Strategic Development Priorities Research Articles

Questions of Research of Digitalization in Various Fields of Activity

The ability to implement strategic priorities of digital development and intensify the activities of various stakeholders (government, science, business, enterprises) in high-tech sectors are necessary conditions for the successful development of the country and solving economic problems. A key affiliation related to digitalization issues has been highlighted. Based on the analysis of scientific literature, those accents (availability of digital technologies, impact on managerial and institutional spheres, sectoral and territorial features, applied significance) on which researchers focus their attention, are identified. The directions are systematized depending on the digitalization of individual objects, including the necessary elements of digitalization.

Strategic priorities of regional economic development in the context of regulating non-monetary factors of inflation

A vast array of research works concentrates on such aspects of inflation processes as their essence, development factors, anti-inflationary regulation, etc., but precious few of them attempt to identify the factors of inflation in the strategic priorities of regional development. At the same time, economics and state policy at both national and regional levels recognise the significant effect of inflation on economic development. The paper deals with non-monetary factors of inflation in regions and develops a path for formulating regional policy on their regulation. The theories of regional economic development and inflation constitute the methodological framework of the study. The research methods include systematization, functional and comparative analysis, deduction. We identify the provisions of the socio-economic development strategies of the Ural macroregion’s member territories relating to the regulation of non-monetary factors in the development of inflationary processes. The identified aspects of inflation reflect the impact of its non-monetary factors on regional economic development and require anti-inflationary policy to be coupled with the areas of activity of regional authorities. We present a conceptual-logical model for framing regional policy on regulating non-monetary factors of inflation in an RF subject specifying the strategic priorities of economic development that influence regional factors of inflation. The model demonstrates that it is the state programmes of Russia’s constituent entities that are the main tool for regulating non-monetary factors of inflation in the regional government system. It coordinates price regulation measures in the regions with the goals and objectives of policy aimed at developing their economies. The findings contribute to the understanding of regional inflation factors and can be used by regional authorities when executing socio-economic development strategies.

BUSINESS DEVELOPMENT STRATEGY OF PESANTREN'S COOPERATIVES: LESSONS FROM PESANTREN DAARUT TAUHIID

Introduction: Islamic boarding schools have significant potential to boost the Sharia economy, notably through cooperative formation. However, many of these cooperatives, including the Daarut Tauhiid Islamic Boarding School Cooperative (DT Cooperative), are not performing optimally. DT Cooperative contributes only 5% to the school's financial independence, and its residual business result (sisa hasil usaha, SHU) has varied over the last three years. This research aims to identify DT Cooperative's strengths, weaknesses, opportunities, and threats, and to establish strategic priorities for cooperative development. Methods: The Analytical Network Process (ANP) with a Strength-Weakness-Opportunity-Threat (SWOT) network was employed in this study. Results: The findings of this study indicate that strength is the top priority in establishing the DT Cooperative business. The most influential characteristics of strengths, weaknesses, opportunities, and dangers are a structured organization, suboptimal marketing management, a huge market share, and shifting company dynamics. The most important approach to pursue is to increase cooperation among various groups. Conclusion and suggestion: This research highlights the need to improve organizational relationships and address marketing management deficiencies in DT Cooperatives. By leveraging organizational strengths and fostering collaboration, Islamic boarding school cooperatives can better support Sharia economic efforts. Insights from this study apply to Daarut Tauhiid and similar cooperatives, and underscore the importance of policies that enhance training, consultation, and networking among Islamic boarding schools. This study contributes to the economic development knowledge of Islamic boarding schools, particularly cooperatives, in enhancing community welfare and supporting their economic independences.

