Strategic Management Level Research Articles

Climate Adaptation as Organizational Learning: A Grounded Theory Study on Manufacturing Companies in a Bavarian Region

Climate adaptation supports organizations in dealing with the current and projected effects of climate change by recognizing challenges as opportunities and increasing their economic efficiency. Based on the regional climate model REMO and 13 expert interviews with representatives from mainly manufacturing companies analyzed by the Grounded Theory methodology, this contribution aims to outline actual and future challenges of climate adaptation in the investigated region. We analyze how manufacturing companies respond to climate change and assess the main promoters and barriers of organizational learning in the context of climate adaptation. The expert interviews confirm the importance for companies of having a concrete business case for any strategies and of increasingly making their processes and manufacturing more transparent, through supply chain assessments. In accordance, a focus on strategic management levels is crucial for organizational learning processes as they are responsible for development, mobilization of resources and realization of adaptation concepts.

Východiská pre aplikáciu vojnovej hry na úseku plánovania obrany štátu

War game is a decision-making technique, the results of which can affect the strategic level of state defense management. The Directive of the Government of the Slovak Republic on Planning of the State Defense specifies that the war game may be applied in the planning of the use of the Armed Forces of the Slovak Republic for the purposes of state defense. However, this Directive, or any other document, does not specify how it is to be applied. This paper therefore deals with the definition, history and purpose of war games. In addition, it contains the typology of war games, its elements, participants, processes and phases (steps) of the war game. The aim is to provide basic information that can be used in the processing of own procedures (within the Slovak Republic) for the application of this decisionmaking method in the field of planning of national defense.

Формування стратегії управління промисловими підприємствами на основі комплексної вартості

The purpose of the article is to structure the strategic, tactical and operational levels of management of industrial enterprises, as well as the choice of the optimal strategy. The carried out study helped to identify that the key requirement for any system is the presence of a link between the strategic and operational management of an enterprise. Precisely the connection between strategic and operational management is one of the most difficult problems that industrial enterprises need to solve, because many of them have a gap between strategic and operational management. The causes of such problems may be different, but the main one is the lack of an effective system for bringing the enterprise management strategy to employees and the undeveloped process of linking strategy and operational management. New forms of management, based on the use of an integral criterion for the formation of the complex value of an enterprise to assess the efficiency of managerial decisions, ensure the development and implementation of a single management strategy of the enterprise, which covers the following interrelated components: financial, marketing, production, investment, and personnel. This approach provides «total» management of the enterprise as a single object, while managerial decisions are made taking into account all significant aspects of the internal and external spheres of the enterprise's activity. Our proposed strategy for managing an industrial enterprise on the basis of complex value allows us to identify for each subsystem its technological, organizational and information inputs and outputs, link them in a single system of organizational and economic indicators and develop uniform requirements for making managerial decisions based on the complex value of the enterprise. The strategy involves using approaches to solving problems of multicriterial optimization, aimed at effective coordination of options for choosing a model for the formation of the complex value of the enterprise in certain areas of the enterprise's activities and finding the optimal solution for the enterprise in general.

The Application of BDT in Enterprise Strategic Management

With the rapid development of our country's economy, our country's major enterprises have also paid more and more attention to strategic management. Especially in the context of the current important support for the widespread application of BDT(big data technology), the data revolution has quietly begun, which not only helps to optimize the enterprise management environment to a large extent, but also further improves the management efficiency of the enterprise. This article expounds the related concepts of BDT, analyzes the shortcomings of BDT in the current strategic management of enterprises in our country, and finally puts forward an effective way to apply BDT to enterprise strategic management through related research. By using BDT, companies can improve the accuracy of strategy formulation, better improve their own management efficiency, and reduce the workload of employees. However, for some small and medium-sized enterprises, due to the lack of big data technical talents, it is difficult to give full play to this technological advantage, which affects the improvement of their own market competitiveness. Therefore, it is necessary to study the application of BDT in corporate strategic management, take effective measures to solve the current problems in corporate strategic management, improve the level of corporate strategic management, and make improvements for the sustainable development of the company. Based on the above analysis, we can know that making full use of big data-related technologies in corporate strategic management can effectively optimize the internal strategic management environment and efficiency of the enterprise.

