Strategic Alternatives Research Articles

СТРАТЕГІЧНІ АЛЬТЕРНАТИВИ ВІДНОВЛЕННЯ КОНКУРЕНТОСПРОМОЖНОСТІ СФЕРИ ГОСТИННОСТІ УКРАЇНИ

Introduction. The field of hospitality is the basis for the development of the economies of many countries of the world. Ukraine is no exception. Although the full-scale invasion of the territory of Ukraine left its mark on this sector of the economy, causing great damage to it, the global situation has not changed and its development remains one of the priorities, especially in the context of Ukraine's vector for European integration. However, in today's conditions, appropriate strategies and tools for their implementation are necessary to preserve and restore the competitiveness of the hospitality industry. The purpose of the article: to justify strategic alternatives for restoring the competitiveness of the hospitality sector of Ukraine Results. The article substantiates that since the field of hospitality is a complex socio-ecological-economic system, which is characterized by significant regional differences, it is advisable to apply combined strategic sets formed on the basis of a hierarchical approach. The application of three levels of strategic alternatives is substantiated: Level I as a market positioning strategy (globalization, deep market penetration, adaptation, anticipatory development); Level II as strategic directions for ensuring competitive advantages (creating new competitive advantages, increasing competitive advantages, maintaining a competitive position, restoring lost competitive advantages); Level III as typical competitive strategies (diversification, differentiation, focus, specialization, cost leadership). The results of the study were used to justify the correlation of the specified strategies with the identified trends in the development of the hospitality industry in the world and in Ukraine. The sets of alternative strategies will be identified in the coordinates "Level of competitive advantages" / "Level of competitiveness", according to which the regions of Ukraine will be grouped and the specifics of the implementation of each of the sets will be determined. In the conditions of the current situation, the proposals are characterized by a high level of speculation, but they can serve as a reference point for the development of the hospitality industry in the regions of Ukraine, the basis of regional programs and strategies, which is a perspective for further research. Conclusions. A strategic approach to restoring the competitiveness of the hospitality sector of Ukraine ensures the prediction and achievement of expected results, obtaining competitive advantages for the long-term perspective, is the basis for the development of regional strategies and programs, which is of practical importance.

Analisis Pengembangan Strategi Bersaing Limasan Cafe Karawang

Limasan Karawang Coffee Shop, as one of the micro, small and medium enterprise (MSME) units in Karawang, has become a popular destination for young people and teenagers to enjoy the cafe atmosphere and the various coffee products on offer. This research aims to identify and analyze the competitive strategies that have been implemented by the Limasan Karawang Coffee Shop. This research uses qualitative descriptive analysis. Business Model Canvas (BMC) analysis is used to do this. Primary and secondary data were used in this research. Primary data was obtained from observations and in-depth interviews related to creating competitive strategies for the Limasan Karawang Coffee Shop which was the subject of the research. The results of research conducted by researchers in a study entitled "Analysis of the Competitive Strategy Development of Limasan Cafe" using the Business Model Canvas Approach confirm that the Business Model Canvas is an effective method as a foundation for generating strategic alternatives and establishing new strategies for the company. To help define, analyze, Designing a business model, the Business Model Canvas (BMC), consists of nine elements that represent all aspects of the business. This concept can serve as an effective tool for describing business models and developing new strategies

Evaluating the Subject to Tax Rule in Nigeria: Implications, Challenges and Strategic Considerations Amid Global Tax Reforms

The OECD’s two-pillar solution addresses the tax challenges of digitalization, with the Subject to Tax Rule (STTR) and GloBE Rules ensuring minimum taxation. This article explores the application of the STTR in Nigeria, assessing its potential for generating revenue while considering the high costs of implementation and the country’s strategic alternatives.

