Paradigm Of Strategic Management Research Articles

STRATEGIC CRITERIA FOR ASSESSING THE MANAGEMENT OF TELECOMMUNICATIONS ENTERPRISES IN THE DIGITAL ECONOMY

The relevance of the chosen research topic is due to the insufficient conceptual development of the paradigm of strategic management of telecommunications enterprises in the digital economy. The article reveals the essence of defining and applying strategic criteria for assessing the management of telecommunications enterprises. It is determined that the essence lies in the ability to predict the business situation, prevent the negative impact of internal and external factors, introduce measures to minimize costs, ensure the achievement of the set goals and, above all, obtain a positive financial result of the enterprise's activity - the desired profit. The article argues that the digital economy, which is spreading through active digitalization and is based on the activities of telecommunications enterprises, gives rise to a new type of strategic management and leads to profound changes in how telecommunications enterprises should be organized today and managed in the future. The article describes the current trends that already have a major impact on the organization of telecommunications enterprises and will shape changes in the strategic management of telecommunications enterprises in the near future. These circumstances require further scientific developments on the formation of new approaches to the strategic management of telecommunications enterprises and tools for their implementation based on strategic criteria for assessing the management of telecommunications enterprises in the context of the development of the digital economy. The author's approach to determining the directions of digitalization's impact on the activities of telecommunications enterprises is proposed, which allows to outline the strategic criteria for assessing the management of telecommunications enterprises in the long term. The study allows us to conclude that the strategic management of telecommunication enterprises in the digital economy requires expanded monitoring and analysis of the external environment; enhancing the safety, protection and empowerment of citizens, ensuring freedom of choice on the Internet, continuous improvement and development of telecommunication devices and channels and integration of innovations; supporting participation in the digital public space by creating a digital environment in which interaction between participants takes place through digital services.

Influence of Soil and Foliar Application of Nutrients on Growth and Yield of Black Gram (Vigna mungo L)

Aims: This study aims to scrutinize the intricacies of nutrient management to optimize the cultivation of black gram (Vigna mungo L.) during the Rabi season of 2022-2023 in Coimbatore. The primary objectives include evaluating the efficacy of various treatments, such as recommended doses of inorganic fertilizer (RDF), rhizobium, and Phosphobacteria microbial inoculants as soil applicants, as well as TNAU Pulse Wonder, nano urea, and DAP as foliar sprays.
 Study Design: A meticulous Randomized Block Design (RBD) with three replications was employed to explore diverse treatments. This design allowed for a systematic investigation into the impact of different nutrient management strategies on the growth and yield of black grams.
 Place and Duration of Study: The study was conducted in Coimbatore, and the Rabi season of 2022-2023 was chosen for its duration. The experimental setup was established at the research farm under the auspices of the Karunya Institute of Technology and Sciences.
 Methodology: A total of ten treatments were tested, including various combinations of RDF (25:50:25), rhizobial culture, phosphobacteria, TNAU Pulse Wonder, nano urea, and DAP. Plant growth metrics, such as plant height and leaf count, were measured at 60 days after sowing (DAS). Yield attributes, including pod count, seeds per pod, and test weight, were also evaluated. Economic scrutiny included the calculation of the cost of cultivation, gross return, net income, and benefit-cost ratio.
 Results: Treatment T7, consisting of 75% RDF, rhizobial culture, phosphobacteria, and 1% TNAU Pulse Wonder, demonstrated substantial efficacy in enhancing plant growth metrics. At 60 DAS, this treatment exhibited an appreciable increase in plant height (39.89 cm) and leaf count (15.33). Moreover, T7 positively impacted crucial yield attributes, with elevated pod count (24.33), seeds per pod (9.33), and test weight (4.98 g). Economic scrutiny identified T7 as the epitome of economic viability, featuring a cost of cultivation at 30,240 INR, gross return of 125,587.80 INR, net income of 95,347.80 INR, and a commendable benefit-cost ratio of 4.15.
 Conclusion: These findings underscore the profound significance of strategic nutrient management paradigms for fostering sustainable and economically robust black gram cultivation. The identified treatment T7 stands out as a promising approach to optimize yields and economic returns in black gram cultivation, offering valuable insights for future agricultural practices.

