Strategic Management Development Research Articles

CONCEPTUAL ASPECTS OF STRATEGIC HR MANAGEMENT OF AN ENTERPRISE IN THE CONTEXT OF DIGITALIZATION

Strategic HR management is critical to an organisation's success, as it ensures that it is relevant and timely in responding to changes in the external and internal environment. This approach also focuses the efforts of managers on more effective recruitment and development of personnel. However, traditional methods of strategic HR management do not meet modern busi­ness requirements. Digitalisation is becoming a necessity at all levels of management. The rapid development of digital technologies opens up new opportunities for transforming this process. Solving the tasks of strategic HR management in the light of digitalisation is extremely relevant. This article analyses the concepts used to characterise strategic management activities. The author proposes to define strategic human resources management as a complex dynamic integration process for the formation, effective use and development of human resources, based on a holistic view of the enterprise's purpose, overall strategy and ensuring adaptation to changes in the internal and external environment. Some areas of strategic HR management may include strategic management of development, motivation, marketing, etc. Formation of human resources management strategies is the process of developing a system of plans, measures and decisions aimed at efficient use of human resources in an organisation in order to achieve its strategic goals. A model of strategic HR management of enterprise has been developed, based on the implementation of the stages of strategic analysis, planning, organisation and control. The content of the stages is substantiated and the sequence of their implementation is determined. The efficiency and integration of the strategic HR management process is ensured by the introduction of digital technologies: LinkedIn, electronic HRIS, e-learning LMS, smart office management, artificial intelligence. The introduction of digital technologies in strategic HR management will allow enter­prises to gain additional competitive advantages by increasing efficiency, objectivity, and indivi­dualisation of work with people.

Strategic Planning in Education: A Bibliometric Analysis

This study conducts a bibliometric analysis of strategic planning in education, using SCOPUS data from 2010 to 2024. The research identifies key trends and focal areas within the literature, particularly in higher education. From an initial 1,082 documents, a refined dataset of 400 was analyzed based on specific inclusion criteria. The findings reveal a significant increase in interest in strategic planning over the past decade, with the United States, China, and Indonesia as leading contributors. King Abdulaziz University and Texas A&M University are among the most prolific institutions. Central themes include the integration of strategic planning with higher education management, sustainability, and inclusive education. Network visualization shows "strategic planning" as a core theme, closely linked with topics like strategic management and curriculum development. These insights highlight the critical role of strategic planning in navigating educational challenges, offering valuable guidance for enhancing institutional effectiveness and educational outcomes.

Approaches to the strategic management of the development of medical treatment facilities

The article examines the main approaches to the strategic management of the development of medical treatment facilities and determines that the modern health care system needs comprehensive strategic measures that will contribute to increasing the effectiveness of the management of the strategic development of medical facilities. The market of medical institutions is an important component in the structure of the market of medical services, evidence of this is the intensive development and expansion of not only medical, but also cosmetic services, improving their quality and level of service. Therefore, there is an urgent need to determine the essence of managing the strategic development of medical institutions. The main achievements of foreign and domestic science in the medical field, the strategic planning of its development and the application of the principles of strategic management of medical institutions became the theoretical and methodological basis of the research. The formation and development of strategic management is an important part of corporate management not only of a manufacturing enterprise, but also of health care institutions as a whole. Without effective medical care, citizens are not interested in solving secondary problems, because the issue of preserving and maintaining health always comes first. With the spread of market development priorities, the management of medical institutions is gaining importance. The study analyzes different approaches to strategic management, such as innovation management, resource management, implementation of digital technologies and patient orientation. Special attention is paid to practical aspects of strategy implementation, including assessment of the external and internal environment, development of strategic plans, optimization of operations and risk management. The research results are intended to suggest ways to increase the competitiveness of medical institutions and the quality of the services provided by them, which will contribute to their sustainable development in the conditions of modern challenges in the field of health care.

