Telecommunications Enterprise Research Articles

ORGANISATIONAL CULTURE AS AN EFFECTIVE TOOL FOR MANAGING A TELECOMMUNICATIONS ENTERPRISE

The purpose of the article is to study and clarify the substantive characteristics of organisational culture, to substantiate its relationship with the organisational design of enterprise. To determine the key factors of mutual influence on the formation of organisational culture and building of organisational design of a telecommunications enterprise. To assess the state of organisational culture of telecommunication enterprises and provide recommendations for its support, taking into account the functional features of its management. An analysis of the dynamics of the volume of products (services) sold by economic entities of Ukraine by type of economic activity for the period (2015, 2020, 2021, 2022) is carried out. Methodology. Economic and abstract and logical research methods were used in combination with methods of collecting sociological information: surveys and questionnaires. They made it possible to study the dynamics of development of enterprises by types of economic activity and assess the state of corporate culture of telecommunications enterprises. Results. According to the results of the analysis of statistical data, the decrease in the volume of products (services) sold by Ukrainian enterprises in the analysed period was revealed, regardless of the type of economic activity. The reasons for the deterioration of their activity have been clarified and the factors of mutual influence on the formation of the organisational culture and the construction of the organisational design of the telecommunications enterprise have been described. The state of the organisational culture of the telecommunications enterprises was assessed according to the relevant criteria within the framework of the questions. It was proved that organisational culture is an effective management tool. Practical implications. The study of the state of organisational culture of telecommunications enterprises in Ukraine proves the need to model the strategy of formation and development of organisational culture, taking into account internal opportunities and external threats that can accelerate or inhibit this development. The results of the assessment will help to make effective management decisions to improve the working environment and employee satisfaction. Value / Оriginality. It is recommended to take into account the functions of internal integration and external adaptation in the process of managing the organisational culture of a telecommunications enterprise. This is necessary to improve the working conditions of the company's employees and to establish effective interaction between the levels of management and employees.

PRINCIPLES OF EFFECTIVE RISK MANAGEMENT IN TELECOMMUNICATIONS ENTERPRISES

The article is devoted to the study of the principles of risk management at telecommunications enterprises. The general principles of management at the enterprise are systematized as a theoretical basis for the principles of risk management. The principles of risk management at the telecommunications enterprise are grouped into three main groups: general (pertain to the management system as a whole); private (refer to individual parts and elements of the management system); regulatory (regulate the order and rules of management of specific types of activities or phenomena (in particular, risks). An analysis of the principles of risk management was made according to international standards, well-known models of global companies and scientists. A system of principles was proposed taking into account the specifics of telecommunications enterprises, which includes general management, general principles of risk management and principles specific to telecommunications enterprises Additional specific principles of risk management at telecommunications enterprises (modularity, multi-criteria assessment, individuality, timeliness, confidentiality, security and secrecy, transparency, maximization (scale) and minimization, proportionality) are defined. The use of the proposed system of principles will contribute to effective risk management at the enterprise.

Corporate Culture - Externally Committed Values: The Case Study of a Technology and Telecommunications Enterprise Listed on The Vietnam Stock Market

This study investigates the external endorsement of corporate cultural values based on Martin and Frost's (1988) model. The research findings reveal that FPT Corporation significantly emphasizes Humanism, Financial, and Product values in its business activities over the three years T-T+2. The corporate culture contributes a vital role in fostering the growth of the organization. The study's longitudinal evaluation demonstrates that it is appropriate that FPT spends a prime concern on Humanism since employee commitment and dedication are crucial for the company's present success. Moreover, the high emphasis on Financial and Product values is well-founded because transparent financial reporting is essential to prevent misinterpretations and attract investment, while the quality of the products symbolizes the company's credibility and ensures substantial revenue generation.