Expert perspectives on disaster risk reduction strategies in the tourist area of Borobudur-Yogyakarta-Prambanan in Indonesia

Tourism plays a crucial role in the economic growth of many countries. However, tourist destinations located in disaster-prone areas face increased vulnerability in the event of natural disasters. It is essential for these areas to have specific interventions, plans, and policies that focus on reducing disaster risk, while ensuring the safety of residents and tourists. This study proposes strategies for minimizing disaster risk using Indonesia's Borobudur-Yogyakarta-Prambanan (BYP) region as a case study. The study used an Analytical Hierarchial Process in a Strengths Weaknesses Opportunities and Threats (SWOT-AHP) analysis to prioritize factors through pairwise comparisons and develop strategic alternatives based on expert perspectives. Primary data were collected through aSWOT-AHP questionnaire that was provided to 22 experts in tourism and disaster management in Central Java and Yogyakarta Special Provinces. Secondary data were obtained from government documents, specifically the Disaster Risk Reduction Plan for the BYP regions (2023–2027). The results indicate that “implementing land-use policies to promote tourism development while considering disasters” is the most important strategy, based on expert judgment. The BYP tourist destinations provided a case study to identify strategies to reduce disaster risk in tourism areas.

Разноуровневые стратегии развития: арктический нефтегазовый вектор

The balanced development of the hydrocarbon potential in the Arctic is currently a strategic priority for Russia. Given the present conditions of the global energy sector, alongside new geopolitical challenges and trends towards low-carbon and ecologically balanced development, there is a need for a system of coordinated strategies across the industry, regional, and corporate levels. To effectively develop Arctic oil and gas resources, it is necessary to ensure technological sovereignty, which involves equipping oil and gas companies with domestically produced equipment and software. Strategies should also focus on the development of industries that produce high value-added products, particularly in the petrochemical sector. Public administrators and corporate managers responsible for key decisions must have a clear, long-term vision for the development of the Arctic oil and gas sector and employ established methodological approaches in strategy design. The goal of this study is to substantiate the specific characteristics of multilevel strategies and assess the feasibility of using a matrix approach when designing strategic alternatives relevant to the current economic environment. The research methodology is based on the approaches, methods, and tools of strategic management and planning, with a particular focus on methods for designing strategic alternatives. The novelty of the research lies in the development of a system of criteria for comparing strategies and their target priorities at the industry, regional, and corporate levels. The study identifies current trends and challenges arising from the energy transition, stringent sanctions policies, and growing technological capabilities. It proposes an approach to designing alternative strategies of related and unrelated diversification for oil and gas companies. Developing a holistic concept of coordinated industry and corporate strategies is identified as a promising area for further research.

MODELLING GROWTH STRATEGIES OF TRANSPORT ENTERPRISES IN THE CONDITIONS OF CONTEXT UNCERTAINTY

Modern military conditions and tasks of post-war reconstruction require the development of effective strategies for the activity of transport enterprises of Ukraine to ensure the continuity of supplies of military and humanitarian goods. The purpose of the research was to create a model for the selection of optimal strategies for the development of transport enterprises of Ukraine in the conditions of uncertainty caused by the simultaneous influence of military aggression and the deepening of transport integration of Ukraine with the EU. The Saaty's method was selected for the study, which is based on the construction of fuzzy functions and is the most relevant in the context of the influence of a significant number of unstable exogenous and endogenous factors on the functioning of enterprises. In consideration of the evolving landscape of transportation in the European Union and Ukraine, the authors have distilled the overarching objectives of sustainable transportation development (economic, social, and environmental) into eighteen sub-objectives pertaining to the advancement of enterprises. These objectives are then subjected to expert evaluation. The article presents the findings of this expert ranking exercise, delineating the priorities for transportation enterprises in Ukraine across two distinct periods: the current state of martial law and the subsequent phase of post-war reconstruction. The authors have built a model for selecting optimal strategies for the development of a transport enterprise on the basis of a multi-level hierarchy of priority growth goals in two periods. As strategic alternatives, the authors have chosen the "strategy of limited growth"; "strategy of concentrated growth"; "strategy of diversified growth"; "strategy of integrated growth"; and "combined strategy". The paper determines that the appropriate growth strategies for transport enterprises during the period of martial law would be: a strategy of limited growth (rank 1.827) and a combined strategy (rank 2.0980). In the period of post-war reconstruction, the following growth strategies will be appropriate for implementation: concentrated growth (rank 3.0151) and integrated growth (rank 2.6783). The publication proposes a set of possible options for practical management actions in various functional areas of the transport enterprise (financial, organisational, marketing, social, technological, environmental) in accordance with the defined development strategies under martial law and post-war reconstruction. The practical application of the methodological approach to strategic management of transport enterprises in the context of economic uncertainty developed in the article will help to preserve domestic transport companies in the conditions of war and increase their competitiveness in the post-war period. The comprehensive implementation of the identified strategies will contribute to the development of innovative technologies, as well as European social and environmental transport standards in Ukraine.

