Strategic Enterprise Research Articles

Technological strategy in the system of strategic enterprise management

Technological strategy in the system of strategic enterprise management

СТАНОВЛЕННЯ КОНКУРСНОГО ПРОЦЕСУ (ПРОЦЕДУРИ БАНКРУТСТВА) ТА ЙОГО РОЗВИТОК У 1990-х РОКАХ В НЕЗАЛЕЖНІЙ УКРАЇНІ

The article is devoted to the formation and development of the competitive process in independent Ukraine, namely in the 90s of the twentieth century, during its economic downturn. The normative legal acts of that period, which regulated the insolvency relations and the corresponding Explanations of the Supreme Arbitration Court of Ukraine, are studied. It is emphasized that the first act of the competitive process of independent Ukraine — the Bankruptcy Law at 1992, proved to be very simple to solve the problems of insolvency of large industrial enterprises. The author accentuates that this law in its essence resembled the competitive process of the XIX century, where there was only a liquidation procedure. The lack of a full-fledged financial recovery procedure, traditional measures of the bankruptcy process, a professional arbitration manager and legal deadlines for the regulation of bankruptcy proceedings led to litigation and unjustified liquidation of strategic industrial enterprises for the state. It is argued that the purpose of the Explanations of the Supreme Arbitration Court of Ukraine dated 18.11.1998 was to increase the efficiency of the law itself, mitigate the negative consequences of its application, resolve problems of simultaneous settlement of commercial disputes in litigation with consideration of monetary claims of creditors in bankruptcy proceedings. The important points of this Clarification are emphasized concerning the application of procedural norms, the legal status of the participants in the case, the structure and content of the application for initiating bankruptcy proceedings, the functions of the court, the work of the liquidation commission, etc. It is noted that the Clarification not only facilitated the work of arbitration courts and participants in the bankruptcy proceedings, but also allowed to properly understand the essence of the bankruptcy process itself, previously unknown to the legal science of Ukraine. It is argued that the Bankruptcy Law at 1999 was of revolutionary significance for the development of the bankruptcy process in Ukraine. He significantly intensified the activities of arbitration courts. Significantly increased the number of bankruptcy cases initiated by debtors, including large industrial enterprises. In many cases, the courts began to apply reorganization and amicable agreement procedures. There are differences between the Bankruptcy Laws at 1992 and 1999, in particular in their direction. As a result of the study, the author concludes that the benefits provided by the Bankruptcy Law of 1999 could be used by debtors in respect of whom cases were initiated under the "old" version of the Law. The activities of arbitration managers allowed to maximize the efficiency of the bankruptcy procedure in terms of financial recovery of debtors and repayment of creditors’ claims.

Improving Approaches to Strategic Enterprise Management in the Context of Sustainable Development

This article discusses the issues of improving strategic management of sustainable development of enterprises of the Russian Federation. The management of many companies continues to demonstrate an inadequate attitude to the development and implementation of a system of measures to ensure the proper level of sustainability of an industrial company. The main problem considered in the study is the insufficiently perfect mechanism for the strategic management of the investment policy of industrial enterprises in the Ural region of Russia. The management of many enterprises does not conduct a comprehensive assessment of sustainability and does not rely on the triad of sustainable development indicators—economic, environmental, and social. This negatively affects the strategic management decisions made. Under an insufficiently perfect mechanism, in this study, we refer to the following: At Russian regional enterprises, there is no close connection between the processes of making strategic decisions and the investment policy of the enterprise. This leads to certain errors in the formation of the enterprise strategy. The connecting element of these processes is highlighted. It is a comprehensive assessment of sustainability. The main objective of this study is to improve the model and mechanism of strategic management of the investment policy of the enterprise in the context of the environmental and economic status of the business. The proposed model is based on the principles considered from the perspective of three directions—economic, social, and environmental. This model provides for a close interconnection of components: management decision-making, investment policy development, and comprehensive assessment of sustainable development strategy. Based on the analysis of scientific works, the practice of managing industrial enterprises and certain gaps have been identified in theoretical sources related to the topic, problem, and objectives of the article. The methodological base of the study is determined, and methodological aspects of the analysis of the ecological state of business projects and the formation of strategic management of investment activity of an industrial enterprise are substantiated. The model for managing sustainable enterprise development is presented. This model provides for close interaction between the mechanisms for developing strategic decisions and managing the investment policy of the enterprise based on the environmental component of the business as a factor in sustainable development. Tools are proposed that ensure interconnection and synergy between the components of strategic management of the investment policy of the company and improve the quality of management decisions.