УЗГОДЖЕННЯ ПРІОРИТЕТІВ ТА ЗАВДАНЬ СТРАТЕГІЧНОГО РОЗВИТКУ ПІДПРИЄМСТВА НА ЗАСАДАХ INDUSTRY 5.0 ТА MANAGEMENT 5.0

The research updates issues of strategic planning, determination of prospects, priorities, tasks, as well as means of achieving them in the part of the planned long-term progress of the business entity. It was established that it is possible to implement such plans on the basis of the most progressive modern trends, which are breakthrough innovative technologies, as well as maximum automation of technological processes. However, such changes require adequate adaptation of business management systems and business processes to them. Therefore, the purpose of the research is to justify the priorities and tasks of strategic development of the enterprise on the basis of Industry 5.0 and Management 5.0. The possibilities of harmonizing both strategic vectors - the tasks of developing the corporate structure - are characterized. The tools and means of strategic development of the enterprise on the basis of Industry 5.0 and Management 5.0 are defined. It has been proven that the development of enterprises on the basis of Industry 5.0 provides subjects with a number of strategic advantages, such as high speed and rhythm of production, uninterrupted production and a low level of waste and losses, lower consumption intensity of production, significantly higher financial and economic efficiency of production and economic processes, ease of management, etc. However, such a vector of development requires adaptation of its management system, in other words, a transition to the construction of both the general system and partial management links on the basis of Management 5.0. It was established that such a process involves the implementation of three consecutive stages: (1) changes in the business management system, when the nature of such changes is clearly oriented towards the adaptation of the organizational and management structure to the transition to an automated type of production, increasing the role and significance of innovation management and their financial and investment provision, digitization of the business management system, relevant connections and communications; (2) intensification of the innovative activity of the enterprise, its innovative and technological development and a more active role in the relevant processes of intellectual property objects and patent-licensing activities in general; (3) increasing the volume of business and income and profit, improving the financial and economic condition, capitalization, increasing economic efficiency and using all groups of resource provision. It was concluded that the further development of both Industry 5.0 and Management 5.0 is closely correlated with the coordination of the strategic development priorities of the enterprise and the tasks of these two global trends among themselves.

INNOVATIVE ENTREPRENEURSHIP: CONTENT AND MAIN ASPECTS OF DEVELOPMENT

In the conditions of rapid technological changes and global competition, innovative entrepreneurship is gaining priority. It helps business entities to adapt to new challenges, reduce risks and find new niches for development. This is especially important for economies seeking to achieve a high level of technological independence and sustainability. At the same time, innovative entrepreneurship is a powerful tool for social change, because it contributes to the development of human capital, the creation of new jobs and the improvement of the quality of life of the population. The development of innovative entrepreneurship requires a comprehensive approach, which includes not only funding and support from the state, but also the development of appropriate infrastructure, educational programs, and stimulation of scientific research. Thus, innovative entrepreneurship becomes one of the key elements of economic policy, which determines the strategic priorities of the country's development and forms the basis for sustainable economic growth in the long term. The development of innovative entrepreneurship depends on many factors. The latter can both stimulate and restrain the process of introducing innovations. It is important for business entities to take these factors into account when developing innovative development strategies. As practice shows, the main factors that prevent the effective development of innovative activity in today's conditions are the lack of funding and the lack of effective incentives for its development, the high cost of the necessary resources, their partial or complete absence, a high degree of risk of failure in the implementation of innovative projects, political and economic instability, rapid technological changes. For the successful management of innovative entrepreneurship, it is important for business entities to take these factors into account in order to minimize their impact. This can be achieved by combining the efforts of the scientific community, business structures and the state.

Assessing the EU Climate and Energy Policy Priorities for Transport and Mobility through the Analysis of User-Generated Social Media Content Based on Text-Mining Techniques

For over three decades, the European Union’s (EU) transport policy has aimed at fostering environmental sustainability and energy efficiency. Since 2015, European policymakers have focused more on three key sustainable development goals: decarbonizing the transport system, promoting low-emission mobility solutions, and transitioning to renewable and alternative fuels. To effectively communicate priorities and engage stakeholders, EU policymakers regularly use social media platforms like Twitter (now known as X). This active discourse involves policymakers, industrial stakeholders, the media, and the public, offering insights into the role of transport policy in addressing climate change and energy transition challenges. The current research endeavors to track and analyze the evolution of user-generated content related to climate change, energy transition, and smart mobility on Twitter from 2011 to 2021. This research uses text-mining and social network analysis techniques to quantitatively and qualitatively assess the dynamics of relevant EU policies and their effects. The study’s findings can be used to establish a robust monitoring and evaluation framework at the EU and national levels. This framework will assess the effectiveness of communicating strategic priorities for sustainable transport development. It also holds potential for application in other sectors, broadening its impact.