Evaluating Strategic Options Using QSPM: Enhancing Plaza Indonesia Realty's Competitive Edge

This research explores how Plaza Indonesia Mall aligns its corporate and business strategies in response to challenges like heightened competition, digital advancements, and sustainability requirements. Utilizing a quantitative descriptive methodology, the study relies on secondary data from financial documents, industry reports, and scholarly literature. A SWOT analysis is conducted to assess the mall's internal strengths and weaknesses alongside external opportunities and threats. Subsequently, the Quantitative Strategic Planning Matrix (QSPM) is used to evaluate and prioritize strategic alternatives based on their appeal and feasibility. The QSPM analysis reveals that the digitalization strategy is the most attractive, scoring the highest Total Attractiveness Score (TAS) of 2.83, highlighting the need for enhancing PLIN's digital presence, integrating e-commerce, and leveraging digital marketing to adapt to evolving consumer behaviors. The differentiation strategy, which emphasizes capitalizing on PLIN's prime location and strong brand reputation, also ranks highly with a TAS of 2.81, reinforcing the importance of providing a premium customer experience and differentiating offerings to maintain competitive advantage. Although the Cost Efficiency Strategy scored the lowest TAS of 2.76, it remains vital for operational efficiency and profitability. The findings suggest that a balanced approach prioritizing digitalization, differentiation, and cost efficiency will enable PLIN to effectively navigate market challenges, capitalize on growth opportunities, and sustain long-term success. This study provides strategic insights for PLIN and other property firms seeking to enhance their competitive positioning through targeted strategic initiatives.

Strategic insights for sustainable growth of mushroom farming industry in Bangladesh: A comprehensive evaluation using SWOT-AHP and TOPSIS frameworks

Mushroom farming using agri-waste as substrates can offer a sustainable solution to the food security challenges of inadequate and imbalanced diets. Developing strategies to exploit the potential of the mushroom industry fully is yet to be explored in Bangladesh. We, thus, conducted this study to investigate the challenges and opportunities associated with mushroom farming, as well as the characteristics of farms and employees engaged in this industry. A directional stepwise multiple regression analysis showed self-motivation, spawn cost, farm size, and training are the key influencing factors driving profitability. Farm surveys identified SWOT factors with 24 sub-factors cross-validated with expert consultations. The sub-factors were categorized as beneficial (strength and opportunities) and cost (weakness and threats) to formulate the SWOT strategies using the Grey-TOPSIS method. Results indicate a favorable scenario exists for the industry in Bangladesh, with significant opportunities (group weight 0.53) and minimal threats (group weight 0.09). We proposed 12 strategic alternatives for the sustainable growth of this industry. This top-ranking strategy is not only to secure funding (relative closeness, C+ = 0.87) but also to provide more accessible loan options envisioning a strategic expansion of business operations in Bangladesh. The evaluation highlighted the significance of collaboration with other mushroom farmers to maximize the gain in marketing that will substantially expand the local demand (C+ = 0.697). Besides, product diversification is also underscored as an important strategy for the growth of the industry. These prioritized SWOT strategies lay the groundwork for policy development, aiding decision-makers in steering the mushroom industry towards sustainable growth for developing countries like Bangladesh. Promoting such an eco-friendly industry will generate ample opportunities for women's employment and appreciable profit while contributing to environmental improvement through recycling agri-waste.