Creating Potential of a Telecommunication Enterprise and its Efficiency of Use

The purpose of the article consists in researching the theoretical foundations and practical aspects of formation, diagnosis and efficiency of using the development potential of the telecommunications enterprise «Kyivstar» PJSC and determining the main directions of its improvement. Research methodology. In the process of analysis, a number of scientific research methods were used, in particular such general scientific methods as analysis and synthesis, methods of deduction and induction, systematization and abstraction, as well as specific scientific methods: economic and mathematical analysis, dynamic and comparative analysis, methods of planning, forecasting and modeling . The principles of formation of the potential of a telecommunications enterprise, the role of PJSC «Kyivstar» in the domestic telecommunications market are revealed, the methodology of analysis of the formation of the enterprise’s potential and the efficiency of its use is given, and ways of its improvement are proposed. The scientific novelty of the conducted research consists in identifying and systematizing the main indicators of the efficiency of the development of the enterprise’s potential, which made it possible to evaluate the enterprise at the time of the analysis and to propose ways to increase the efficiency of the use of the potential, and therefore, the activity of PrJSC «Kyivstar» in general. Conclusions. “Kyivstar” PJSC is characterized by: fairly stable level of economic condition, property potential, financial stability and liquidity, high level of business activity and profitability indicators. The company needs to constantly diagnose the current situation and find niches to ensure the development of the company in the highly competitive market of telecommunications services. On the basis of the conducted research, it is proposed to develop the potential of Kyivstar Public Enterprise in certain directions, which will make it possible to achieve an increase in the volume of implementation of mobile communication services by the enterprise, accordingly to improve the financial results of the company’s activities, to increase indicators. Key words: telecommunication enterprises, formation of potential, structure of the potential of a telecommunication enterprise, evaluation indicators, ways of improvement.

DIRECTIONS OF ACTIVATION OF RISK MANAGEMENT OF TELECOMMUNICATIONS ENTERPRISES IN UKRAINE IN MARTIAL LAW AND POST-WAR CONDITIONS

Aim: The aim of the research was to determine the risks of telecommunications enterprises in Ukraine in martial law and post-war conditions. Methods: During the writing of the article, scientific research methods were used – namely: dialectical, analysis and synthesis, generalization and specification, monographic; forecasting and abstraction; systematic; factorial, statistical analysis; the abstract method, methods of system analysis, and a systems approach. Results: The authors analyzed the changes and systematized the specific risks of telecommunications enterprises in the conditions of the Russian-Ukrainian war. The author’s definition of the concept of the “activation of risk management of telecommunications enterprises” was proposed, taking into account the specifics of risks in the field of telecommunications. Conclusions: The article builds a triangle of directions of activation of risk management of telecommunications enterprises, which are interconnected and cover the stages of the risk management process that relate to management functions. Based on the obtained results, recommendations were presented for the risk management mechanism of the telecommunications enterprise.

НАУКОВІ ЗАСАДИ ТА ОСОБЛИВОСТІ КОНТРОЛІНГУ СТРАТЕГІЧНОГО УПРАВЛІННЯ ТЕЛЕКОМУНІКАЦІЙНИМИ ПІДПРИЄМСТВАМИ В УМОВАХ ЦИФРОВОЇ ЕКОНОМІКИ

Today, digital transformations change people's lives, the principles and forms of functioning of enterprises, and also have an impact on all levels of the economy. The formation and development of the digital economy necessitates the processing and transmission of a large flow of data at a high exchange rate. The authors of the article identified the key trends of strategic management of enterprises in the conditions of the digital economy and sharp changes in the external and internal environments of enterprises in these conditions. This necessity is technically and physically ensured thanks to the work of telecommunication enterprises. This situation requires constant monitoring and analysis of the external environment from telecommunication companies. Thus, the development of the digital economy determines the search by telecommunications enterprises for modern tools for identifying risks, analyzing trends, setting benchmarks, preventing adverse phenomena, and finding alternative development options for the enterprise. This becomes possible thanks to the implementation of such an economic tool as strategic management controlling, which is characterized by the use of modern digital technologies and the application of modern accounting and information processing methods. This ensures the company's survival in changing conditions and strengthens the strategic advantages of the telecommunications company and the services it provides and plans to provide in the two-term perspective. The article defines the effectiveness of the strategic management system of a telecommunications enterprise and proposes the implementation of strategic management controlling, which is a new phenomenon in the theory and practice of strategic enterprise management. The functions of the strategic management control group are outlined and the criteria that must be taken into account by enterprise management for business survival and preservation are specified. A model of the interaction of strategic controlling functions and controlling criteria for telecommunications enterprises is proposed. The necessity of using controlling as a strategic management tool, which allows forecasting and identifying risks at enterprises for timely change of strategy or its adjustment in accordance with new threats and opportunities, is emphasized.