Strategic criteria for classifying the regions of Russia as subsidized

The article establishes strategic criteria for classifying regions (subjects) of the Russian Federation as subsidized. Improvement of the systems of allocation of budgetary funds and redistribution of financial resources ensures sustainable economic growth and improvement of the quality of life of the population. To identify the strategic criteria for classifying regions as subsidized the authors have analyzed the existing methodology of allocation of subsidies for equalizing budget security of the RF subjects. The list and the number of the regions classified as subsidized regions and donor regions did not significantly change in 2016–2022. Comparison of regions by such indicators as GRP and budget security before and after the allocation of subsidies proves that the existing system of support of subsidized regions is unable to ensure their economic growth and development. Strategic criteria for classifying regions as subsidized are established according to the theory of strategy and the methodology of strategizing by Academician Vladimir Kvint. When identifying strategic priorities of regional development it is essential to take into consideration the competitive advantages of each region. As well as the budgetary criteria, the authors define the strategic factors which have the greatest impact on the unchanged state of the group of subsidized regions: taxation potential, the development of the infrastructure, economic development, geographic development and social development. According to the proposed strategic criteria, financial resources will be granted for maintenance of the current state as well as for implementation of regional strategies, firstly, in the context of improving the quality of life of the population. Reasonable and effectively governed system of allocation of financial aid together with the system of establishing strategic criteria for classifying regions as subsidized are crucial for eliminating regional differences and promoting overall long-term socio-economic development of Russia.

Justification Strategic Priorities of Investment Development of the Republic of Armenia

The Republic of Armenia requires investments for economic growth and development, including foreign direct investment due to the small capacity of the domestic market. The investment strategy must be consistent with the national development strategy and must be the resource base of the national strategy in terms of realizing the values and interests of the country’s residents. The purpose of the study is to substantiate the strategic priorities of investment development of the Republic of Armenia and to identify priority development sectors that have competitive advantages and investment potential. The methodological basis of the research is the theory of strategy and methodology of strategizing by academician V. L. Kvint. According to the strategy methodology, an analysis of global investment and national trends was carried out, and successful international experience in attracting investments was studied. The experience of Israel is considered, which demonstrates a striking example of improving the investment attractiveness of the country thanks to an effective investment strategy. The strategic priorities of Israel’s investment strategy are highlighted, some of which need to be implemented in the practice of attracting investments in the Republic of Armenia. To substantiate strategic priorities and highlight highly competitive industries, regulations governing the attraction of foreign direct investment in Armenia, the economic state of Armenia were studied, and an OTWS analysis of investment activity was conducted. Based on the results of a comprehensive analysis, the authors propose two groups of strategic priorities: primary strategic priorities and auxiliary priorities that enhance the significance and effectiveness of the former. The study shows that strategic industries with competitive advantages and investment potential for Armenia are the chemical and metallurgical industries, textile and clothing industries, tourism, pharmaceuticals, and agro-industry. An effective investment strategy for the Republic of Armenia is the basis for the country’s further development.

Strategic priorities of development of tourism in the industrial region of Kuzbass

The study is aimed at identification and justification of priorities for the development of tourism on the territory of the North Kuzbass agglomeration on the basis of Russian and international experience in strategizing. The authors have created their own algorithm for expert assessment of the implementation of the regional strategic program on the basis of Professor Kvint’s concept of strategizing. The main types of tourism have been identified (snowmobile, event, cultural and educational, industrial tourism), and their development will contribute to the increase of competitive advantages of the local authorities of Kuzbass municipalities in the development and implementation of tourism strategies and achievement of the goals of national project “Tourism and Hospitality Industry”.