МОДЕЛЬ УПРАВЛЕНИЯ ЗАТРАТАМИ ОРГАНИЗАЦИЙ МОЛОЧНОЙ ПРОМЫШЛЕННОСТИ

The author presents an approach to the development of a cost management model for organizations operating in the dairy industry. The basis for the development of a management model is the differentiation of cost management objects by management levels. The strategic, tactical and operational management levels are singled out, for each of which the characteristics of the main management processes are presented, the applied management tools are listed.

ЕКСТЕНСИВНІ ХАРАКТЕРИСТИКИ СТРАТЕГІЧНОГО РОЗВИТКУ ЗАКАРПАТСЬКОЇ ОБЛАСТ

Strategic management is a necessary condition for building a set of competitive advantages in modern economic conditions of regional economic systems. The aim of the article is to define and analyze quantitative indicators of regional economic development as a mirror of strategic management. In the article the characteristics of the main quantitative indicators that characterize the results of strategic management of the economy of the Transcarpathian region are presented.Quantitative factors include those that characterize the size of certain components of economic development. The latter provide a potential assessment through quantitative parameters. Such factors include the number of business entities and gross regional product. Structural shifts in economic phenomena allow us to assess the priorities of strategic management.In the article the dynamics of the gross regional product, the dynamics of the population of economic entities, the structure of enterprises by their size are analyzed. The results of the study indicate an insufficient level of strategic management, as evidenced by the decline of key economic indicators in the region. First, the region lacks a clearly defined strategy for regional business development, but in fact does not achieve leadership positions in competition with other competing regions. Secondly, there is no support for medium-sized businesses that grow from small, and this is an enterprise about regional support for small businesses. Third, there is also a trend of reducing the number of large enterprises, which is a negative marker of the state of strategic management of regional development.It is recommended to form monitoring hubs to intensify strategic management in the region, which will include both representatives of the administration and the business world; soon to the adopted strategy of regional development and obstacles to its practical implementation; pay attention to the competence of managers in the field of strategic management, development in the pro-cess of strategic management of mechanisms that use the nano-level.Keywords: strategic management, economic development, quantitative indicators of deve-lopment, regional economy, competitiveness.

SOCIAL INFRASTRUCTURE AS A COMPONENT OF THE SOCIO-ECONOMIC DEVELOPMENT OF RURAL AREAS

Social infrastructure is one of the most significant internal factors of the quality and standard of living of the rural population. The state of social infrastructure determines the residential attractiveness of rural areas. We believe that social infrastructure is a set of interconnected, harmoniously functioning industries, enterprises, organizations and institutions, types of activity, as well as economic relations and human potential, combined in a single integrated system that functions to meet the needs of all segments of the population in the sphere of spirituality, material support and reproduction of human capital. It is worth noting that the branches of social infrastructure have specific features: first, they are characterized by significant labor intensity compared to the production of material goods; secondly, the share of material costs in the final production of services is significantly lower than in the case of the production of material goods; thirdly, a significant percentage of the assets of economic entities in the social sphere is money. Currently, the most urgent problems are the preservation of the potential of health care, education and culture of the rural population. The turnover of medical staff, teachers, and cultural workers is increasing in the village. The level of improvement of villages remains low. The multiplicity of social infrastructure development directions in conditions of uncertainty and unpredictability of socio-economic development parameters of rural areas allows us to conclude about the need to introduce a strategic level of management to solve the task of determining priority directions for the development of social infrastructure objects. The conceptual model of strategic development of social infrastructure will provide a mechanism for realizing long-term investment goals related to improving the quality of life of the population, as well as socio-economic development of rural areas.