Charitable donation, managerial power, and sustainable development of enterprises—based on data analysis of Chinese listed companies

As an important strategic enterprise decision, charitable donation plays an important role in the operation and growth of enterprises, and managers can have an important impact on the selection and implementation of enterprise strategies. Therefore, we used data analysis methods to test the relationship between managerial power and philanthropic donation on the sustainable development of Chinese A-share listed companies from 2008 to 2017. The result shows that charitable donation can promote the sustainable development of enterprises, while managerial power plays a negative regulatory role in the development. The findings provide empirical evidences for us to combine corporate donation and management power when considering the promotion of sustainable development of enterprises.

Strategic Human Management Evaluation for Marine Enterprises

Hu, W.-X. and Zhao, S.-K., 2020. Strategic human management evaluation for marine enterprises. In: Qiu, Y.; Zhu, H., and Fang, X. (eds.), Current Advancements in Marine and Coastal Research for Technological and Sociological Applications. Journal of Coastal Research, Special Issue No. 107, pp. 57-60. Coconut Creek (Florida), ISSN 0749-0208.With the rapid development of society, SHRM evaluation has become an important support for the sustainable development of marine enterprises, including peer-to-peer agreement, employee recruitment, performance evaluation, salary design, etc. Through SHRM, marine enterprises can maintain their own sustainable development, which will also establish a scientific and efficient gambling mechanism. Through SHRM assessment, we can avoid the single management environment of traditional human resources, which will better stabilize the competitive environment of marine enterprises, including resource-based large enterprises and small and micro enterprises such as coastal tourism. By focusing on employees, we can establish a contract management mechanism for small and micro goals, which will help enterprises to conduct good human resource management evaluation. Through scientific and effective evaluation, enterprises can better carry out gambling orders, which will better complete the turning point value of contract signing. Through the human management evaluation, we can better use the gambling contract, which will guide marine enterprises to establish a better strategic human management framework. This paper first analyzes the composition of the agreement and the integration with the marine enterprises. Then, this paper analyzes the indicators of strategic enterprise human resource evaluation. Finally, some suggestions are put forward.

BUSINESS MODEL IN STRATEGIC MANAGEMENT OF INDUSTRIAL ENTERPRISE

The author substantiates the necessity of changing the traditional paradigm of the develop-ment of strategic management theories and the formation of business models that have been developed within the economic mainstream. This paradigm does not allow the correct integration of cultural and institutional variables into the developed models and concepts due to exogenous interpretation of their nature. To develop a realistic vision of the mechanisms for forming a business model, an industrial enterprise is proposed to take into account the drastic changes in the cognitive environment that have occurred in the social sciences over the past decades. The article substantiates the position that it is advisable to develop a con-ceptual ap¬proach to the study of business models of industrial enterprises in accordance with the intersubjective nature of economic changes. The place and role of the business model in strategic enterprise management as a special class of complex, self-developing and open system are shown. On this basis, it considered the important aspects of the ap-proach that are associated with the formation of the business model of a company sustain-able competitive advantages taking into account changes in the external and internal busi-ness environment, and endogenous effects of cultural and institutional variables on the im-plementation of strategic changes. It is shown that the creation of an effective business model of an enterprise involves the construction of com¬mon economic and value orienta-tions with all interested parties and the implementation of structural changes in the internal and external environment on a mutually beneficial basis based on the strengths and weak-nesses of ways to create values for customers. The article describes the key components of the business model of the industrial enterprise, peculiarities of forming organizational abili-ties, the main areas of the business model, as well as the peculiarity of the formation of innovative business models in the changing techno-economic paradigm and choice success-ful option for innovative business models. The proposed approach creates a conceptual framework for further study of the processes of creating innovative business models of en-terprises.