Firm strategy, employee retention and organizational performance: a moderated mediation study of New Zealand SMEs

PurposeAn effective firm strategy is key to sustained financial performance, while interactions between strategy, employee retention and top talent retention have been seldom explored. We test hypotheses using New Zealand SMEs which are defined as having up to 250 employees. We initially explore firm strategy using Porters competitive advantage model predicting employee retention (including top talent), with study 1 (n = 208) using firm size as a moderator, finding a direct significant relationship from firm strategy toward employee retention. Next, we explore firm strategy predicting firm performance with employee retention mediating and include firm size as a moderator, testing a moderated mediation model in study 2 (n = 474) and study 3 (n = 300, with time-lagged performance).Design/methodology/approachThere are no open databases holding NZ firms’ performance data and thus data was sourced from a Qualtrics survey panel. Such panels have become more common (e.g. Haar et al., 2021a, b) and a recent meta-analysis by Walter et al. (2019) showed that this type of panel data was no different from data sourced through conventional means (i.e. mail survey). We focused on NZ private sector SMEs using senior managers across a range of industries and geographic locations. Because the influence of firm strategy on employee retention remains unknown in the literature, we conducted study 1 (n = 208) to test the initial part of our overall model. Study 2 (n = 474) and study 3 (n = 300) tested the full model (with organizational performance), with study 3 having organizational performance time-lagged by one month.FindingsAll direct effect hypotheses are supported, although firm size interacted significantly with firm strategy showing smaller not larger-sized firms leverage firm strategy to achieve superior retention benefits. This was against hypothesis 5a in all three studies. Studies 2 and 3 supported the moderated mediation hypothesis, with firms of larger size having a stronger indirect effect from firm strategy on firm performance while employee retention mediated the influence of firm strategy on firm performance. Finally, dominance analysis found that a quality differentiation strategy was the key strategy across all studies and outcomes. We discuss the implications for organizations.Practical implicationsThe first managerial implication from the study is that small and medium sized firms would benefit both from developing a deeper understanding of the strategic alternatives open to them and placing a greater emphasis on the implementation of their selected strategic approach. A second managerial implication relates to findings indicating that retention generally, and top talent retention specifically, is positively related to firm strategy and firm performance. Given the importance and challenges of staff retention, particularly in the current environment where there are significant skill shortages, these results suggest that small and medium sized business would benefit from considering how strategy can create an organizational environment that is attractive to employees and support stronger retention outcomes as a mechanism for driving both retention and performance.Originality/valueThe study makes three major contributions. First, it examines firm strategy and extends the focus on firm performance by including not only employee retention but also top talent retention, responding in part to the call to develop and refine performance measures (Lieberman, 2021). Second, beyond using retention as a mediator, firm size is included as a moderator and a moderated mediation model is ultimately tested. Third, we conduct dominance analysis to identify the key firm strategy that influences firm performance and retention. Ultimately, this paper asks: what is the role of firm strategy on New Zealand SME performance, and what influence does retention and relative firm-size play.

Стратегически алтернативи за развитие на гражданския сектор в България

Seventeen years after Bulgaria's accession to the European Union is an appropriate period to assess the changes that have taken place in the civil sector and to highlight the current problems of its development. This is the research task of the study. In addition to the analytical part, a strategic framework and a model for supporting the development of CSOs have been developed. Despite positive changes, the main findings of the analysis are that there is a lag in the sustainability of the third sector: the territorial distribution of CSOs is highly uneven, and there is a lack of state policy for interaction with the sector. Two strategic alternatives are outlined. One is to maintain existing trends and adopt a position dealing with unimportant current and prospective issues; the other alternative has a purpose to concentrate on helping to solve important current societal problems and, to a greater extent, prospective ones.