DECISION SUPPORT SYSTEM ON THE FORMATION AND IMPLEMENTATION OF THE STRATEGY OF TRANSPORT INFRASTRUCTURE INNOVATIVE DEVELOPMENT

The strategic level of public management of transport infrastructure innovative development is characterized by a high degree of uncertainty in the assessment of the environment, weak formalization of management methods and widespread use of expert assessments and knowledge, multicriteriality in assessing decisions. In order to improve the quality of strategic processes, it is necessary to use decision support systems. Based on the analysis of research, it is determined that decision support systems can overcome the difficulties associated with multicriteria, limited resources and incomplete information. The study identifies three levels of decision support systems, depending on the specifics of the tasks and the technology used. The authors determined the composition of the decision support system, which includes: file accumulation systems; data analysis systems; accounting systems; representative (image) systems; optimization systems; recommendation systems. Based on the existing approaches to the construction of decision support systems and certain procedures of strategic public administration, the article develops a decision support system for the formation and implementation of a strategy for innovative development of transport infrastructure. The authors proposed a system of decision support for the formation and implementation of a strategy for innovative development of transport infrastructure, which includes the consistent implementation of blocks. The study identifies elements of such a system, which include a set of task blocks (goal setting, project proposals, strategic alternatives, motivation, communication, controlling) and tool modules (data, expert evaluation, analytics, modeling). The use of the developed decision support system for the formation and implementation of the strategy of transport infrastructure innovative development allows to increase the quality and validity of strategic decisions and, accordingly, to ensure the possibility of effective implementation of strategic public administration.

Management control for sustainability: Towards integrated systems

Companies struggle to integrate sustainability into their corporate strategy and implement it in their business activities. To examine this issue, we develop an extended version of Gond et al.’s (2012) integration typology that considers all four of Simons’s (1994, 1995) levers of control. We then present a longitudinal study of the efforts made by a multi-national industrial firm to align its management control system and sustainability control system in an integrated sustainability strategy. Our results provide three insights into control system integration for sustainability. First, intensive dialogues among managers at different organizational levels and in different organizational functions mitigate challenges to the technical and organizational integration of sustainability along a firm’s value chain. Second, the degree to which the firm’s strategic-level managers focus on external sustainability drivers influences how well the firm develops and markets sustainability-related products and services. Finally, a committed CEO and strategic-level management can avoid marginalizing sustainability by communicating their beliefs about it through intensive dialogues across management levels. Our results support the position that a firm can manage sustainability by making incremental changes in management control practices.

Transcending the silos through project management office: Knowledge transactions, brokerage roles, and enabling factors

Organisations often suffer from knowledge flow gaps between operational and strategic management levels, leaving much knowledge trapped within operations’ boundaries. Prior studies viewed the project management office (PMO) as a knowledge broker that can enhance the interaction between these levels. However, they take a single-faceted knowledge brokering perspective that fails to define the specific knowledge brokering roles of the PMO and offer highly fragmentary evidence on the associated enabling factors. To fill this void, we draw on the brokerage theory to develop a comprehensive theoretical framework in which we define specific knowledge brokering roles of the PMO and delineate their enabling factors for facilitating multidirectional knowledge transactions. We elaborate on three sets of knowledge brokering roles, each of which corresponds to one of three categories of knowledge transactions. Our model shows how PMOs can broker knowledge trapped in organisational silos by balancing bottom-up experiential learning with top-down deliberate learning while maintaining horizontal knowledge synchronisation.