THEORETICAL BASIS FOR STRATEGIC MANAGEMENT OF TELECOMMUNICATIONS ENTERPRISES IN THE DIGITAL ECONOMY

The digital economy is based on the activities of telecommunication enterprises, which leads to profound changes in the construction of strategic management of enterprises today so that they can be managed in the future. Telecommunication enterprises need a new theoretical basis for building a modern model of strategic management, which will ensure: formation of a knowledge base, definition of a set of interrelated rules of digitalisation, use of innovative technologies, development of an expert system, implementation of a digital management system to achieve strategic goals in the long term. The article proves that in the context of the development of the digital economy, one of the effects of the strategic management system at an enterprise should be an increase in the level of formalisation of its processes. In turn, this will also ensure the process of digitalisation and the creation of procedures that will allow a telecommunications enterprise to achieve its goals in the best possible way. It is noted that the system of strategic management of telecommunications enterprises in the digital economy allows to form a model of strategic management based on the paradigm of digital strategy, and also includes the values and goals of the enterprise and social responsibility of business. The model of strategic management proposed in the article will help to stabilise the work of telecommunications enterprises in difficult times, introduce digital methods of strategic management, and use artificial intelligence to make and implement strategic management decisions. The theoretical basis of the digital strategy allows for a decomposition of the goals and functions of management subsystems. The decomposition itself is carried out on the principles of transparency and sufficiency, i.e. rational division of management types with their subsequent integration into a single system (composition) of strategic management at all levels of a telecommunications enterprise.

STRATEGIC VECTOR IN MANAGING INNOVATIVE DEVELOPMENT OF TELECOMMUNICATION ENTERPRISES

The article proposes a comprehensive methodology for managing telecommunications enterprises in accordance with the development management strategy. The study analyzed the state of the service sector in the international market, which includes the activities of telecommunications enterprises. It revealed that the services sector is the fastest growing in the world and makes a greater contribution to global output in contrast to other sectors of the economy. It found that in 2022, the average indicator of the service sector in the world market as a percentage of GDP was more than 53%. The dynamics of development of the service sector in the international communications market in countries such as America, Japan, China and Ukraine analyzed in terms of the dynamics of mobile subscribers per 100 people for the period 2000-2021. Based on the results, it established that during the analyzed period, positive dynamics of mobile subscribers observed in all countries and had an individual development path. Japan and China have a stable development of telecommunications, which characterized by the emergence of new types of high quality. As for Ukraine, during the analyzed period the dynamics of mobile subscribers showed rapid, but not stable growth. It revealed that innovation directly depends on the knowledge and abilities of the subjects of the innovation process, aimed at the sociocultural transformation of a telecommunications enterprise. The decision-making process for introducing a separate innovation into the activities of this enterprise does not take place chaotically, but takes into account its management structure, the level of competence of managers and employees. The stages of strategic management of innovative development of a telecommunications enterprise developed. It recommended understanding the strategic vector of innovative development of these enterprises as a set of measures for the development, implementation, development, production, commercialization and analysis of the effectiveness of innovative solutions.

The formation of strategic portfolio of the development of risk management in telecommunications enterprises during martial law and post-war conditions

The object of research is the processes of interaction of components of the strategic portfolio of development of telecommunications enterprises, which are subject to the principles of economic security and highlight risk management measures, in terms of overcoming the negative consequences of any changes, conflicts, crises, management problems, and stresses from external influences on the development of telecommunications enterprises. One of the most problematic areas is to determine the actual risks of strategic development of telecommunications enterprises caused by threats and challenges due to the war in Ukraine, which resulted in the destruction of infrastructure, reconstruction works, demining, migration of personnel, reduced solvency of the population, investment risks. This requires an adequate response to preserve positions or minimize destruction. At the same time, an important task is the formation of strategic imperatives for the economic security of telecommunications enterprises. In addition, it is important not only to establish a list of such components, but also to substantiate the principles of ensuring the organisational and managerial stability and competitiveness of the telecommunications enterprise by forming a strategic portfolio for the development of risk management in conditions of instability and uncertainty during martial law and post-war conditions and the dynamism of the external environment. In the course of the study, methods of detailed analysis of the current state of the problem, based on information search and methods of empirical research (observation, comparison) were used. As well as the method of synthesis and structural-genetic method (extraction from a complex phenomenon of such elements that significantly affect the rest of the research object, in the case of sustainable development tools). At the same time different sources of information, databases, secondary sources of information, company websites and analytical reports were used. As well as primary sources - interviews of company representatives. The scientific and practical value of the study lies in the formation of the theoretical and methodological foundations of strategic risk management aimed at avoiding or reducing them and at the same time ensuring the desired level of economic security of the telecommunications enterprise. This will allow clearly building the management process in the risk management system in the long term and ensuring the desired level of economic security of the telecommunications enterprise. This allows a reasonable approach to building a business, contributes to the improvement of strategic plans through the relationship with risk management, namely: – possibility of in-depth goal setting to achieve the ultimate goal; – development of the least risky strategic set and an effective system of performance indicators; – improving the efficiency of risk management; – adaptation to changes in the external and internal environment; – increasing the flexibility of the business model.