Dealing with adversity: innovation among small and medium-sized enterprises in developing economies

PurposeSmall and medium-sized enterprises in developing countries, particularly in the Sub-Saharan African region, find it hard to innovate due to severe resource constraints and high institutional voids. Given this, the paper examines three international strategic responses that small and medium-sized enterprises in Sub-Saharan Africa adopt to implement innovations in the face of weak institutional environments.Design/methodology/approachUsing comprehensive data from the World Bank Enterprise Survey, the study applies the Instrumental Variable Probit approach to analyse a sample of 8,466 SMEs from eleven countries in the Sub-Saharan African region.FindingsThe empirical results show that foreign ownership negatively affects product and process innovation. Additionally, the results reveal that small and medium-sized enterprises that leverage exporting and international quality certifications are likely to implement innovations.Originality/valueThe paper contributes to the literature by suggesting that small and medium-sized enterprises must exploit strategic alternatives to improve their innovation efforts when operating in a weak institutional environment. Thus, by exploring international strategic responses to institutional difficulties when implementing innovations, this paper goes beyond the prevailing research approach in developing countries that mainly emphasises the barriers to innovations.

Re-intermediation of the crypto asset ecosystem by banks: An empirical study on acceptance drivers among the populace

After the initial surge in decentralized finance, widespread public adoption did not materialize. A predominant portion of the populace harbors distrust towards the crypto asset market. Conversely, banks, serving as intermediaries in financial management, enjoy heightened trust. The contemporary development within the banking sector indicates an inclination towards integrating into the crypto asset market. This integration results in new business models for banking institutions and emergent opportunities for their clientele. Prior research addresses perceptions surrounding cryptocurrencies. The present research augments this field by investigating the acceptance of crypto assets. Specifically, we conducted an empirical user study to analyze investing behaviors. By adapting the theoretical framework of the technology acceptance model to the unique characteristics of crypto assets, we highlight acceptance drivers. Notable variances in awareness of crypto assets affect investment decisions. The findings of this study contribute to social welfare by identifying impediments to sustainable investment practices. Additionally, these insights facilitate a more sophisticated comprehension of strategic alternatives available to banking institutions.

Partial Administrative Audit of the human resources area of an artisan bakery in the State of Veracruz

This audit research and development work was carried out in an artisanal bakery company in the state of Veracruz. The objective of this research was to carry out a diagnosis of the current situation of administrative management, with the aim of identifying possible deficiencies and opportunities within these organizations to propose useful strategic alternatives, maximize processes and resources. This is how a field, descriptive and documentary research is carried out; This is through instruments and interviews with owners on the management of administrative processes and surveying employees. Subsequently, a diagnosis is implemented, which allows all the information obtained through interviews and surveys to be analyzed and classified. Based on the results, it was detected that in the area of Human Resources there is a minimum of problems, since there is a stable work environment and communication between them, which leads to a good functioning and compliance in the performance of activities. An organizational, process and/or policy manual is recommended, so that staff do not lose track of the organization and improve their performance.

DEVELOPMENT STRATEGY FOR THE SCIENTIFIC EDITION “RUSSIAN JOURNAL OF EDUCATION AND PSYCHOLOGY”