SYNERGY OF ORGANIZATIONAL STRUCTURE AND ANTI-CRISIS STRATEGIES IN ENSURING ENTERPRISE STABILITY

The article considers the current problem of ensuring the stability of an enterprise in conditions of economic instability through the synergy of the organizational structure and anti-crisis strategies. The research aims to learn about different approaches to the integration of organizational structures with strategic management, which contribute to increasing the adaptability of an enterprise to external challenges. The main elements of synergy are considered to be, in particular, the mechanisms of implementing anti-crisis measures within the existing organizational structure, which allow for increasing the stability of an enterprise in conditions of market instability. The article draws attention to the fact that effective cooperation of the organizational structure with anti-crisis strategies significantly improves the ability of an enterprise to adapt to changes in the external environment. Based on the data obtained, recommendations are formulated for improving management decisions aimed at increasing the adaptive potential of an enterprise. In particular, the possibilities of optimizing internal processes in order to react faster to changes and minimize risks related to crisis phenomena were analyzed in detail, which ensures the stability and competitiveness of the enterprise. The possibilities of optimizing internal processes in order to react faster to changes in the external environment are considered. Particular attention was paid to the role of leadership in implementing strategic changes. The effectiveness of using the company's resources in crisis conditions was assessed. The role of leadership in implementing strategic changes is considered separately. Leadership in crisis times plays an important role in ensuring the effectiveness of implementing anti-crisis measures, as well as in strengthening the corporate culture, which contributes to increasing the level of trust and cohesion of the team. The article shows that the effective use of the company's resources in crisis conditions is a key factor in ensuring its long-term stability. The conclusions from the work indicate the need to improve the organizational structure of the company in order to ensure its greater integration with anti-crisis strategies, which will allow the company to effectively face external challenges and strengthen its competitive position on the market. Therefore, the presented article contains practical recommendations that may be useful both for business managers and researchers in the field of strategic management and organizational development in conditions of economic instability.

DIRECTIONS AND MECHANISM FOR STRATEGIC DEVELOPMENT OF GRAIN PRODUCTION IN NIZHNY NOVGOROD REGION

The strategic development of grain production is a very relevant area, since in order to remain competitive in the long term, it must be transformed into a high-tech branch of the national economy. The purpose of the study: justification of directions and development of a mechanism for strategic development of grain production in the Nizhny Novgorod region. Within the framework of this goal, a critical analysis of studies on this problem was carried out. Based on the use of methodological tools such as SWOT analysis and the BSC method, the directions of strategic development of grain production in the Lower Rod region were scientifically substantiated, and thanks to the empirical modeling method, the Ministry of Management of Strategic Development of Grain Production in this region was developed. As a result, the author highlighted and specified the following areas of strategic development of grain production: a breakthrough strategy, strategies aimed at qualitative renewal of production technologies in conditions of production instability and a survival strategy. The directions were drawn up in the form of a map of the strategic development of grain production in the Nizhny Novgorod region. The mechanism proposed by the author to manage the strategic development of grain production in the region includes such subsystems as goal setting, strategy, control and implementation of the developed areas of strategic development. As a result, the implementation of the proposed directions on the basis of the mechanism for strategic development of grain production will contribute to its transformation into a high-tech industry.