Meneropong collective entrepreneurship dan manajemen strategis pada Toko/Warung Madura

Abstract: Many Madurese-owned stalls or retail shops with similar facades, items, prices, and opening 24/365 in major cities across Indonesia have gone viral on social media, making them an intriguing retail chain phenomenon to investigate. At a glance, this phenomenon opposes conventional strategic management, which emphasizes competitive advantage. This qualitative study uses observation, interviews, and document analysis to gain insight into the strategic management paradigm was held in Surabaya and Madura. The results show that these retail stores are sporadic in nature, not retail chains. No coherent management strategy has been planned, applied, or assessed. The Madurese genius loci that becomes their philosophy of living, when put into practice, gives rise to a novel approach to corporate strategy.
 Keywords: Strategic management, collective entrepreneurship, retails, Madura.

Exploring Contemporary Trends and Challenges in Company Management: A Case Study of the Philippines' Corporate Landscape

In an era characterized by rapid globalization and technological advancement, understanding the complex dynamics of contemporary company management is crucial for sustainable business success. This study delves into the intricacies of company management within the unique context of the Philippines' corporate landscape, examining both the emerging trends and persistent challenges that shape organizational strategies. Through a mixed-methods approach that combines qualitative interviews with key stakeholders and quantitative analysis of industry reports, this research uncovers the evolving paradigms of agile leadership, digital transformation, and strategic human resource management. These trends reflect the global shift towards adaptive decision-making, technology integration, and workforce development. Concurrently, the study highlights the enduring challenges posed by regulatory intricacies, economic uncertainties, and socio-cultural considerations, underscoring their impact on the local business environment. By contextualizing these findings within the broader global management discourse, this study contributes to the understanding of the interplay between theory and practice in a diverse and dynamic corporate landscape. The implications extend beyond the Philippines, resonating with companies navigating similar trends and challenges worldwide, while offering a roadmap for adaptive management strategies.

THE PARADIGM OF STRATEGIC MANAGEMENT OF TELECOMMUNICATIONS ENTERPRISES IN THE DIGITAL ECONOMY

The article is concerned with defining the concept of the paradigm of strategic management of telecommunications enterprises and its adaptation in the digital economy to form a mechanism for the strategic development of enterprise and its efficient functioning. The article emphasises that the modern paradigm of strategic management of telecommunications enterprises is based on a humancentred approach, which is based on the potential of management personnel in accordance with the strategic directions of enterprise development. For telecommunications enterprises that ensure the development and functioning of the digital economy, the management objectives should be: global digitalisation of business and society; adaptation of the enterprise's operation to the consequences of digital transformation; development of corporate digital culture; introduction of modern management methods corresponding to the digitalisation and digitalisation of the social, financial and economic spectrum of society development. The analytical review made it possible to compare the advantages and disadvantages of strategic, situational and process management, which became the basis for the formation of a paradigmatic digital strategy for managing telecommunications enterprises, which involves determining the overall strategy, strategic directions of activity, scenarios for their implementation in accordance with management situations, taking into account management signals from the external and internal environments.The study of modern concepts of strategic management of enterprises has made it possible to determine that most of the paradigmatic directions of strategic management are based on the known approaches to the formation of a synergistic system of strategic, situational, operational and process management to achieve the goals of enterprise development. Focusing on the strategic management of telecommunications enterprises has made it possible to outline the basic paradigms that are practical for determining effective procedures for making strategic management decisions and implementing the strategic management process; allows telecommunications enterprises to form a form of effective management with due regard for digital transformations.