Assessing the financial potential of organizations in the context of professional standard ‘Accountant’

Subject. The article addresses the financial potential of the organization, investigates economic relations stemming from financial potential formation and prospects for its growth as a result of actions and initiatives of managerial staff. Objectives. The aim is to disclose the content of the rational approach in financial and analytical studies focused on expressing the analytical value of qualitative and quantitative determination of financial potential in the process of substantiating management decisions on achieving competitiveness and long-term efficiency of economic entity. Methods. The study rests on modern theories of capital structure, methods for developing financial strategy, solving multi-criteria economic problems, including ranking techniques, the graphical and analytical models. Results. We developed methodological recommendations for financial potential assessment, which include the indicators of strategic level of investment capital management based on the systems approach to the use of financial, strategic and investment analysis tools. Their application in practice will increase the informativeness of potential assessment. The findings have an applied focus aimed at professional competencies in the development of organizational and administrative documents that regulate the analysis and assessment of financial potential based on strategic goals. Conclusions. Along with the existing methods, the methodological recommendations form a subsystem of analytical support focused on the organization’s value and finance management. Their use in financial strategy formation enables to identify and study strategic alternatives of development, create financial sections of business plans, justify adjustments to the strategy and tactics of financial management.

Use of geographic information systems in crisis management

Key factor in the crisis management decision-making process is complete, easy-to-use, and quickly available spatial information on protected interests, preparedness, and vulnerability in the area. Technology progression of geographic information systems help us significantly simplify and speed up this process. It helps us to visualize this essential information for the strategic level of crisis management.

ANALYSIS OF THE INNOVATIVE ACTIVITY OF INDUSTRIAL ORGANIZATIONS FROM THE STANDPOINT OF A SYSTEMS APPROACH

The approaches to assessing the attractiveness of innovations by organizations that develop and use them in their business are considered. There are flaws in the marketing (economic) approach, according to which innovations are assessed by the expected economic effect from their commercialization, and in the technological approach, according to which the purpose of innovations is limited to an increase in the technical level of production and of the quality of products. Our proposal is to use a system sapproach to assess the attractiveness of innovation. In accordance with it, innovations are assessed by the degree of their compliance with the goals and objectives of the organization at the strategic, tactical and operational levels of management. Since strategic level innovation is critical to the development of an organization, the innovation strategy should be an integral part of the overall development strategy of the organization. The research methodology in the work was made up of the systems aspects of the presentation and analysis of the activities of organizations in praxeology, the theory of viable systems, the concept of the system of resources of activity, strategic management. It is shown that in accordance with these areas of research, an organization should be considered as a system of reproduction of its resources, during which they are replenished and renewed. The purpose of reproduction is to ensure and increase the viability of the organization through its adaptation to the environment. In the activity of the organization, it is proposed to distinguish its current reproductive and innovative types of activity The way of current reproduction is determined by the production technology, the composition of marketable products, policies and technologies of the organization's interaction with stakeholders. Radical innovation leads to a change of the way of current reproduction. The way of innovative activity is determined by its objects (technological or product innovations) and the stage of the innovation process at which the organization is connected to bring it to the stage of implementation of technological innovation or to the stage of commercialization of product innovation. There are analyzed the influence of typical situations in which organizations can act on the ways of their innovative activity. The characteristics of the situation of the organization's activity were the resources available to it, corresponding to its industry affiliation, the organization's environment, as well as the relations and connections of the organization with the environment. There are identified 3 typical situations of activity, which differ in the level of science intensity of the industries in which the organizations operate. There are determined the features of innovative strategies of organizations for the selected situations of activity.

Effective Use of MBO in the Conditions of Slovak Companies

With the variability of the business environment, the various tools that have emerged during the formation of management to support its functionality have been flexibly changed, used, or interchanged. With emphasis on the level of strategic management, it is not only the right choice of strategy and its implementation, but also the use of adequate theory or method of strategy implementation. There is a whole range of such methods, including management by objectives (MBO) by P. Drucker, a pioneer in modern management. The paper focuses on the implementation and use of a management system according to objectives in Slovak companies. Based on the content analysis of available professional resources, it defines the theoretical basis of the researched issues and the basic principles that relate to the MBO method. The analytical part is a case study of a selected Slovak company, in which we analyze the current state of management using qualitative and quantitative methods. Subsequently, based on the main findings, we propose possible recommendations for more effective management according to the objectives of the surveyed company.

