprise. Findings. Scientific approaches to the formation of a strategic enterprise risk management system were studied. The key aspects of the methodology “Risk management of the organization. Integrated Model” were considered. A PPRR-model of strategic management of the risk resistance of a retail enterprise was developed. The main stages of strategic management of the risk resistance of a retail enterprise are determined. A tuple of structural elements of the information system for managing the risk resistance of a retail enterprise was formed. A methodical approach to the construction of a “bow tie” diagram for risk assessment of a retail enterprise is substantiated. This approach takes into account the relationship between the sources of risk and the consequences of its implementation. Originality. An organizational and methodological approach to the formation of a strategic management system for the risk resistance of a retail enterprise has been developed, unlike existing ones, it creates the opportunity to quickly and timely respond to changes in the external environment, identify sources of risk, establish cause-and-effect relationships between risk factors and its consequences, analyse and prove relevant information at risk for strategic decision makers. Practical value. Practical implementation of the results of the study lies in the development of applied tools that can be used to make informed strategic decisions to mitigate the consequences of the onset of risk events, increase the level of risk resistance of retail enterprises under resource and time constraints, while contributing to the achievement of the set targets for the activities of a trading enterprise. Key words: risk, risk resistance, strategic management, PPRR model, information system, assessment, “bow tie” diagram.