STRATEGY AND MECHANISM OF ENTERPRISES FINANCIAL AND ECONOMIC SECURITY MANAGEMENT IN THE CONDITIONS OF WAR, INDUSTRY 4.0 AND BANI WORLD

The purpose of the research is to establish the characteristic features and signs, the inherent mechanism and strategies of managing financial and economic security, which should be used by domestic enterprises in the war period and in the post-war recovery period in the conditions of the development of Industry 4.0 trends in the realities of the BANI world. Defects in the organization and functioning of the financial and economic security management mechanism were identified, which began to be clearly investigated during the work of business entities in wartime conditions. Additional elements of the financial and economic security management mechanism of the enterprise in the conditions of Industry 4.0 and BANI World are proposed. The peculiarities of the strategy and mechanism of managing the financial and economic security of enterprises in various models of the world system are specified. The outline of the GUARDIAN strategy for the implementation of the tasks of strategic management of the financial and economic security of enterprises was developed and the expediency of its use in the realities of Industry 4.0 and BANI World was substantiated.The development of a new paradigm of strategic management of financial and economic security for the post-war recovery of business entities in the conditions of BANI World, taking into account the trends of the Fourth Industrial Revolution, allows expanding the limits of the application of the tools of effective security-oriented management. In order to successfully optimize traditional approaches to financial and economic security management in the post-war period, it is necessary to transform the financial and economic security management mechanism to ensure its readiness to counteract the impact on the enterprise's corporate resources from the threat of military aggression, global pandemics, the development of the trend of Industry 4.0 and BANI world.

Comforting the Information and Economic Environment of the Enterprise within the Framework of the Strategic Management Paradigm

Relevance. To be successful, enterprises need a comfortable information and economic environment. The importance of state regulatory policy increases to achieve a favorable business climate. This is due to the limited resources of some Russian businesses and COVID-19 impact.The purpose is within the framework of the paradigm of strategic management, consider the activities to create favorable information and economic conditions for enterprises.Objectives: analyze information and economic systems to support enterprises as a management result to ensure a comfortable business environment.Methodology. The author uses methods: posteriori analysis, synthesis, comparison, generalization, classification and data visualization.Results. In the context of digital transformation, the relationship and mutual influence of favorability and informativeness are clearly manifested in the enterprise environment. The strategic management of economically developed countries confirms the possibility of simultaneous implementation of the state development strategic goals: "comfortable business environment" and "informatized society". This experience should be taken into account in regional management when setting goals, developing and implementing appropriate comfort measures. In this study, the author examines the enterprise comfort environment within the strategic management paradigm framework on the example of the Republic of Crimea. Two separate systems of enterprise support exist in the Republic of Crimea. The available regional information resources are not convenient enough.Conclusion. The goals of operational management on the comfort of the business environment and the digitalization of the economy are fundamentally interconnected at the regional level. Their achievement is a single process.

Strategy in the era of “swans”: the role of strategic leadership under uncertainty and unpredictability

Purpose The purpose of this conceptual paper is to explore the role of strategic leadership under conditions of uncertainty and unpredictability. The authors argue that highly improbable, but high-impact events require the upper echelons of management, traditionally the custodians of strategy formulation to offer a new kind of strategic leadership focused on new mindsets, organizational capabilities, more in tune with high uncertainty and unpredictability. Design/methodology/approach Drawing on strategic leadership, and complexity leadership theory, the authors review the literature and present a conceptual framework for exploring the nature of strategic leadership under uncertainty. The authors conceptualize organizations as complex adaptive systems and discuss the imperatives for developing new mental models for emergent leadership. Findings Strategic leaders have a key role to play in preparing their organizations for episodic disruptions. These include developing their adaptive capabilities and building resilient organizations to ensure their organizations cannot only bounce back after a disruption but have the capacity for transformation to new fitness levels when necessary. Strategic leaders must engage with complexity leadership by seeing their organizations as complex adaptive systems, reconfigure their leadership approaches and organizations to build strategic adaptive capability. Research limitations/implications This is a conceptual paper and the authors cannot make any claims of causality. Practical implications Organizational leaders need to reconfigure their mental models and leadership approaches to reflect the new normal of uncertainty and unpredictability. Developing the strategic adaptive capability of organizations should prepare them for dealing with high impact events. To assure business continuity in the face of disruptions requires building flexible, adaptable business models. Originality/value The paper focuses on how managers can offer strategic leadership for a new normal that challenges some of our most cherished leadership and strategic management paradigms. The authors explore the new mental models and leadership models in an era of great uncertainty.