Forest Resource Management: An Empirical Study in Northern Pakistan

Community participation for forest sustainability and use of forest resources for community development is considered a vital way in all societies. This study was conducted to assess the public views toward sustainable forest management in the area of Gilgit–Baltistan, Pakistan, through collecting data from 255 respondents. Views about forest management techniques at different levels were discussed. Three main areas of focus to manage forest resources were: strategic-level management, local-level management, and communication-level management. To provide confidence and to measure factors affecting sustainable forest management, this study applied the structural equation modeling approach and built a model that explained and identified the critical factors affecting sustainable forest management. A quantitative approach via Smart Partial Least Squares version 3.2.8 was used for analysis. The findings of the study show that the R2 value of the model was 0.653, which means that the three exogenous latent constructs collectively explained 65.3% of the variance in sustainable forest management. In this study, the goodness of fit of the model was 0.431, which is considered valid for further analysis. Among the three proposed levels for forest management, the strategic-level-management factor was found the most important of the three variables. This study concluded that for better and sustainable forest management, policies should flow from the strategic level to the local and also focus on communication-level management because all these factors appear to be significant in measuring sustainable forest management. Community engagement and awareness are also found to be an important way for forest resource management.

A risk-informed decision support tool for the strategic asset management of railway track infrastructure

The provision of safe, efficient, reliable and affordable railway transport requires the railway track infrastructure to be maintained to an appropriate condition. Given the constrained budgets under which the infrastructure is managed, maintenance needs to be predicted in advance of track failure, prioritized and identified risks and uncertainties need to be considered within the decision-making process. This paper describes a risk-informed approach that can be used to economically justify railway track infrastructure conditions by comparing on a life-cycle basis infrastructure maintenance costs, train operating costs, travel time costs, safety, social and environmental impacts. The approach represents a step-change for the railway industry as it will enable economic maintenance standards to be derived which considers the needs of the infrastructure operator, but also those of users, train operating companies and the environment. Further, the risk-informed capability of the tool enables asset managers to deal with uncertainties associated with forecasting costs and the effects of track maintenance, and unavailability of data. The Monte Carlo simulation technique and a Fuzzy reasoning approach are used to address safety data uncertainties through probabilistic risk assessment allied to expert opinion. The approach is illustrated using data from three routes on the UK mainline railway network. The results demonstrate that the approach can be used to support strategic and tactical levels of railway asset management to inform plausible design and maintenance strategies that realise the maximum benefit for the available budget.

Strategic Management and Its Effect on Achieving Excellence among Leaders Working in Al-Quds Insurance Company

The study aimed to reveal the effect of strategic management in achieving excellence among the leaders working in Al-Quds insurance company. The researcher used the descriptive approach, and the study sample consisted of (80) leaders working in Al-Quds Insurance company. To achieve the objectives of the study, the researcher used a questionnaire to measure strategic management, and a questionnaire To measure the achievement of excellence, both of which were prepared by the researcher, and the study reached a set of results, the most important of which are: that the level of strategic management applied by the leaders working in Al-Quds Insurance company (80.1%) is divided into two dimensions: after the strategic direction, it got the first place with a relative weight (82). %), and after developing human capital, it ranked second with a relative weight of (78.6%), while the level of achieving excellence by the leaders working in Al-Quds Insurance company reached (79.1%). The study also revealed a relationship between the total degree of strategic management and the Achieving excellence among the leaders working in Al Quds insurance company, and it was found that there is a significant impact of the overall degree of the strategic management scale on the satisfaction of the beneficiaries in the company. Al-Quds Insurance company, and it was found that there is a significant impact of the overall degree of the strategic management scale on human resources in Al-Quds Insurance company, and the study showed that there are statistically significant differences between the degrees of strategic management among the leaders working in Al-Quds Insurance company due to the educational qualification variable in favor of the bachelor’s degree, and the study showed There were no statistically significant differences between the degrees of strategic management among the leaders working in Al-Quds Insurance company due to the variable years of experience, and the study showed the absence of statistically significant differences between the degrees of achieving excellence among the leaders working in Al-Quds Insurance company due to the variable (educational qualification, years of experience), and the researcher recommends paying attention to the development of strategic goals in the organization, and the participation of workers in building strategic goals and visions, and selecting qualified workers and employing them in positions that suit their abilities and capabilities.

