Stages Of Enterprise Life Cycle Research Articles

Impact of Voluntary Environmental Regulation on Green Innovation from the perspective of Enterprise Life Cycle: evidence from China

Abstract From the perspective of enterprise life cycle, the impact of voluntary environmental regulation on enterprise green innovation was examined in this study based on the data of manufacturing enterprises listed on China’s A-share market from 2012 to 2021. The results indicate that: 1) voluntary environmental regulation has a significant positive impact on enterprise green innovation as a whole. 2) Among all stages of enterprise life cycle, voluntary environmental regulation has a significant impact on enterprise green innovation in the growth and maturity stages, but has a relatively small impact on enterprise green innovation in the formation and decline stages. 3) The results of a segmented sample study on this basis show that voluntary environmental regulation has heterogeneity in property rights and factor density in promoting enterprise green innovation. It significantly promotes green innovation by state-owned enterprises in the maturity stage, green innovation by non-state-owned enterprises in the maturity and decline stages, and green innovation by capital and technology intensive manufacturing enterprises, but have no significant impact on other types of enterprises. These research conclusions are expected to provide decision-making reference for improving the voluntary environmental regulation system and promoting the level of enterprise green innovation.

Examining the interaction of sustainable innovation activity and the life cycle of small high‐tech enterprises

AbstractThe direction of this study was engineered by the need to increase the innovation activity of high‐tech enterprises (primarily small enterprise) and to test the hypothesis that the innovation activity of such enterprises depends on the stage of their life cycle. At the first stage, we formulated the assumptions and prerequisites for the formation of a sample for the study: 106 small enterprises of the electric power industry of the Chelyabinsk region of Russia Federation. At the second stage, we developed a method to determine an enterprise's life cycle stage, taking into account the specifics of small industrial enterprises. Our method involves the sequential implementation of two steps. In the first, we use the traditional indicator of age of the enterprise, and in the second, we assess the degree of stability of key financial indicators of enterprise activities. At the third stage, based on the proposed method, the sample was divided into three groups: growing, mature, and long‐lived enterprises, for each of which an assessment of innovation activity was carried out. As a result, we determined that small Russian enterprises in the high‐tech industry demonstrate an increase in innovation activity at the stage of maturity, as a rule. However, even at this stage, only one in three enterprises shows such activity. This can be explained by the low demand for small businesses in the Russian national innovation system, as well as the lack of highly qualified personnel and the prevailing stereotypes of attitudes toward small businesses. As captured in the Sustainable Development Goals (SDGs) 9 (industry, innovation, and infrastructure), the proposed approach can be applied in the development of regional support programs and strategies for the development of small high‐tech enterprises.

ПРОЦЕС ФОРМУВАННЯ ІМІДЖУ ПІДПРИЄМСТВА

UDC 339.138; JEL Classification: М 31Purpose: to improve the process of the enterprise image forming on the basis of taking into account the stage of enterprise life cycle. Methodology of research: IDEF0 functional modeling method – for a graphical representation of the composition and structure of the image formation process of the enterprise, depending on the stage of its life cycle. Findings: the article substantiates that the content and sequence of stages of the process of the enterprise image forming are determined by the stage of its life cycle. It is proved that the image is formed by the enterprise “from scratch” in two cases: 1) at the stage of launch when the enterprise enters the market; 2) at the stage of decline, when the image requires a fundamental restructuring. In the transition to the subsequent stages of the life cycle, the task of the enterprise is either to improve the image (at the growth stage), or to maintain it at the achieved level (at the maturity stage). Creation, improvement or maintenance of the image should be carried out through the use of activities identified by the elements of the marketing mix, which correspond to the current stage of the life cycle and the level of the enterprise image. Thus, the process of the enterprise image forming is proposed, the number and content of the stages of which are determined by the stage of the enterprise life cycle. Modeling of the process is based on graphical notation IDEF0. Originality: the process of the enterprise image forming has been improved. It has been presented using the function modeling method IDEF0. It is different from the existing ones as it takes into account enterprise’s life cycle stages. Practical value: knowledge of the sequence and content of the stages of the image formation process will allow the enterprise to construct the desired image, which guarantees long-term functioning and success in the market.