CHANGING THE PARADIGM OF STRATEGIC ENTERPRISE MANAGEMENT IN A DIGITAL ECONOMY

In the context of the growing consequences of the pandemic, enterprises got a chance to introduce innovations (digital technologies) that were not previously planned, and which can solve not only the problem of the functioning of the business as such, but also improve the organizational structure of the company, data processing, and optimize management functions. Taking into account the uncertainty of the situation, it is still too early to speak unambiguously about the effectiveness of such innovative solutions, but they definitely became a mechanism for maintaining the stability of the functioning of companies and counteracting a significant drop in income. The article substantiates the need for changes in the paradigm of strategic enterprise management, which modern conditions require, and identifies the main change in the strategy of digital transformation and key features and elements. The general approach to strategy formation of digital transformation as strategic updating of its basic components is presented.

Increased investment activities in the region in the strategic financial management paradigm

Increased investment activities in the region in the strategic financial management paradigm

Creating Shared Value and Fan Loyalty in the Korean Professional Volleyball Team

Creating shared value has been a new strategic management paradigm for professional sport teams around the world. However, despite the active participation of professional sport teams in creating a shared value program, research that addresses its effectiveness appears to be very limited. The present study investigates the influence of sport fans’ perceived creating shared value on team trust and fan loyalty and the moderating effects of sport fans’ altruism on the relationship between creating shared value and team trust in the Korean professional volleyball league. A total of 198 Korean volleyball fans participated in the present study. Results revealed that sport fans’ perceived economic and social values had significant impacts on team trust and, in turn, team trust significantly affected fan loyalty. However, the moderating effect of sport fans’ altruism was not found on the relationships between creating shared value and team trust. Consequently, the present study’s findings may provide professional sport teams’ marketers with the rationale as to the effectiveness of launching creating shared value programs.

The digital paradigm of strategic sustainability management in automobile operating companies

The article proposes a system for managing the strategic stability of the enterprise in the transition to a digital economy based on a systematic approach. The control system internal structure is disclosed. The components of the system and their functions are considered. A diagram showing the behavior of the system is presented.

Стратегия vs. бизнес-модель: эволюция и дифференциация

The paper offers an overview of the trends and patterns behind researchers’ focus shifting from strategies to business models in the sphere of management. Methodologically, the study rests on the set of traditional theories included in the strategic management paradigm, as well as the concepts of business models and platform economy. The authors examine various standpoints on the correlation between the terms “strategy” and “business model” in management and trace the genesis and prerequisites for the emergence of theoretical foundations that underlied business management in the 20th-21st centuries. We identify a number of factors behind the transition to a short-term model of company management. The paper demonstrates that a shift in the basic analytical management construct is due to heterogeneous elements of organization management, transformation of management logic “from the present to the future”, the inclusion of microenvironment in the business ecosystem, etc. The research results can be of use in further empirical studies and in devising the methodological approaches to the development of relevant management tools based on the concept of business models.

Entrepreneurship and Strategic Management: A Critical Analysis on these Paradigms' Relationship

The purpose of this study is to provide a better understanding of the arguments concerning the various views provided by different academics in the fields of entrepreneurship and strategic management and then to find a position in which practice is generally agreed on by the divisions. The researcher examined the fundamental theories of the two paradigms of entrepreneurship and strategic management and also examined existing literature submitted by scholars in the fields who tried to look at the intersection of the two paradigms. This post, however, aims to highlight the need to see the two disciplines as being similar from various parental perspectives. Literature on each of the paradigms was checked to provide a better understanding of them. The researcher was able to consider such intersecting variables, such as culture, which was seldom stressed as a factor influencing the opportunity-seeking conduct of an entrepreneur and competitive advantage-seeking activities to create wealth and ensure the economic development and survival of an organization.