EVALUATING THE RESOURCES OF A MOTOR TRANSPORT ENTERPRISE

Today, the most promising tool for strategic enterprise management is the resource approach. Its implementation involves the implementation of a large body of research, among which a particular place belongs to improving the assessment of enterprise resources. This raises the problem of comparing MTE resources with competitor resources. A prerequisite for this is a requirement: two objects are equal if they have the same properties and their same values and are the samples of the same class. The main resource of any trucking company is rolling stock. For this reason, the list of criteria that characterize individual brands of rolling stock should include those that allow you to accomplish your tasks.The purpose of the article is to propose a methodical approach that would allow determining more precisely the criterion for calculating the number of rolling stock for each car brand on the basis of a more complete consideration of their features.Its features, which must be taken into account when determining the magnitude of the criterion of the rolling stock value include: cargo capacity, cost of vehicles, duration of operation, fuel consumption per 100 km and others. It is proposed to set for each car brand the coefficients of adjustment that take into account these features and are calculated as the sum of the product of significance of the car characteristics on the normalized value of the factors. To determine the coefficients of significance of the car characteristics, we use the method of pairwise comparison. The normalized values of the factors of forming the coefficient of reduction of an individual brand of the car are calculated as the ratio of the absolute value of the factor of forming the coefficient of reduction to its largest absolute value as a whole.Thus, a methodical approach for calculating the coefficients of reduction of each car brand to a conventional unit is developed. The method allows to take into account the whole set of factors for its formation in determining the magnitude of the reduction factor.

Assessment of the risks affecting the business continuity of Ukrainian pharmaceutical enterprises

Modern pharmaceutical enterprises (PE) must provide themselves with the conditions of continuous functioning as a strategic enterprise for the country. Domestic enterprises may benefit from the experience of leading pharmaceutical companies and the recommendations of the International Standards Organization, as described in the provisions of EN ISO 22301:2014 Societal security. Business continuity management systems. Requirements. Aim. To identify steps for implementing a business continuity strategy. Particular attention in the article has been given to the issues of identification and assessment of the magnitude of risk for groups of events or conditions that alone or taken together may call into question the validity of the assumption of continuity of pharmaceutical activity. Results . The article contains the results of the study on the classification of existing and potential business threats, methods of risk assessment that affect the activities of Ukrainian pharmaceutical companies and the possible methodological approach to implementing risk management in building a business continuity assurance system (BCMS) in the current conditions of the pharmaceutical market. The article presents the steps that are necessary to implement the risk management strategy of the BCMS with the justification of the distribution of the criticality of the risks that affect the continuity of the PE activity. The steps are based on the practical experience of a number of enterprises in our country that have already had experience in dealing with various incidents, for example: hacking attacks, changes in the law regulatory field, physical destruction of production facilities and others. Сonclusions. А provide recommendations for identifying and separating all adverse events that may occur at domestic enterprises, assessing the risk of BCMS in accordance with established events and conditions that, individually or in combination, may result in the termination of the entity’s activities. We have also offered a list of relevant documents describing and recording activities at each step of the risk management of the BCMS.

The essence and basic models of strategic enterprise management

The essence and basic models of strategic enterprise management

Стратегічні пріоритети розвитку підприємств з виробництва складного обладнання

Market relations and the world market competitiveness highlight the necessity to analyze strategic priorities of the state economic security. The methods of evaluation and the tools of economic security improvement in the high-tech economic sector are important. The necessity of public management in the industry of the global high-tech engineering is caused by the features of the industry and its goal to ensure the state economic security. The analysis of Ukrainian and foreign experience reveals that internal and external environment instability influences the developmental parameters of the industry significantly. The purpose of the study is to determine the strategic priorities of high-tech industries development based on the experience of Zorya-Mashproekt Gas Turbine Research and Development Complex. The methods of retrospective and strategic analyses, the study of global market of serial gas turbine engines, and the analysis of technological and organizational managerial decisions made by the enterprise allowed the authors to rationale the model of strategic management of a public enterprise. As a result, the competitiveness of the enterprise’s products in the world high-tech industries market is justified. Considering that Zorya-Mashproekt Gas Turbine Research and Development Complex is an enterprise, which ensures Ukrainian national security, inexpediency of its urgent privatization is rationalized as well. The technical and technological methods used by the enterprise to increase the production capacity and turbine export are analyzed. The authors determine such principles of possible privatization of the strategic enterprise as the effective controlling interest owned by the government; keeping and increasing the production capacity of the enterprise to promote the image of a strategic Ukrainian business entity; implementation of the enterprise profile activity under the government control, regarding its accountability and shared responsibility to prevent possible white collar crimes. Such an approach would allow the enterprise to keep a balance of governmental interests and high-tech market conditions. The necessity of the governmental financial aid for the high-tech economic sector, including Zorya-Mashproekt, is rationalized. The strategic elements of the development of high-tech industries in Ukraine are determined.