Mechanisms of interaction between banking institutions and aviation enterprises

It is shown that the main mechanisms of interaction between banks and aviation enterprises are: loans, leasing, collateral financing, risk hedging, project financing, financial consultations and services, factoring, guarantees and insurance. The global aerospace market has been proven to have significant growth potential due to an increase in global GDP, growth in global air traffic and record numbers of new aircraft orders. Innovation, efficiency gains and the development of new markets contribute to the sector's long-term positive outlook. It is shown that the aviation industry is subject to strict regulation at the national and international levels, including requirements for safety, ecology, product quality, data protection and many other aspects. Failure to comply with these requirements can result in serious legal consequences, financial loss and reputational damage. Long supply chains have been found to be an integral part of the aviation industry, ensuring the supply of components and materials for aircraft manufacturing. They have their own advantages and challenges that require effective management and coordination. The use of modern technologies, the development of partnership relations and strategic risk management contribute to increasing the efficiency and sustainability of these chains. It has been determined that the management of the risks of execution of key contracts is extremely important for aviation enterprises. Implementation of effective risk management strategies helps reduce the possibility of problems, ensure timely and high-quality fulfillment of obligations to customers, as well as maintain financial stability and competitiveness in the market. It has been proven that the interaction of banks and aviation companies brings numerous advantages to both parties. Aviation enterprises get access to the necessary financing, risk management and consulting services, which contributes to their development and increased efficiency. Banks, in turn, expand their customer base, increase profitability, develop new products and strengthen their reputation. Such cooperation is an important component of the success of both the aviation industry and the banking sector.

Insights/Opinion — Harnessing Complexity and Participatory Foresight: An Innovative Approach for Sustainable Urban Planning

This Insight paper argues that urban planning should be more than “smart” or more than just relying on the sheer amount of urban data. Rather, the urban planning should also incorporate foresight to address the complexity of urban development that urban data might have revealed. To do this, we propose the convergence of foresight (or futures studies) and complexity science within the context of urban planning. Foresight equips stakeholders with tools to anticipate and prepare for future scenarios in urban development, facilitating strategic decision-making, risk management, and policy development. Complexity science, on the other hand, offers a deeper understanding of urban systems by examining nonlinear interactions and emergent properties. This paper discusses how complexity science enriches our comprehension of urban systems, revealing intricate patterns and behaviors in the urban context. This, in turn, informed foresight methodologies that can enhance urban planning by considering dynamic urban systems. This Insight paper suggests the way to move forward is by combining foresight and complexity science for developing innovative urban planning practices to shape the future of smart and sustainable cities.

Evaluating future strategies for sustainable growth of fiberglass composites industry in developing countries: A novel hybrid SWOT-Fuzzy extended PIPRECIA approach

The global fiberglass-composite market is expanding tremendously due to its extensive applications in the construction and automotive sector. The progress in low-medium income developing countries is slow. This study explores an exclusive hybrid model of SWOT (strengths, weaknesses, opportunities, and threats) analysis and Fuzzy extended PIPRECIA (pivot pairwise relative criteria importance assessment) to evaluate the strategies for sustainable development of fiberglass composites industry in Pakistan as a representative of low-medium developing countries. SWOT analysis is employed for examining the factors and sub-factors which have been extracted from a real-time industrial survey. While internal and external factors are also critically established to formulate a TOWS matrix comprising nine proposed strategies. Later the preferences as proposed by experts are evaluated by Fuzzy extended PIPRECIA i.e., a MCDM (multi-criteria decision making) model. Finally, SWOT factors, sub-factors and strategic choices are orderly ranked and presented. The results of the study reveal that development of a suitable environment to attract investors for the advancement and growth of the local fiber composites manufacturing industry (WO2 i.e., 0.175) is a most desirable and highly prioritized strategic choice. While maximizing environmental research to reduce environmental impact and better management of resources (WT2 i.e., 0.076) is the least favorable. The application of this exclusively developed MCDM model will provide an insight to the policy makers and assistive in strategic management and sustainable development of composite industry in developing countries. While this model can also be effective for other complex planning and decision-making processes.