Background. Russian scientific journals joined the international market of scientific publications quite late, which actualises the development of a strategy for entering this market and complicates the realisation of the strategy as such in the environment of tough competition on the part of experienced and stable players thereof. Purpose. The purpose is to elaborate a strategy for the development of the “Russian Journal of Education and Psychology” for its introduction to the international market. Materials and methods. The research sources are represented by statutory acts, statistical materials and results of the author’s empirical research. The research is based on the systemic approach; the strategy of the journal is based on the ideas of the positioning school; the main method of business planning is economic analysis. Results. The growth of competition in the domestic market, along with the gradual approximation of the Russian scientific journals evaluation system to the global practice and the universal quality criteria, proved to be the conditions inspiring the change in the strategy of the scientific edition “Russian Journal of Education and Psychology”. The detailed analysis of the internal and external environment of the journal made it possible to form a self-contained range of strategic alternatives among which the entry to the international market was the most appropriate way to meet the objectives of the publishing house and the interests of the proprietor (who is also the project customer). Securing the journal’s work in accordance with the requirements of the international scientometric databases, for its inclusion in the Scopus and (or) Web of Science, became a new strategic goal of the journal. The new goal changed the concept and mission of the journal with regard to the customer’s wish to preserve the edition’s traditional values. Changes in marketing and peer reviewing were identified as the main transformation areas for which new functional strategies were developed. The overall project plan envisages the solution of other targets as well, but it is the tasks connected with the journal distribution and the change in the work of the editorial board and in the business aspects of reviewing that became extremely significant in terms of their timing and involved financial costs. The project team comprising current employees is supposed to cope with possible risks with respect to project completion time, while the financial resources of the publishing house will allow it to overcome the financial risks of the project without any assistance. Even in case of failure to achieve the strategic goal, due to its high risk, the journal’s key performance indicators will be improved through the increased share of high-quality articles; by optimising and tightening the review process, active promotion of the journal in the national and foreign markets; by attracting a numerous audience (authors, readers) and expanding the number and diversity of stakeholders.

Strategic alternatives for Muslim-friendly homestay in Sabah Malaysia: a SWOT/TOWS analysis

PurposeThis study aims to explore the strengths, weaknesses, opportunities and threats (SWOT) of the Muslim-friendly homestay business in Malaysia to help identify and recommend practical strategies to capitalize on the strengths and potentials while overcoming the current shortcomings and threats.Design/methodology/approachThe Muslim-friendly business owner and operators in Sabah, Malaysia, were the subject of a series of focus groups and expert opinion interviews. The data was transcribed, and then the variables were categorized into the four SWOT categories using content and thematic analysis. Meanwhile, threats, opportunities, weaknesses and strengths (TOWS) analysis is used to identify the best strategy alternatives.FindingsThe SWOT analysis identifies several strengths (e.g. diverse and unique Islamic culture and heritage [S1], iconic Islamic landmarks [S2], rich natural beauty [S3], well-established halal tourism industry [S4]); weaknesses (e.g. limited awareness [W1], limited infrastructure and facilities [W2], limited human resources and trained personnel [W3], lack of Islamic tourism products and experiences [W4]); opportunities (e.g. growing demand for Islamic tourism [O1], increasing disposable income [O2], potential for collaborations [O3], potential for partnerships [O4], potential for expanding Sabah’s halal tourism offerings [O5]); and threats (e.g. competition [T1], political instability [T2], economic downturns [T3] and environmental and social challenges [T4]).Practical implicationsThis paper could serve as a guideline and supplementary information for stakeholders in the homestay industry to grasp their business environment better.Originality/valueTo the best of the authors’ knowledge, this is the first study of its type to blend SWOT and TOWS analysis with the sector of Muslim-friendly homestays. Hence, the findings might expand understanding of the Muslim-friendly homestays industry and aid businesses in penetrating this growing market.

Theoretical aspects of strategic development subjects of the air transport industry

The methodological principles of studying systemic, strategic interactions of subjects in the air transport industry in conditions of global challenges are not just considered but emphasized for their crucial role in understanding and navigating the complexities of the industry. Peculiarities of the interaction between airlines and airports are determined, which is related to the specifics of the organizational and management support of this process, which include instability and dynamism of the air transportation market, significant degree of differentiation of air transport services by macro-regions; high level of competition between air carriers and significant market fluctuations; low competition among airports; multivariate combination and comprehensive use of the potential and competences of airlines and airports in the performance of passenger and cargo air transportation. The article substantiates the peculiarities of the interaction of the air transport industry entities related to the specifics of organizational and managerial support of this process. The functions, works, and services performed by the enterprises of the air transport industry in the interaction process and the functional division of the main activities by the responsibility of the performers - airlines and airports - are systematized. A methodical approach to the study of strategic interaction of air transport industry entities in the context of global challenges is proposed, consisting of a logical sequence of the following stages: analysis and evaluation of functional characteristics and competencies of airlines and airports; analysis of environmental factors; assessment of problems and advantages of strategic interaction of airlines and airports; substantiation of strategic principles of interaction between airlines and airports; study of strategic alternatives and decision-making. The advantage of the proposed approach is that it considers the specific features of organizational and managerial support for the interaction of industry players. The most acute problems of the strategic development of the air transport industry of Ukraine and promising areas of interaction between air carriers and airports in the context of global challenges are not just identified but highlighted to keep the audience informed and aware of the current state of the industry. Keywords: air transport industry, air carriers, airports, airlines, strategy, a system of interaction, systemic, strategic interaction, strategic development, global challenges.

