Methodology Of Strategic Management Research Articles

How to create a national sport strategy

Purpose: Due to its numerous positive effects on individuals and society as a whole, sport has become an important socio-economic subsystem of the national environment. To regulate, develop, and monitor the impact of sport at national, regional, and local levels, countries often develop and adopt various strategic documents, which can be found under the name of national program or strategy for sport development at the national level. Due to the importance of understanding the substantial comprehensiveness of national sports strategies (NSS) and the precision of the methodological-processual approach, the purpose of the present paper is to present a methodological and substantive view of the process of creating NSS and to develop a comprehensive concept (model) that appropriately places the substantive part in the phases of the process. Method: The methodology of writing conceptual research papers was used. This approach provides a bridge or link between different concepts and scientific disciplines. The methodological approach was the “model paper” which aims to provide a theoretical framework that predicts relationships between concepts. A model paper identifies connections between constructs and introduces new constructs. Findings: The development of the substantive model for the preparation of the NSS revealed that the comprehensive sport system at the national level can be understood within the framework of five substructures (financial, organizational, developmental, material, and program) that contribute significantly to the development and implementation of activities related to sport and physical activity. They are interconnected and interdependent and are surrounded by a so-called integrity framework that protects the sport system from the deviations of modern society. The methodological process model reveals that for the implementation of the process of NSS preparation, the most appropriate is the strategic management methodology, which enables accurate and efficient management of planning, organization, implementation, and control of the NSS. The combination of both perspectives (substantive and methodological) enables the development of a comprehensive concept (model) of NSS preparation. Conclusions: The developed concept (model) of the NSS preparation comprehensively covers the issue of the NSS preparation management and is dialectical, open, flexible, and repeatable, enabling future users to manage the NSS preparation in a substantive-holistic and process-effective manner.

РОЛЬ KPI ТА OKR В ЕФЕКТИВНОСТІ ДІЯЛЬНОСТІ КОМПАНІЇ

The article addresses the implementation and effective utilization of two crucial management methodologies - Key Performance Indicators (KPIs) and Objectives and Key Results (OKR) - in the context of the contemporary business environment. The significance of both methods is analyzed in the backdrop of increasing competition and constant industry changes, necessitating novel approaches to strategic management and the exploration of methods to enhance overall company efficiency. Various aspects of employing KPIs and OKRs in different types of companies and at various stages of their development are highlighted. Special attention is given to examining how both methodologies can coexist and interact to achieve maximum effectiveness in strategic management. A methodology for the joint implementation of KPIs and OKRs is proposed, taking into account the unique needs and characteristics of each approach. The outlined steps include analyzing the company's strategy, identifying key areas for measurement, formulating specific objectives through OKRs, and determining corresponding KPIs. Roles and significance of Key Performance Indicators and Objectives and Key Results in different types of companies are analyzed, demonstrating how their combined usage can create synergy and ensure strategic success. The overall conclusion of the article underscores the importance of establishing an integrated management system that combines the stability of KPIs with the flexibility of OKRs. The necessity for continuous improvement and adaptation of these methodologies in the context of a dynamic business environment is emphasized. In summary, the article makes a significant contribution to understanding and applying strategic management methodologies, fostering the development of modern approaches to enhancing overall business efficiency.

Методологічні засади стратегічного управління розвитком виноградарсько-виноробного комплексу

Developing a sector-specific strategic management methodology is critical, as it allows us to consider the specific conditions of each industry, including its economic, environmental, and technological features. Such an approach ensures that strategies are adapted to real challenges and opportunities, increasing decision-making efficiency and the industry’s competitiveness in a dynamic environment. An industry’s strategic management methodology is a set of conceptual approaches, principles, methods, and tools used to develop, implement, and control strategic decisions at the level of a particular sector of the economy. The article aims to substantiate the existing methodological approaches to strategic management at different levels and improve the methodological support for the management strategy of the viticulture and wine industry. The classification of strategic management methods is analysed. The differentiation of strategic management levels and their methodological components in the focus of the viticulture and wine industry as an integral part of the agro-industrial complex is theoretically substantiated. The methodological approach to the formation of an adaptive strategy for the management of the viticulture and wine complex has been improved based on an organic combination of SWOT-analysis, PEST-analysis, industry life cycle model, product-market model, VRIO-analysis and the modified Porter’s Five Forces model. It is proved that the integral efficiency of the improved methodological approach is manifested in the ability to ensure systematic consistency of strategic decisions with the dynamics of the external environment and internal resources. The organic combination of SWOT-analysis, PEST-analysis, industry life cycle model, product-market model, VRIO-analysis and modified Porter’s Five Forces model allows for a comprehensive assessment of market risks, identification of competitive advantages, and optimization of resource allocation. This approach increases the adaptability and resilience of industry, which contributes to achieving long-term strategic goals and economic efficiency. Keywords: methodology, viticulture and wine industry, strategy, strategic management, agro-industrial complex, strategic management methodology, adaptive strategy, method.

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.

CONCEPTUAL BASES OF STRATEGIC MANAGEMENT OF INTEGRATED ECONOMIC SUSTAINABILITY OF ENTREPRENEURIAL STRUCTURES IN CRISIS 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.

НЕВИЗНАЧЕНІСТЬ В КОНТЕКСТІ ФОРМУВАННЯ ФІНАНСОВОЇ СТРАТЕГІЇ

The financial development of business entities and the strengthening of the influence of external factors on it actualize the renewal and further development of the uncertainty theory. Therefore, the purpose of the study is to develop conceptual approaches to the generation of uncertainty management methodology to build a theoretical basis for the development of a financial strategy taking into account the uncertainty factor. Groups of factors influencing uncertainty on the formation and implementation of the financial strategy of business entities were analyzed. The essence and content of strategic uncertainty are determined from the point of view of economic theory, adaptive approach, informational approach. The classification features of uncertainty are summarized: time horizon, focus, level of impact, predictability, information requirements, difficulty of forecasting,scope, the degree of impact on business,ability to manage. On the basis of the conducted content analysis, the characteristics of uncertainty and strategic uncertainty are distinguished. A comparative description of tactical and strategic uncertainty in the plane of financial and economic activity is given. It is noted that the theory of uncertainty has a complementary nature and contains theories, concepts of management, financial management, economic theory, risk management, strategic management, praxeology, and applied mathematics. The system of basic concepts on which the uncertainty theory is based is summarized: theory of "black swan", theory of games and economic behavior, theory of chaos, theory of risk management, theory of risk management, theory of complex adaptive systems, theory of asymmetric information, theory of stochastic control, theory of options, dynamic capabilities, the open system theory. The components of the methodology of strategic uncertainty management are systematized and substantiated. The methodical provision of strategic uncertainty management is substantiated. The main components of strategic uncertainty management are determined, which allows building the gradient of financial development of the business entity.

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.