A Guide for Leaders in Higher Education: Core Concepts, Competencies, and Tools

"A Guide for Leaders in Higher Education: Core Concepts, Competencies, and Tools" authored by Brent D. Ruben, Richard De Lisi, and Ralph A. Gigliotti, is a comprehensive exploration of leadership in the complex landscape of higher education. The book begins by establishing the foundational importance of leadership development and adeptly guides leaders through the dynamic challenges inherent in the ever-changing higher education environment. The authors address organizational and strategic challenges, offering practical insights derived from their extensive experiences. Notably, the book delves into the missions, purposes, and principles shaping colleges and universities, acting as a practical compass for leaders to navigate diverse stakeholder expectations. A significant portion of the book is dedicated to an in-depth examination of leadership concepts and competencies, providing practical tools and strategies for leadership development. The authors explore university cultures, communication skills, and the roles of leaders, empowering them not just to survive but thrive in their roles. The final section presents a panorama of leadership development models, offering a diverse array of approaches, characteristics, and programs. The inclusion of supplementary materials, such as communication behavior scales and leadership competency scorecards, adds a practical dimension. Beyond theoretical exploration, the book showcases real-world implications, exemplified by leadership programs from the Big Ten Academic Alliance. Tailored for higher education leaders, administrators, and educational professionals, the book serves as a companion in the challenging journey of leadership. The academic tone ensures a depth of understanding matching the complexity of the subject matter. In a higher education landscape undergoing continual transformations, this guide stands as a beacon, addressing broader themes like strategic planning, change management, communication, and leadership development. It emerges as a cornerstone in literature on higher education leadership, leaving an indelible mark by empowering leaders with the knowledge and wisdom needed to navigate complexity and foster positive change.

Actual trajectory of strategic management development as a science, in the conditions of dynamically developing markets and external challenges

The article considers the current trajectory of strategic management development as a science in the context of dynamically developing markets and external challenges. The use of strategic management tools is crucial in the activities of enterprises, as they provide the basis for identifying, analyzing and responding to external and internal factors and threats. These tools can help companies develop strategies that will allow them to compete effectively in their industry, achieve their goals and stay ahead of their competitors. This article indicates the main areas where strategic management as a science needs to focus its attention, develop research potential, and look for opportunities to implement in the current activities of companies. The methods of analysis of companies’ strategy aimed at identifying, assessing and managing risks that may affect the ability of the organization to achieve its goals, such as SWOT–analysis and ERM, are considered. The methods of forming strategies of economic, industrial and social character to stimulate effective work of the companies’ employees are considered.

Blockchain sharding for e-commerce supply chain performance analytics towards Industry 5.0

ABSTRACT In today’s competitive and volatile e-commerce markets, effective supply chain performance measurement (SCPM) gradually becomes essential for investigating pitfalls and loopholes in strategic vendor management and business development. Surrounding the atmosphere of Industry 5.0, sustainability and resilience are two primary pillars, which should be further considered in the SCPM beyond merely operational effectiveness and efficiency. This study customises evaluation criteria based on the green supply chain operations reference model. Moreover, a blockchain sharding-enabled performance analytics system is designed, where a real-life case analysis is conducted to verify the system efficacy. Consequently, the supply chain sustainability and resilience can be fostered.

Management of strategic development of enterprises in the energy market of Ukraine

The article examines the peculiarities of managing enterprises' strategic development in Ukraine's energy market. The main threats and dangers to the functioning of the energy industry in modern conditions were determined. The state of functioning of enterprises in the energy industry was studied. Based on the analysis of the electricity production volumes by different energy systems, the industry's and individual enterprises' development trends are substantiated. The state of the export potential of electricity to European countries was analyzed, resulting in a significant decrease in exports of all types of generation was revealed. The competitive position of Ukraine's energy industry, which has significantly decreased in recent years, has been studied. The main directions for increasing the competitiveness of energy-complex enterprises both in the domestic and foreign markets have been formed. It was determined that for Ukraine's energy industry, access to new European sales markets will significantly improve its competitive position, ensure the industry's economic activity, and contribute to its sustainable development. The definition of the strategic development of the enterprise is given. A conceptual model for managing the strategic development of enterprises in the energy market of Ukraine is proposed, which includes the following stages: definition of the purpose, principles, tasks, methods, and tools for managing the strategic development of the enterprise; analysis of the market and competitive environment; strategic planning; carrying out a SWOT analysis; resource planning; strategy implementation; monitoring and evaluation. The main objectives of the development strategy of energy industry enterprises have been formulated. The main principles of strategic management of the development of energy market enterprises are defined. The need to diagnose the competitive positions of the industry, which will allow us to determine the strengths and weaknesses in the activities of both individual enterprises and the complex, is substantiated. Identifying threats and weaknesses will allow managers to implement the necessary measures to minimize or eliminate them promptly, which will positively affect the development of energy industry enterprises. Keywords: management, strategic development, energy market, enterprise, management model.