PARADIGM OF STRATEGIC MANAGEMENT AT THE ENTERPRISE: RETROSPECTIVE ANALYSIS

Introduction. The dynamics of environmental factors in the current processes of reformatting the global economic space highlights the need to adjust the methodological framework and tools of enterprise management. The purpose of the article is defined as the implementation of a scientific revision of existing concepts of strategic management, development based on a combination of historical and logical methods of strategic management paradigm, adapted to modern business conditions. Results. The study was based on the hypothesis that referring to the history of strategic management theory would identify the most relevant aspects of management in relation to the realities and features of the market mechanism at different stages of its evolution as a complex system that is nonlinear. The search for sources of elements of this paradigm led to the consideration of the processes of origin and development of scientific interest in the category of "strategy". The essence of the rational approach in the theory of strategic management, and also directions of its criticism on personalities are outlined. The conditions of shifting the emphasis from meaningful understanding of strategy in a realistic approach to procedural, the feature of which is the approach to strategy formation based on traditional skills, dedication, improvement through the development of details, based on existing practical experience. The stages of evolution of strategic management theories, such as the school of competitive advantage, resource-oriented approach, entrepreneurial, cognitive, school of learning, school of power, cultural, environmental and school of configuration are considered. Conclusions. Retrospective analysis led to the conclusion that the evolution of the vision of strategy went from simple to complex, from predictable to unpredictable, from clear algorithms to creative approaches. It is noted that despite the heredity of schools or complete abandonment of experience gained in the formation of strategy, it is advisable to rely on all the baggage of experience, using the best tools, organized in their own methodological approach. Key words: strategy, strategic management, enterprise management, enterprise.

CHANGE OF FUNCTIONS OF HUMAN SERVICE IN CONDITIONS OF STRATEGIC PERSONNEL MANAGEMENT

In the article the author considers as an example the function of the personnel service of the enterprise in the conditions of strategic personnel management in the paradigm of strategic management. The tendencies of formation of strategic approach to personnel management, tasks and functions of HR - service of the enterprise are revealed. Reasonable conclusions have been made on the reform of personnel services of organizations, which should be carried out taking into account the strategic perspective, which will allow in the future to move to strategic personnel management.

МАКРОЭКОНОМИЧЕСКИЕ АСПЕКТЫ СТРАТЕГИИ УПРАВЛЕНИЯ СЕЛЬСКИМ ПРОСТРАНСТВЕННЫМ РАЗВИТИЕМ В РОССИИ

The article discusses and reveals the problems of strategic management of spatial development in the agricultural sector of the Russian economy at the macro-economic level, which include both territorial location and specialization of production, and exogenous mechanisms of functioning of the rural economy, which collectively concludes the concept of “rural development”. The approaches of representatives of the scientific community to the characterization of the essence of the category – “strategic management” as a long-term action program are presented. In the agricultural sector, it has different directions of impact due to spatial heterogeneity, which is manifested in the territorial differentiation of production (rental) opportunities for agricultural production in different administrative-territorial units of the corresponding hierarchical scale. This is aggravated by a non-adaptive agrarian macroeconomic policy, market imperfections, fetishization of private, especially land ownership, as well as unjustified absolutization of the advantages of large forms of agricultural production. The overstated role of foreign capital in agriculture, food and processing industries creates significant social, economic and environmental risks. In the agricultural and food sector of country’s economy, including the location and specialization of agricultural production, it is necessary to develop and adopt at the Federal level legislative acts that would encourage the integration of producers, processors, service enterprises, trade and credit and financial organizations, and consumer unions in the regions. To do this, it is necessary to develop a new, science-based paradigm of strategic management of rural development, regional distribution and specialization of agricultural production based on an objective assessment of modern productive forces, which are limited by the framework of private property and unregulated market relations, with a critical approach to large-scale forms of agricultural production.