The case of a management institute in India: recrafting the vision and mission

Theoretical basis The fundamental concepts in strategic management including vision, mission and setting objectives, external and internal environment analysis, SWOT, stakeholders in strategic management, deliberate and emergent strategy and strategic leaders have been addressed through the case. Research methodology The case was developed using primary data gathered from observations, interviews and the experiences of the authors at Chimanbhai Patel Institute of Management and Research (CPIMR) and published sources. Case overview/synopsis This case is about CPIMR, a management institute in Ahmedabad, India, which was required to recraft their vision and mission statements in light of the compliance requirements of the All India Council for Technical Education and the other challenges including new skills requirement especially because of Industry 4.0 changes and competition in the business education market. The case examines the external and internal environment challenges faced by the institute director and the emerging issues: how should CPIMR recraft the vision and mission? What could go wrong? How to make them actionable? How to disseminate them? The case would help the participants to understand the process of external and internal environment analysis, formulation of the vision and mission statements, their key purpose of informing stakeholders and setting objectives. The case also encourages the participants to put themselves in the position of the director for undertaking the process of recrafting the vision and mission statements of the management institute in the event of a strategic change. While the case setting is that of a management institute, it might also be useful for discussion in other organization settings. Complexity academic level Course: Strategic Management Level: Post Graduate Level.

ПРИБЫЛЬ В СИСТЕМЕ СТРАТЕГИЧЕСКОГО УПРАВЛЕНЧЕСКОГО УЧЕТА И ОТЧЕТНОСТИ

The company's financial results are the main object of strategic accounting, control and regulation, the optimal formation of which contributes to the effective implementation of the company's mission, strengthening its competitive position and financial stability. This article presents a model of strategic accounting of financial results, focused on the principles of decentralization of managerial powers in the system of strategic management for the centers of financial responsibility. As a management structure, the center of the highest level of strategic management - the profit center-is designated. The structure of the profit center is developed, the format and content of the profit budget, the format and content of strategic reporting on the profit center are defined. The presented concept of strategic management accounting of financial results makes it possible to increase the efficiency of achieving the main goal of companies ' activities - maximizing profit and business capitalization.

Diversification and Integration as a Form of Providing Strategic Orientations of Enterprise Management

The article discusses the main views on understanding the strategy; levels of strategic enterprise management; the main types of strategies that can be implemented in the enterprise; classification of types of strategies. The author clarifies the interpretation of the essence of the concepts “goal”, “landmark” and “development”. The paper substantiates that the main (target) guideline of enterprise development management is to ensure its viability. Achieving this benchmark requires the implementation of a number of basic and specific benchmarks, which, together with the target, will constitute a system of strategic benchmarks. The essence of the concept of “diversification” is clarified; the motives, factors of the internal environment of the enterprise, which should be taken into account when choosing a diversification strategy are investigated; various classifications of diversification types are considered. Diversification is closely related to integration. The essence of the concept of “integration” is clarified, its forms, types, classifications, depending on certain characteristics are investigated. The place and role of diversification and integration in the strategic management of an enterprise, the criteria for the expediency of choosing and implementing a strategy are considered. It is concluded that diversification and integration are the most important tools for increasing the efficiency of the functioning of enterprises, increasing their viability and competitiveness, improving the financial condition and investment attractiveness. The purpose of the article is to expand the theoretical and methodological foundations of diversification and integration as forms of providing strategic guidelines for enterprise development management. The article determines that the strengthening of external and internal instability of the functioning of enterprises imposes new requirements on the choice and substantiation of the strategy and forms of providing strategic guidelines for managing the development of enterprises capable of ensuring viability and sustainable development.