Методичний підхід до формування стратегії інноваційного розвитку підприємства

The task is to develop a methodical approach to the formation of a strategy for innovative development of enterprise. The methodical principles are based on theoretical approaches to the management of innovative development of enterprise, their main provisions, which are the basis for monitoring and evaluating the organizational conditions for the implementation of the strategy. These are the provisions of institutional, system, process, and competence approaches. The institutional approach operates with provisions that correspond to the measures of State regulation, the use of mechanisms of State influence on the innovative development of an individual enterprise, the directions of strategic priorities of innovative development of the State. The process approach focuses on innovative business processes that allow the implementation of product, technological, marketing, and organizational innovations through the implementation of the necessary organizational changes. The system approach is aimed at creating an effective innovation-oriented business model, the formation of an innovative environment based on the active interaction of all management levels. The competency-based approach focuses on the development of knowledge, increasing the intellectual capital of the enterprise for the formation of sustainable competitive advantages in the market, etc. The article analyzes and identifies the factors of digitalization of the economy as key for the formation of the innovative potential of enterprises in Ukraine. The results of the analysis of the experience of the world’s best practices and successful businesses testify to the variety of means of their response to innovative changes in the external environment and allow us to identify trends and the most relevant strategic instruments. In the areas of formation of the strategy of innovative development, a system of indicators has been developed and an assessment of the level of their organizational support at the enterprises «Spetsvuzavtomatyka» and «Ekvud-Bud» has been carried out.

Strategic Priorities for Small Innovative Business Development in Russia

Strategic Priorities for Small Innovative Business Development in Russia

Comparison of growth driver conversion and strategic priorities for high-quality development between the Yellow River Basin and the Yangtze River Economic Belt

Comparison of growth driver conversion and strategic priorities for high-quality development between the Yellow River Basin and the Yangtze River Economic Belt

Стратегическое управление городской территорией

For the past 20 years, a significant experience in the strategic management of municipalities has been accumulated in Russia, which requires studying, identifying and replicating best practices, as well as eliminating the negative aspects found in this area. The article examines the experience of several municipalities, draws conclusions about the current state of affairs in creating strategic development plans in them, makes recommendations on a wide range of issues. Great interest is shown in the problem of creating development strategies and improving existing practices in this area at all levels of state and municipal government. The problems associated with the practice of strategic planning at the municipal level are highlighted, which does not include the use of a number of modern methods of strategic management (in particular, strategic sessions) and the involvement of third-party organizations for their development, which leads to the lack of use of rich local information resources and the experience of specialists; and also the unclear formulation of development priorities, which leads to a lack of focus of performers’ efforts. Of particular interest may be the analysis of the missions of municipalities and the modeling of the mission of municipal government, which was done by the authors in this article. Recommendations are made both on the development of the strategy and on its implementation. In particular, it is proposed to replicate the practice of using a marketing approach, which makes it possible to determine strategic development priorities taking into account the competitive advantages of municipalities. Much attention is paid to the issue of updating development strategies in the context of modern realities, as well as the priority of the problem of demography, which has become a bottleneck in ensuring sustainable development of territories. A number of proposals are made to improve the mechanism for implementing municipal strategies. Recommendations concern issues of improving the organization of work, assigning responsibility, and improving the qualifications of personnel. These recommendations pertain to Tomsk, but can be utilized by professionals specializing in the same field in other cities and levels of government.

Адаптація системи фінансового планування та бюджетування до сучасної моделі розвитку університетів