Measuring Efficiency Of Family And Non-Family Firm Amidst Covid-19 Times: Do They Perform Differently?

The outbreak of COVID-19 pandemic in early 2020 has inflicted serious financial distresses for most firms in multi-sectoral industries. Each of them was enforced to deal with the economic downturns by working more efficiently. In this case, family and non-family firms might perform differently to protect themselves from bankruptcy. This research aims to measure firm efficiency by employing a total of 52 entities listed on Indonesia Stock Exchange (IDX), 26 entities for each type of firms from 2019 to 2022, reflecting the times before, during, and after the pandemic. At the first stage, date envelopment analysis (DEA) with constant return-to-scale (CRS) input-oriented approach is employed to generate deterministic efficiency scores of each sample which the bias is then corrected using Simar and Wilson’s bootstrap technique. At the second stage, hypothesis testing is conducted to examine whether the difference in efficiency score between both types of firms is significant. The result shows that family and non-family firms do not perform differently during a 4-year of research period (p-value=0.136). Nevertheless, family firms exhibit a significant drop in 2020 (p-value=0.0061), where this condition reversed with a significant increase in 2021 (p-value=0.0002). Non-family firms perform more stably throughout the research years. Finally this research may contribute to the development of organization-related science, business, and strategic management. The way most family firms operate might reflect the socio-cultural attributes of a nation. There is no other similar study found since COVID-19 pandemic is still considered as a relatively new global health crisis.

Development of Strategic Management and Accounting Implementation at Village-Owned Enterprises Regard to Using Former Mining Land

This study aims to delve into the development of strategic management and financial implementation at Village-Owned Enterprises regard to using former mining land that must be managed for productivity in order to increase revenue villages and accounting procedures must be put in place to make financial reporting easier and of higher quality. Employing a qualitative method with a phenomenological approach and gathering data through literature analysis, direct observations, and intensive interviews. The site research in this study is at VillageOwned Enterprises Manunggal Dadi Mulyo in Kwadungan Gunung, Kledung, Temanggung, Central Java. The results of this study are: (1) The most suitable alternative strategies to be developed for Village-Owned Enterprises Manunggal Dadi Mulyo includes development and promotion strategies; and (2) VillageOwned Enterprises Manunggal Dadi Mulyo has not implemented accounting practices yet in accordance with the applicable accounting standards. This problem arises because of limited financial literacy of the Village-Owned Enterprises management regarding the importance of financial reporting

Концепційні положення управлінського моделювання в системі стратегічного менеджменту розвитку підприємства

The article updates the issue of ensuring the stable functioning and development of economic entities on the basis of proper strategic management, planning and modeling in the system of strategic business management. The aim of the study is to generalize and further develop the conceptual foundations and provisions of management modeling in the system of strategic management of enterprise development. It has been proven that in order to guarantee stable long-term functioning, enterprises and organizations should use management modeling tools in the system of strategic management of the development of the economic entity. It is found that the main subjects of management analysis are strategic goals and tasks, in particular for key functional areas of business: finance, marketing, production, commercial and sales activities, personnel management, investments, innovations, etc. As noted in the study, this is a compromise between ensuring adequate financial stability, liquidity and solvency, a high level of profitability, rentability, capitalization and reinvestment, on the one hand, and meeting the main requirements and needs of consumers of products (goods, works, services), on the other hand. It is determined that the quality toolkit of management modeling in the system of strategic management of the development of the business entity in terms of finance and marketing involves the management of financial goals and objectives, financial variables, decisions in the field of marketing and logistics, expectations of buyers, marketing objectives. It is summarized that strategic orientations and objectives serve as a starting point during planning, forecasting, modeling of important parameters – criteria for stable functioning and development of the economic entity. In turn, the leading aspects of the organization's development strategizing are determined using management modeling tools. It is pointed out that the promising direction of further research in this area is the improvement of the methodology of analyzing the quality of strategic management of economic entities.