Формування ефективного механізму розвитку в контексті стратегічного управління підприємством

Формування ефективного механізму розвитку в контексті стратегічного управління підприємством

Стратегическое управление предприятием в условиях устойчивого развития

Стратегическое управление предприятием в условиях устойчивого развития

Gudz I. F. MODERN RESOURCES THEORY IN THE CONTEXT OF STRATEGY FORMATION FOR AGRO-BUSINESS PROCESSING ENTERPRISESDEVELOPING ECONOMIC POTENTIAL

Objective. The purpose of the article is to study the modern resource theory in the context of the formation and implementation of the strategy of developing the economic potential of agribusiness processing enterprises. Methods. The work used such general scientific methods of research as: dialectical (to justify the use of modern resource approach for the development of economic potential of the enterprise), abstract-logical (for the purpose of theoretical generalizations of comparison, grouping and formation of conclusions and proposals), systemic (in substantiation of essence and definition interaction of all components of the dynamic capabilities of the enterprise). Results. The resource approach has been further developed in the study of the economic potential of processing enterprises in the context of modern dynamic ability theory. This allows us to modify the concept of «core competency of the enterprise», because only in the conditions of a successful combination of resources and dynamic abilities it is possible to achieve a synergistic effect in the form of appearance of key competencies of the enterprise. The implementation of the strategy of economic potential development occurs when the agribusiness processing enterprise has unique competence at certain stages of the consumer value chain. We have proved that the dynamic capabilities of the enterprise provide the preconditions for a new configuration of resources aimed at creating key competencies and key products of the enterprise, capable of ensuring the development of economic potential. They also serve as the basis for the formation of a unique strategic enterprise architecture.

Sweet Knoll

AbstractRurality in the Anthropocene is a tactical mode of existence in imperiled ecologies. Neither a strategic enterprise nor an identity politics, it is rooted in geopolitical histories and a congeries of feral ontologies: ways of being, communicating, and understanding in multispecies worlds that are rife with conflict, struggles for survival, and unexpected moments of grace. As a relational construct, rurality indexes the intersubjective copresence of more‐than‐human beings who materially and affectively sustain futurity in landscapes ravaged by extractive industries and climate change. This essay, based on interviews with public land ranchers in Oregon, conjures rurality as an ethnographic encounter in three registers involving wild horses, small‐scale ranchers, and a bewitched anthropologist.

Міжнародні військові навчання країн-членів НАТО за участю підрозділів Збройних сил України та програми Альянсу з підтримки миру в Україні

У статті розглянуто питання анексії РФ в Україні Кримського півострова та подальшого розгортання сепаратистського руху в південно-східних областях, який згодом переріс у збройний конфлікт на Сході України. Проаналізовано напрями і характер співпраці між Збройними силами України та військовими підрозділами Альянсу. Визначено ступінь практичної взаємодії в межах діючих програм двостороннього партнерства на рівні Україна – НАТО, включаючи військово-навчальну підготовку. Досліджено хронологію трансформації організаційних форм присутності української армії на Сході України від Антитерористичної операції до Операції Об’єднаних Сил і роль НАТО в цьому процесі. Безпосередньо вказано на складові елементи впливу Північноатлантичного Альянсу на реформування українського війська відповідно до вимог і стандартів, визначених Організацією. Відображено роль розташованого у м. Києві Офісу зв’язку НАТО та Центру захисту й обробки інформації. Окрему увагу приділено питанню боротьби з кіберзлочинністю та захисту інформаційних систем держави від впливу ззовні. Зокрема, мова йде про захист об’єктів критичної інфраструктури держави (атомні електростанції, стратегічні державні підприємства тощо), електронних реєстрів виборчих списків громадян, баз даних банківської системи держави. Зазначено про діяльність операційних центрів НАТО з протидії кіберзлочинам та створення подібних установ в Україні. Відмічено морську складову взаємодії у співпраці України та Організації Північноатлантичного договору, особливу актуальну на тлі загострення ситуації в Азово-Чорноморському регіоні протягом 2018 року, пов’язаної з проходом українських військових кораблів Азовської флотилії Військово-морських сил України Керченською протокою, яка перебуває під контролем окупаційних військ Збройних сил Російської Федерації, і викликаних цим так званих «прикордонних конфліктів», останній із яких у листопаді минулого року призвів до захоплення росіянами українських військових суден та полону українських військових моряків.