The aim of the article is to develop an adapted system of financial planning and budgeting to the modern model of university development, focused on achieving strategic development priorities in the context of expanding the financial autonomy of higher education institutions (HEIs). On the basis of the above defined aim, the following tasks were performed: a critical analysis of literary sources was carried out from the position of identifying traditional and results-based approaches to university budgeting; the traditional model of financial planning and budgeting of the university is defined; a system of financial planning and budgeting adapted to the modern model of university development was elaborated. The work uses such research methods as analysis, synthesis, systematization, coefficient and visualization methods for the development of both the traditional and the adapted system of financial planning and budgeting. The main results of the study are: definition of the traditional model of financial planning and budgeting of the university, explanation of the relationship between its components, substantiation of its ineffectiveness in the conditions of transition to a new economic model of university development, focused on expanding financial autonomy. The specified hypothesis became the basis for the development of an adapted system of financial planning and budgeting, which is based on orientedness towards results, achievement of strategic priorities for the development of higher education institutions, identification of responsibility centers responsible for the diversification and growth of budget revenues, with the simultaneous opportunity to participate in their distribution for motivation personnel potential, creation of comfortable working conditions along with an appropriate material and technical support. This approach integrates all types of financial planning in an integrated manner, while strategic financial planning as a vector of the university’s development is based on it. The results of the study are more relevant for public universities.

Wealth Enclaves in the Russian Economy: Actors and Institutions

The article reveals the actors whose activities led to the emergence of the phenomenon of wealth enclaves in the Russian economy, and it identifies the institutions that support their long and sustainable existence. It is shown that this phenomenon is typical for countries with emerging markets and it is an unintended result of following the recommendations of the Washington Consensus, which provided for double liberalization. The model of successful modernization of the economy carried out by the Asian “tigers” was a sample. In their case the state played a decisive role in choosing strategic development priorities. In the case of the Washington Consensus priority was given to the private sector and deregulation of the economy meaning a significant reduction in the role of the state. Russia followed the “recipes” proposed by consensus. We found that the collision of the import of institutions in the form of the adoption of the recommendations of the Washington Consensus with counter institutional projects built on the recombination of historically established informal institutions led to the specific Russian version of wealth enclaves. A specific feature of Russian wealth enclaves is their embeddedness in the vertical of power, which is viewed as a pyramid of mixed residual property rights to competitive assets mainly in the resource sector. This “mixedness” is realized not at the formal level, but at the level of real property rights. Top entrepreneurs with political connections are characterized and it is shown that their private interests determine the choice in favor of maintaining “closedness” from the national economy and integration into global value chains. At the same time, actors of political and administrative decision-making, including those at the highest level, demonstrate loyalty to such strategies of large entrepreneurs as co-owners of real residual property rights. They are interested in maximizing the commercial results of enterprises in the resource sector, which act as donors to both the federal budget and development projects.

Centres of Vocational Excellence and the Implementation of Strategic Priorities for Skills Development in Vocational Education and Training

This article comments on the European dimension in vocational education through the application of the Centres of Vocational Excellence Initiative. Conceptual and strategic orientations for skills development as part of VET policies are described. Key European documents that set priorities for preparing a quality workforce through a focus on skills are identified. Particular attention is given to the Centres of Vocational Excellence as an opportunity to create local skills ecosystems for innovation and social inclusion. Conclusions are reached towards a strategic vision for the acquisition of vocational and key competences through the provision of high quality vocational education and training.

CURRENT PROBLEMS OF IMPLEMENTATION OF MONITORING MEASURES ON THE QUALITY OF EDUCATION IN A TEACHING UNIVERSITY

The essence of the phenomenon of monitoring the quality of education is revealed, which is considered as a research process that requires constant and standardized monitoring of various aspects of the provision of educational services; analysis of received information to identify changes and prevent the occurrence of negative phenomena; regular evaluation and forecasting of the further development of the higher education system. The peculiarities of monitoring the quality of education in institutions of higher education are traced using the example of internal and external monitoring at the Poltava National Pedagogical University named after V.G. Korolenko in accordance with the general goals of the strategic priorities of the institution's development. It is noted that the analysis of monitoring results allows to monitor the real situation of educational activity in the institution of higher education, to forecast its improvement, to make managerial decisions regarding the correction of selected strategies for ensuring the quality of the educational process.
 Attention is focused on the principles of monitoring the quality of education. The need to develop for higher education institutions, along with general, local principles that reflect the specifics of these institutions and the professional competencies that are formed by them, is substantiated. The authors propose to introduce as a local principle of monitoring the quality of education in pedagogical higher education institutions the principle of its professionally determined organization, which means an orientation towards increasing the subjectivity of the students of pedagogical education in the course of monitoring, expanding the forms of their participation in it. In this way, monitoring the quality of education, in addition to its direct purpose, acquires the essence of another resource for the formation of the professional competence of the future teacher in practical personally and professionally significant activities.