СТРАТЕГІЧНЕ УПРАВЛІННЯ РОЗВИТКОМ ЯК ОСНОВА ФОРМУВАННЯ КОНКУРЕНТНИХ ПЕРЕВАГ ПІДПРИЄМСТВА

Applying flexible management influences based on the principles of ensuring the effectiveness of activities and stimulating timely adaptation to the needs of participants and trends of the market environment, the enterprise uses its existing and hidden economic opportunities and competitive advantages, which allows it to survive and achieve its goals in the long term. Effective functioning of enterprises in these conditions requires revision of strategic management mechanisms, development of new strategies, implementation of new methods and innovative development projects. The modern understanding of strategic management of enterprise development can be considered as the result of some evolutionary process. Therefore, before defining the essence of strategic management, let’s consider the evolution of the concept of strategic management. The development of the concept of strategic management was conditioned both by the change in the economic, technological and social conditions of enterprise activity, and by the development of increasingly sophisticated methods of managing industrial corporations. The more complex and unpredictable the state of the economic environment in which enterprises operated became, the more complex the enterprise management systems became, along with which the understanding of the essence of strategic management changed. It should be noted that, despite the appearance at a certain stage of a new understanding of strategic management, it did not reject the previous one. On the contrary, each subsequent concept absorbed all the best from the previous one. Along with the development of the concept of strategic management, the understanding of strategy also evolved. The article examines the processes of strategic management of the development of the enterprise with an emphasis on the use of management functions for planning the stages of ensuring the effectiveness of changes and highlighting the role of the competitiveness of the enterprise in achieving the set goals. The author’s vision of the process of strategic development management aimed at increasing efficiency with the help of a functional approach, taking into account the specifics of the activities of aviation enterprises in the industrial sector, is proposed. The concepts of strategic management of the development of enterprises as the basis for the formation of competitive advantages are also considered.

FORMATION OF STRATEGIC-ORIENTED MANAGEMENT OF LOGISTICS ACTIVITIES OF ORGANIZATIONS AND ORGANIZATIONAL NETWORKS IN THE CONTEXT OF THE DEVELOPMENT OF SCIENTIFIC SCHOOLS OF STRATEGIC MANAGEMENT

Summary. The article is devoted to the formation of strategic management of logistics activities of organizations and organizational networks at the current stage in the context of scientific schools of strategic management. In the article, a study of foreign and domestic authors was carried out, which made it possible to generalize and systematize approaches to strategic management of logistics activities of organizations and organizational networks. The modern operating conditions of logistics enterprises were analyzed, which contributed to the change and development of conceptual provisions in the field of long-term management, which began to have a target character. That is, resources began to be positioned as a means to achieve goals, and the strategy consisted of several alternative options for changing the external environment. That is, a set of management procedures aimed at forming a logistics activity management strategy was considered. The article proposes a systematization of the periods of development of strategic management. The classification of scientific schools and directions of formation and development of strategic management is considered. The main characteristics of scientific schools of strategic management have been adapted. The contribution of leading scientists to the definition of the essence of strategic management is analyzed. This is a description of the theories and directions of development of strategic management. Ways of further use of approaches of strategic-oriented management of logistics activities of organizations and organizational networks are identified. Key words: logistics activity, organizations, organizational networks, enterprises, strategic management, schools of strategic management.