Парадигма стратегічного розвитку управлінського потенціалу підприємства

The basic concepts of the strategic management paradigm are studied. Its adaptation for formation of the mechanism of strategic development of administrative potential of the enterprise and its effective realization is executed. Emphasis is placed on the fact that the modern paradigm of strategic development of managerial capacity is based on a person-centered approach. The basis of the approach is the potential of management staff in the target strategic areas of enterprise development. For a modern enterprise, the strategic goals of the development of its management system and capacity should be such as digitalization of the enterprise, the development of its corporate culture; introduction of modern management methodologies, etc. Discussions on comparing the advantages and disadvantages of strategic, situational and process management became the basis for the formation of a paradigmatic structure. It provides for the definition of the overall strategy, strategic activities, scenarios for their implementation in accordance with management situations, taking into account the management signals of external and internal environments. Management scenarios are formed on the basis of a set of management processes. Description and analysis of business processes allows to determine the roles of each participant in the process and the results of its implementation. The general management procedures developed according to the defined scenarios should correspond to the defined purposes and values both of the enterprise, and its personnel. Involvement and motivation of staff to identify personal and professional potential is the basis of the paradigm model of development of managerial potential of the enterprise. The proposed paradigm of strategic management of the development of managerial potential of the enterprise is based on known approaches to the formation of a synergetic system of strategic, situational, operational and process management to achieve the goals of enterprise development. Emphasis on the development of management staff potential, effective management decision-making procedures and implementation of management processes allows to form such a formula for effective development of SCP - active dynamic development of management staff potential, based on the values of the enterprise and its corporate culture in the introduction of innovative management methodologies. implementation of management decisions with the help of modern information technologies. The paradigm of strategic development of SCP is based on the delimitation (decomposition) of goals and functions of different types of management with their subsequent integration into a single system (composition) of management of SCP development at all levels from general enterprise to self-management and individual development.

Implementation of the concept of strategic management in youth non-govermental organizations

Relevance of the research topic. It is impossible to build a civil society without forming an effective engine of its development in all spheres of the state. In order to take measures in a sphere of youth politics, the public authorities should get support to its subjects including Youth NGO’s. NGO which is able to develop singly and develop subjects around during a long period of time should become a basis for improving youth policy of the state. Such development is only possible with the help of mechanisms and tools of strategic management, which makes this research up-to-date. Formulation of the problem. Strategic management of developing an organisation requires a detailed study from the point of view of development and implementation of management concept. It states mechanisms and tools which should be used in the organisation`s activity. In regard with the fact that development of NGO was forced by both evolutional and revolutionary changes, the possibility of applying the developed concepts of strategic management for the functioning of concrete types of organisations should be critically analysed. Analysis of the last research and publications. Theory of concepts of strategic management was thoroughly reviewed in works by M. Nebava, O. Ratushnyak, V. Ortina, L. Fedulowa, Z. Shershnyova and O. Stoliarenko. In addition to this, researches on strategic management were also considered. In works of A.Tompsom and A.Stricland, K.Prahalad and H.Hamel, I.Nonaka and H.Takeuchi and B.Wernerfeld. Strategic management in NGO’s was considered by M.Zemba, V.Melenivska, O. Hlebushkina, H.Kachura, T.Azarova, L.Abramova etc. However, the implementation of concepts of strategic management in the activity of NGO’s is not studied enough. This causes a need for thorough comprehensive research which requires a detailed analysis of existing concepts and approaches to strategic management. Selection of unexplored parts of the general problem. It is hard for youth NGO’s in Ukraine to pick up an effective concept of strategic management. It is a result of both operating conditions and absence of thorough theoretical basis so as most of the concepts were developed for the functioning of the commercial organisation. So, the important part of the problem which needs a solution is a definition of main provisions of the concept of strategic management which will meet the needs of development of Youth NGO. Setting the task, the purpose of the study. Among the main objectives of the article which let to approach the solution of the stated problem can be highlighted the necessity of developing a system of methods and tools of strategic management of Youth NGO. On the basis of this system and existing concepts, it is expedient to form a model of a concept of strategic management of Youth NGOs. Method or methodology of conducting research. Methods of system-structural analysis and synthesis, retrospection, dialectical and methods of generalization, grouping, comparison and other methods became a methodological basis of the article. Presentation of the main material (results of the work). The article considers the necessity of using the paradigm of strategic management for the development of the organization. The system of methods and tools of strategic management of youth non-governmental organizations is developed. The stages of development of the concepts of strategic management are analysed. The link between the strategic objectives of youth non-governmental organizations is determined. The concept of comprehensive strategic management for use by youth non-governmental organizations is proposed. Field of application of the results. Results of this research may be applied during management of the Youth NGO and during the formation of the state’s youth policy according to participants of NGOs in building up the civil society. Conclusions according to the article. Application of the concept of strategic management allows the youth NGOs to change the way of acting from management according to operative tasks to strategic management with the help of a comprehensive approach to perspectives of NGO’s development.

The genesis and the modern paradigm of strategic enterprise management

The genesis and the modern paradigm of strategic enterprise management