Financial Development Strategies: Defining Objectives and Priorities

In recent years, scientific and practical interest in the strategic management of countries' financial development has grown significantly. However, an analysis of publications on this topic indicates the absence of a methodology to make strategic decisions on the formation of goals and priorities for financial development. The purpose of this study is to develop a methodology for the strategic management of the financial development of countries. The study uses methods of systemic, comparative, GEP analysis, and a rule-based judgment method. The result of the study is the development of a concept that allows defining strategy, quantified strategic goals and priorities for financial development, and its testing in OECD countries. The novelty of the research lies in the systematic approach to the formation of strategic goals and priorities based on the System of National Accounts, the multi-level system of key indicators of financial development, criteria formalizing alternative strategies, and rules for making strategic decisions. This is the first time such a concept has been proposed. The advantages of the developed concept are high representativeness, objectivity, and a wide range of applications. Its use will improve the quality of strategic management of countries' financial development and ensure transparency in government decisions. Doi: 10.28991/ESJ-2023-07-06-09 Full Text: PDF

Strategic Autonomy in Military Production: The EDF and the Constitutional Limits to EU Defence-Industrial Spending Power

The European Defence Fund (EDF) has for the first time enabled the European Union (EU) to fund military equipment development in pursuit of its strategic autonomy. But the EDF was based on competences for supporting industrial and research competitiveness, and not on the Common Foreign and Security Policy/Common Security and Defence Policy (CFSP/CSDP). Since EU legal acts must be based on the functionally most appropriate competence, this choice of legal basis raises questions. This article therefore analyses whether the EDF was correctly adopted under a non-CFSP/CSDP legal basis, and if so, how its legal basis affects its capacity to contribute to EU strategic autonomy. The analysis reveals that the Treaty on the Functioning of the European Union (TFEU) grants the EU a competence to support defence-industrial competitiveness which is separate from the CFSP/CSDP, but stands in service to its military-strategic objectives. As the EDF is politically subordinate to the CFSP/CSDP, its defence-industrial impact depends on the Member States’ ability to achieve political consensus on the EU’s defence objectives and to determine strategic research and development (R&D) priorities in line with those objectives. Yet even in the face of Russia’s aggression against Ukraine, such consensus seems far off. European Defence Fund, CSDP, strategic autonomy, EU constitutional law

Tools for Implementing Strategies in the Context of Digital Transformation of Industrial Enterprises

Under conditions of uncertainty caused by sanctions and geopolitical changes, the correct choice of both strategic development priorities and management tools for their implementation becomes important. Given the global trend towards digitalization and the growing supply from software developers, it is necessary to understand clearly, which software products and for what purposes can be used effectively at specific enterprises. The challenge here is that due to instability, sanctions pressure, and withdrawals of foreign software from the Russian market, enterprises are forced to change business and technological processes, and to look for new tools for implementing development strategies. The purpose of the article is to determine the basic principles for choosing strategic management tools and information technologies as elements of strategic management at enterprises in the context of digital transformation. The article shows that due to the ongoing digitalization of industrial enterprises any tools for implementing the strategies must be considered within the framework of an automated process management model. It can be based on various information technologies or platform solutions, depending on the coverage of enterprise business processes, and the readiness to adopt digital technologies in strategic and operational management. The modern trend is to implement strategic development directions, relying on the internal ecosystem of the enterprise. Making the right choice of information technology within an enterprise ecosystem requires that technology investments are aligned with the company’s business goals, adaptable to changing needs, can integrate with existing systems, are user-friendly, secure, and provide a short-term return on investment. Ultimately, these principles enable businesses to successfully navigate the digital transformation journey and leverage technology as a strategic enabler for sustainable growth.