Strategic Priorities for the Development of Food Security of the State Taking into Account Hybrid Threats and Challenges

Relevance. Food security is one of the most urgent and complex problems of the modern world. In the context of globalization, climate change, economic fluctuations and other factors, ensuring the stability and reliability of food security is becoming a complex task that requires effective strategies.The purpose is to analyze and evaluate strategic priorities in the field of food security, taking into account complex hybrid threats and challenges. Objectives: identification of strategic alternatives; development of a mathematical model with fuzzy variables and rules for evaluating strategic alternatives; analysis of evaluation results to identify the most effective strategic directions.Methodology. The research methodology included the use of fuzzy logic methods to build a mathematical model for evaluating strategic alternatives.Results. As a result of the study, it was revealed that the strategic alternative S1 received the highest rating, emphasizing its key importance for the sustainability of the food system. Alternatives S7, S9, S4 and S3 also have high ratings, which makes them potentially effective for ensuring food security. Alternatives S10, S8, S2, S6 and S5 are less of a priority, but are important for reducing various risks associated with food security, such as lack of food and vulnerability of supplies.Conclusions. The results of the study allowed us to conclude that the use of the fuzzy logic tool provides an opportunity to conduct a deeper and more comprehensive analysis of complex factors affecting food security. This approach allows us to take into account the uncertainty and multidimensionality of data related to the food system and introduce more accurate modeling of this dynamic area. Such a method enriches the decision-making process in the field of food security, contributing to the development of more effective strategic decisions and management approaches that take into account a variety of factors and their interaction. This contributes to improving the quality of research and helps to form more rational and informed strategies that contribute to ensuring the stability and reliability of food security.

How to Integrate Strategy and Culture for Transformative Change

Purpose: This paper demonstrates that strategy and culture are important collaborators in the successful design and implementation of transformative change for sustainable corporate transformation and ethical institutional development.
 Materials and Methods: The researcher explores select, classic, contemporary and current scholarly literature on the theory of change. The research reviews theory articulated by Kurt Lewin on change management, systems theory, theory U and complexity in relation to their efficacy in facilitating organization change in global and local contexts. The study draws from ubuntu philosophy and the African business experience to propose a conceptual framework for the integration of strategy and culture to establish transformative change. 
 Findings: The study finds a distinction in the context in which the theory of change is applied at the global and local levels. Business leaders need to use different approaches to change initiatives in the two contexts. The study also shows why culture has the power to frustrate transformative change and the implementation of new strategy. Subsequently, the paper proposes that sensitivities to culture should be built into strategy design in order to mitigate its inertial power during strategy implementation. The study submits that global change theory presumes the stability of the macro-operating environments in which strategy is developed. It also assumes the existence of supportive institutional culture, predictable environmental forces and the availability of well-developed macroeconomic infrastructure to underwrite desirable change initiatives. Conventional models suggest that the only intervening agency to establish change is the design and implementation of a new strategy. However, continental business microenvironments are made up of unstable, diverse, complex and volatile microeconomic disparities and cultural undercurrents that resist the implementation of change. In other words, the outcomes of strategy implementation in microenvironments, do not always mirror the predictive designs of global change theory. The study suggests that while global contexts may also benefit from the proposed model, culture should be integrated into the design and implementation of corporate strategy, in local contexts, to facilitate sustainable change. 
 Implications to Theory, Practice and Policy: This paper recommends that; 1) Business and institutional leaders should carefully evaluate the strategic initiatives and development models they adopt and establish whether they indeed have the capacity to create and sustain transformative change within their operating environment, 2) Because proposed change always invites a response from culture, businesses must put in place mitigating measures to ensure that undue cultural inertia does not hinder ethical institutional advance, 3) Business leaders must remain alive to the fact that strategists, however brilliant, are not in control of the environmental forces in the ecosystem they seek to navigate. Hence the need to take pre-emptive measures, design strategic alternatives and employ dynamic approaches to successfully implement strategic plans, 4) Successful strategy implementation depends on the supportive confluence of multiple, complex and dynamic environmental factors beyond the designers of a good strategic plan. Thus, business leaders need to protect good strategy from being disoriented by fluctuating environmental change, 5) The perceived conflict of culture and strategy can be resolved by incorporating the ends of both in the design of crafting transformative change, 6) Ubuntu provides a powerful ethical lens to evaluate the acceptability, suitability and sustainability of strategic business initiatives in the continental business experience.