The methodology for the development of enterprise competitive strategy

The article is about achieving and maintaining advantages over competitors in the agrarian and rocket and space industry, which activities are a powerful generator of innovation. The mission of a large strategic enterprise for the agrarian and the rocket and space industry is creation, manufacturing, selling and after-sales service of competitive science-intensive products for military and civil purposes on the basis of advanced scientific and technological developments, efficient production and developed services in different interests. In order to reach this goal a full methodology for competitive strategy was developed, which is used in many organizations. This technique is presented as a step-by-step algorithm for the development and implementation of a competitive strategy, which is based on some management methods. The implementation of this algorithm requires the most up-to-date and accurate information to perform all the stages in the most productive and fast way. The algorithm itself is simple and provides an opportunity to get a positive economic effect due to the fact that the organization occupies a stronger position.

Risk as a specific component of strategic enterprises management in the agrarian sector in the current conditions of Ukraine development

For agrian sector consideration of risks is important because of the activities results dependence onweather and other external factors. The theoretical substantiation of the scientific basis for the agriculturalproducers activity, which is objectively connected with a variety of risks, in order to ensure the efficient functioning of agrarian enterprises, is an actual problem of the present. The purpose of the paper was to clarifythe specificity of risk in the activities of agrarian enterprises in the context of strategic management.The paper revealed that the risk in the agrarian sector of the economy is probabilistic, reflecting theadoption of managerial decisions and the results of the activity of enterprises of the agrarian sector of theeconomy, which depends on the influence, natural and climatic, socio-economic, production and economicconditions. It is revealed that the risks of agrarian enterprises are the most complex and unpredictable. It isshown that at the present stage, for the stable functioning of the agrarian sector in a market economy, theproblems of agrarian production adaptation to risks, which are largely due to differences in natural, socioeconomic, technical and technological conditions, and the agrian sector development is particular importance.

INNOVATIVE COMPONENT OF THE STRATEGIC SET OF AN ENTERPRISE: DIRECTION OF INTEGRATED REPORTING DEVELOPMENT

The article pertains to the problem of formation of long-term, competitively stable business models on the basis of innovations. The contents, role, and place of the strategy of innovations in the system of strategic enterprise management are disclosed. Models of structurization, typologization, and identification of the strategic alternatives of innovative behavior are proposed and recommended to be used as the basis for defining and selecting a strategy for innovative development of domestic enterprises. In the context of the proposed dispatcher paradigm, strategy is interpreted as a systemic instrument akin to pattern that defines, specifies the logic of managing investment and resource flows at the enterprise level, supports the coordination of all directions of enterprise activity, functions, and business-processes based on the principle imperative and innovations system. The place and role (function) of the innovation strategy are defined in the strategic set (briefcase) of an enterprise as a system of management of the support and development of enterprise competitiveness: а) innovation strategy is positioned not only as a narrow, supporting, functional-utilitarian strategy, but also as a complex strategy with its own strategic set; b) the innovation strategy is designated a role of a metastrategy, suprastrategy-imperative, strategy-dispatcher, strategy-co-ordinator in a strategic set of a modern enterprise as well as a function of a driver (system co-ordinator) within the support system of its long-term business profitability. Several models of structurization and typologization of strategic alternatives of innovative enterprise behavior are proposed and recommended to be used as the basis for formation of balanced briefcases/sets of innovative strategies.