Nonprofit Governance: The Basics

Many nonprofit organizations are governed by boards of directors comprised of individuals who often have been invited to join the board based on their contributions of time and money. For many, this is either their first board membership or yet another conducted within an environment lacking the experience and structure of board governance typically found in a publicly-traded corporation. Accordingly, governance of many nonprofit enterprises presents both similarities and differences from the governance of a for-profit entity. How is nonprofit governance different from that conducted in for-profit organizations? How do you build the best board for your nonprofit? What attributes and skills are required by law and what mix of experiences and talents will give you the best result? What are the commonly required director attributes that are a must for each board and how do you customize and fine-tune your efforts to achieve a high-performance board? Optimal board composition; achieving the best mix of director skills and experience, will depend on many enterprise-specific variables. Some of the most important of these for nonprofits include, but are not limited to: (1) enterprise lifecycle stage, (2) extent to which certain experiences and skills are mission critical (detailed understanding of target culture, mission, stakeholder composition, and risk; (3) unique technology dependence (social media); and (4) the need for capacity expansion (fundraising). Our goal in writing this paper is to provide: answers to these basic questions; a roadmap for the nonprofit enterprise faced with recruiting a board; a matrix methodology that every nominating committee and board can employ to systematically inventory their people assets, strengths and weaknesses, define their needs, explore their options; and provoke radical thinking about how any enterprise-specific system of governance may be improved by questioning existing fundamental assumptions. Our article proceeds in six parts. First, we offer a few thoughts about nonprofits, their various missions and common challenges. Second, we discuss why good governance is important in a nonprofit setting and highlight examples of frauds that have been reported due to the absence of good governance. Third, we present a look at Internal Revenue Service (IRS) requirements imposed on nonprofits. Fourth, we explore the law of nonprofit corporate governance applicable to all directors serving on the board of a nonprofit. Fifth, we discuss board composition and committee structure. Sixth, we present a process that involves an inventory of current board strengths and weaknesses and then offer some thoughts about use of a matrix template to assist in discovering necessary board skills and experiences of board candidates. And last, we conclude.

Stages of small enterprise life cycle: characteristics and specificity of management decision making

The article analyzes the scientific approaches to determining the essence of «enterprise life cycle» concept. The inconsistency of approaches that consider of an enterprise life cycle as a specific temporary period for organization’s functioning is substantiated. The concept of «enterprise life cycle» is defined as a sequence of stages, whose change is caused by the parameters transformation of enterprise internal environment in conditions of dynamic changes in the competitive environment, during which an activity orientation, managerial tasks and management decision making methods change. The development of well-known concepts of an enterprise life cycle is summarized and systematized. The characteristic features of concepts are highlighted. It is proved that a life cycle concepts evolution has developed within the framework of process content and universal models. A critical analysis of approaches is carried out and the stages of enterprises life cycle, the crisis phenomena inherent in each of them and enterprises capabilities are systematized. The most popular concepts of L. Greiner and I. Adizes are analyzed in detail. Their advantages and disadvantages from the point of view of practical application are determined. The contradictions of scientific concepts regarding the list of life cycle stages, stages change sequences, internal and external factors affecting the stages change are established. The parameters of organization’s internal environment, which systematically determine the stages of its development, are highlighted and justified. The dependence of changes in the life cycle stages from parameters change of enterprise internal environment is analyzed. It is proved that the sequence of stages is not constant and can vary depending on the specific conditions of enterprise functioning. The requirements of each stage of the life cycle before making the necessary changes to the enterprise management system and the features of management decision-making methods are substantiated.

A Model of System and Strategic Financial Analysis of the Crimean Health Resorts

The subject matter of the research is the system of strategically focused financial analysis regarding an assessment of the financial condition of the enterprise. The hypothesis of the study is to assume the possibility of developing the financial and strategic model of the comprehensive assessment of the financial condition taking into account the integrated impact of environmental factors (general for the most Crimean health resorts). The methodology of the work is based on the most general principles of system analysis. The basic method of the research is the matrix method as the most common one for the system analysis. The graphical and statistical methods are also used. The result of the work is the comprehensive method of financial analysis developed as a model based on the matrix relation between the original visual profile of the internal environment and the dynamic type of external environment. The difference of the visual model of financial state from the existing graphic methods consists in fixing of the new strategic types of financial state on the basis of financial stability in visually grouped areas of financial coefficients in theme groups (configurationsprofiles) with certain combinations of the forms and sizes. The new analytical instrument of «frigate model» can be applied in all analytical activities of the health resorts departments related to the analytical assessment of financial state. The advantage of «frigate model» in comparison with a classical method of the forming of the types of financial condition is that the proposed model allows to allocate more differentiated types and in addition, to identify the stages of enterprise life cycle based on the relative indicators of the analysis of financial state (objects-coefficients), and not just on the financial management. Through this, the consistency of interaction between the financial analysis and management is achieved.