ВИКОРИСТАННЯ ПІДХОДУ ЖИТТЄВОГО ЦИКЛУ ДЛЯ АНАЛІЗУ ГАЛУЗЕВОЇ СПЕЦИФІКУ УПРАВЛІННЯ ВИРОБНИЧИМ ПІДПРИЄМСТВОМ

The article raises the issue of expanding the management toolkit for managers of manufacturing enterprises by structuring business development using the life cycle methodology. The author proposes to separate the life cycles of a product and an operational process for a manufacturing enterprise in order to analyze in more detail the industry specifics of the manufacturing enterprise management model. The authors describe the stages of the life cycle of a product and a production process separately, which allows to more accurately formulate the conditions under which the growth, development and decline of manufacturing enterprises occur. Thus, the presentation of the subject area of the study in the form of a "Process - Product" matrix allows analyzing the variability of approaches to managing the manufacturing business. The paper provides a certain algorithm for choosing an approach to management depending on the market situation and the current position of the enterprise in the competitive struggle. In other words, this tool allows structuring strategic alternatives for further steps of the business in the market. The authors also propose the stages of the life cycle of a manufacturing business, including a description of each stage according to the main characteristics of the management model. The paper provides a basic scenario of the enterprise's movement through the life cycle, taking into account the risks and financial efficiency of the business. Thus, this approach forms a roadmap for business development from a startup to a full-fledged business. The most probable risks for management in making management decisions in the transition between stages are analyzed, the nature of their occurrence and the criteria for their manifestation are identified. Summarizing, it can be concluded that the proposed tools allow expanding the possibilities for the management of the enterprise to make timely and appropriate management decisions.

A Multi-Criteria Decision Analysis Framework for Evaluating Strategic Alternatives in Complex Business Markets

Considering all of the criteria involved in vendor evaluation makes it a difficult Multi-Criteria Decision-Making (MCDM) problem. In this case, they factor in DMs that are knowledgeable about the suppliers and their needs. Rating, a multi-criteria assessment method based on optimum scoring is proposed in this work. To meet the requirements of the decision-making process, this method employs rating-Based Optimal-Point Sorting (RBOP). A tried-and-true MCDM method can consistently find the option that will make the DM happy by first modeling the decision-making process after how humans really behave. Additionally, they create a new subjective scoring mechanism for the MCDM that is based on human behavior; they call it the win-loss-draw (WLD) method. They apply their methods to a case study that is based on actual Iranian cheese company operations in order to find the best possible cheese supplier for a hypermarket in Iran. The WLD approach had an effect on the RBOP strategy’s findings, which differ somewhat from the other MCDM methods. The WLD method increased spread and optimum regions throughout the choosing process.