Digitalization Of Marketing as Innovation Tool of Customers’ Evaluation

This paper analyses the digitalization of museum marketing as an innovative tool for customer evaluation. The content analysis of digital tools created by the most visited museums in the world on social networks such as Facebook, Twitter and Instagram were carried out. To obtain statistical information about the pages of museums in social networks, the social media analytics and management tool Fanpage Karma was used. According to the selected indicators, Fanpage Karma filters the rating of the networks’ current strongest content. The correlation between the number of museum visits and indicators showing the interaction of the museum with visitors using social networks, such as the number of fans, the page performance index, the number of posts per day, the growth rate of followers, post interactions, and the number of total reactions and comments, was evaluated. The aim of this paper is to analyse the impact of museum marketing digitalization processes on museum visits by tourists and, as a result, the economic development of the museum business. To monitor the digitalization strategy of the museum’s marketing activities, a mixed approach based on qualitative and quantitative analysis was used. Multivariate analysis was carried out to determine the relationship between museum attendance and the interaction between museums and subscribers in social networks. It has been proven that the introduction of digital technologies in museum marketing can attract visitors and put the institution at the new informational level. The number of museum visits and the number of fans, the number of posts per day, interactions, and the number of reactions and comments are the same across all social networks. The paper allows us to know the potential audience of the museum and its needs and requests and to predict the interests of certain categories of museum visitors. The scientific novelty and originality of the research consists of the use of digital marketing tools for evaluating their influence on client behaviour. The results of the study may be useful for the development of monitoring systems and strategic management of marketing when evaluating the behaviour of consumers on the content of social networks at enterprises in various industries.

Strategic management development of municipal autonomous institution

The article studies the activities results of the municipal and autonomous institution of additional education.The peculiarities of autonomous institutions, particularly in the financial sector are formulated. The purpose of the study is to substantiate the directions of strategic development of a municipal and autonomous institution in physical culture and sports. The authors studied the indicators dynamics of the institution’s activity, reported the results of extra-budgetary activities. Based on the social significance of the services provided, the author’s approach focuses on expanding the consumer segment. The novelty of the research results is determined by the introduction of adaptive programs of additional education for children with disabilities. The identification of the directions for development determines the formulation of recommendations that are most in demand, real, and rational in relation to the resource provision of the institution. The conclusion states that there is potential to achieve a multiplier effect in terms of strategic management of a municipal and autonomous institution through systematic physical education and sports in the municipality, resulting in increased economic and social benefits.

Relationship between Strategic Knowledge Management and Self-Management and Organizational

Background: Strategic knowledge management is widely recognized as a pivotal resource for the success of contemporary organizations. Self-management skills of managers are instrumental in fostering an organization’s growth and sustainability in the long run. The present study explores the relationship between strategic knowledge management and self-management and organizational development among managers in Social Security (Tamin-e Ejtemaei) Hospitals in the city of Isfahan.
 Methods: This was a practical, descriptive, and survey-based research with a correlational design, classified as field study. This study was conducted in 2022 on 117 managers of Tamin-e Ejtemae’i hospitals (Dr. Ali Shariati Hospital and Dr. Gharazi Hospital) in the city of Isfahan. Strategic knowledge management was measured using Lopez-Nicholas and Mariano-Cardenas questionnaire, self-management was evaluated through SMSQ questionnaire devised by Houghton and Neck, and organizational development was assessed using the Lok and Crawford questionnaire. The collected data underwent analysis using SPSS 26 software and the statistical methods applied Spearman’s rank correlation test, Tukey’s test and significance level was set at 0.05.
 Results: A significant correlation was observed between strategic knowledge management and self-management (P-value = 0.027), strategic knowledge management and organizational development (P-value = 0.000), and between organizational development and self-management (P-value = 0.000). Regarding organizational development, the highest average score was associated with relationships (a score of 20.5172); for strategic knowledge management, explicit knowledge received the highest average score (a score of 21.2632), and concerning self-management, personal goal setting obtained the highest average score (a score of 20.1810).
 Conclusion: Investing in strategic knowledge management, focusing on intellectual capacities, and increasing managers’ self-management improves performance and organizational development in hospitals.