DUAL NATURE OF INDUSTRIAL ENTERPRISE COST MANAGEMENT SYSTEM

The research subject is the cost management system of an industrial enterprise. The purpose of the article is the theoretical substantiation of the methodical aspects of the cost management system as a part of the industrial enterprise management system. Each company pays attention to the formation of costs because they affect the financial results. The improvement of the enterprise management system in modern economic conditions will not be effective without the establishment of a functional efficient cost management system, the formation of which is advisable to implement using both domestic and international practices. However, not every Ukrainian industrial enterprise has an efficient cost management system that optimizes the level of costs. Methodology. The empirical and theoretical methods such as analysis and synthesis, logical approach, interpretation, modelling, and visual systematization using the graphical method have been used in the work. The article considers the place of the cost management system in the management system of an industrial enterprise. There has been shown the influence of the cost management system on the strategic and tactical purpose of the enterprise. Subsystems of the cost management system have been considered and their components have been disclosed. Functions of the cost management system have been presented and the value of each subsystem element has been considered. The structure of the cost management system in the enterprise management system is clearly represented. Practical implications. An efficiently operating cost management system cannot only be aimed at an enterprise’s surviving in today’s market conditions. It should facilitate the implementation of tactical and strategic enterprise goals. As tactical goals, we can note the growth of enterprise profitability. The enterprise strategic goal in a market environment is to increase its value. However, the efficient cost management is a rather complicated process, because costs are variable and consist of numerous elements of different content and origin depending on various factors that are sensitive to the external environment, often have a controversial composition and are hardly subjected to the desired regulation. Value/originality. The system approach has revealed the dual nature of the company’s cost management system. On the one hand, the enterprise cost management system is a subsystem of the enterprise management system. On the other hand, the cost management system can be considered as an independent system, which includes subsystems and a set of interconnected elements that interact with each other to achieve a high economic performance of the enterprise. Among the subsystems, there have been distinguished economic and functional, organizational and managerial. For the formation of the economic and functional subsystem, M. Porter’s approach to the creation of the value chain of production was used. Moreover, the value chain for an industrial enterprise should start not from the material and technical supply, as M. Porter proposed, but from the study of market demand for products.

РИЗИК-МЕНЕДЖМЕНТ ЯК ІНСТРУМЕНТ ЗАБЕЗПЕЧЕННЯ СТІЙКОГО ФУНКЦІОНУВАННЯ ПІДПРИЄМСТВА В УМОВАХ НЕВИЗНАЧЕНОСТІ

У статті розглянуто поняття невизначеності середовища функціонування підприємства, досліджено сутність і природу загроз та ризиків, встановлено відмінність між ризиком та невизначеністю. Досліджено систему ризик-менеджменту на підприємстві. Встановлено, що система ризик-менеджменту є невід’ємною складовою частиною підсистеми менеджменту організації та являє собою систему управління ризиками на основі процесу їх ідентифікації, оцінки та аналізу, а також вибору і використання методів нейтралізації їх наслідків, що спрямована на досягнення необхідного балансу між стратегічними можливостями підприємства та рівнем ризику.Здійснено аналіз міжнародних стандартів ризик-менеджменту та розглянуті особливості національних стандартів. Визначено, що в Україні діє Державний стандарт ДСТУ ISO 31000:2018, який надає можливість суб’єкту господарювання порівняти свою практику управління ризиками з міжнародним досвідом. Узагальнено основні фактори впливу ризиків на систему управління. Доведено, що сьогодення вимагає постійного моніторингу ризикоутворюючих факторів для створення ефективної та гнучкої системи господарювання підприємства в умовах ринкової кон’юнктури. Представлено та деталізовано етапи ризик-менеджменту: аналіз оточення, ідентифікація ризику, аналіз ризику, оптимізація ризиків. Розглянуто особливості управління ризиками та основні методи їх оптимізації на підприємстві для мінімізації їх впливу на результати діяльності підприємства. Встановлено, що ризик для кожного підприємства є індивідуальним, тому і використання того чи іншого методу оптимізації є також індивідуальним і визначається умовами зовнішнього та внутрішнього середовища.Світовий досвід найбільш часто використовує зовнішні методи (страхування, хеджування, диверсифікація, розподіл ризику) та внутрішні методи (самострахування, лімітування, забезпечення якості виготовленої продукції, бізнес-планування) зниження ризиків підприємства. Узагальнено, що від прийнятої концепції управління ризиками значною мірою залежить ефективність всього ризик-менеджменту та результативність діяльності економічних суб’єктів.