КОНЦЕПЦІЯ ІННОВАЦІЙНОГО УПРАВЛІННЯ ПЕРСОАЛОМ ТЕЛЕКОМУНІАЦІЙНИХ ПІДПИЄМСТВ В УМОВАХ ЦИФРОВОЇ ЕКОНОМІКИ

The article examines the concept of innovative personnel management of a telecommunications enterprise as a current trend of global management in the conditions of the digital economy. Digital transformations have a rapid nature of development and have touched practically all spheres of society. Digitization contributes to the development of the digital economy, the modernization of methods of organizational and managerial activity. All this creates prerequisites for the spread of the introduction of innovative personnel management methods at telecommunications enterprises. It was determined that the formation of the company's management strategy should be complex and should be aimed at the use of innovative management methods. The main priorities of the management strategy of the telecommunications enterprise in the conditions of the digital economy are outlined. It is noted that the activity of telecommunications enterprises is the basis of the digital economy. Telecommunication enterprises form the basis of the strategic field of communication and informatization, and are also of strategic importance for the country's defense and the functioning of the economy. It is shown that in view of the need for stable operation of telecommunications enterprises in the conditions of martial law, the task of developing and implementing innovative methods of personnel management at these enterprises is an urgent issue today. The main priorities of the personnel management strategy of the telecommunications enterprise are highlighted. It is noted that the modern management strategy should have a comprehensive nature and be aimed at the use of innovative management methods. The need to develop an updated concept of personnel management, which in today's conditions will allow telecommunications enterprises to work efficiently and provide vital communication and telecommunications services, has been revealed. Factors of qualitative changes in the concept of personnel management of telecommunication enterprises are outlined. It is substantiated that the personnel management of telecommunications enterprises based on innovations is the driving force of the socio-economic development of the enterprise, the basis of its stable work, which today ensures the country's defense capability in solving strategic tasks of both the enterprise itself and the state in general.

ЗАБЕЗПЕЧЕННЯ ЕКОНОМІЧНОЇ СТІЙКОСТІ ТЕЛЕКОМУНІКАЦІЙНОГО ПІДПРИЄМСТВА НА ОСНОВІ УПРАВЛІННЯ СТРАТЕГІЧНИМИ ЗМІНАМИ

The article is devoted to the development of the mechanism of management of strategic changes of the telecommunication enterprise, as a component of the organizational and economic mechanism of strategic management of its economic stability. It is established that the management of strategic change, as a special type of strategic management of economic stability of the enterprise, should take place under the conditions of objective determination of its current and future state, adequacy of strategic resources to ensure the appropriate level of economic stability. It is determined that the mechanism of strategic change management is a set of forms, methods, tools and means of management on the basis of which ensure and increase the economic stability of the enterprise (including telecommunications), which operates as an open system. The proposed mechanism for managing strategic changes of a telecommunications enterprise is based on the principles of implementing a systematic approach and the concept of managing a telecommunications enterprise as an open system. The study of the essence of the category "potential for strategic change", as well as approaches to its diagnosis in the telecommunications sector, noted that the purpose of diagnosing the potential for strategic changes of the operator is a process of analysis, evaluation and identification of trends and strategic potential of telecommunications. determining its readiness to implement strategic changes and achieve goals to increase its level of economic stability. It was found that the emergence of innovative technologies served to generate qualitatively new alternatives, which are now the main driver of digital transformation, which, in turn, creates the conditions for rapid strategic change, ie strategic change for telecommunications is directly related to digital transformation. Thanks to these technologies, the telecommunications company has additional opportunities to implement new programs of strategic change that will be implemented at the company in order to increase its level of economic stability. Prospects for further research are the study of technologies for strategic management of financial flows of the telecommunications company in the system of ensuring its economic stability.

Strategy of proactive management of corporate culture of telecommunications enterprises

The article states that the corporate culture of a modern telecommunications enterprise is a unique system of values, norms and rules of behavior that is shared by the entire enterprise team and determines both internal relations in the enterprise's workforce and relations with the external environment. The corporate culture of a telecommunications enterprise is directly related to the national culture, which acts as a socio-cultural environment for the development of the former. On the other hand, the corporate culture of the enterprise significantly affects the values and attitudes of the national culture. It is substantiated that in the process of forming a strategy for proactive management of the corporate culture of telecommunications enterprises, the primary task is to coordinate the organizational structure (first of all, its main functions) with the main functions of the corporate culture of the enterprises. And this, in our opinion, can be considered a key stage in the development of the company's strategy in general, and the strategy of corporate culture management, in particular. It was determined that the principles of developing a strategy for managing the corporate culture of telecommunications enterprises should necessarily be supplemented with the principle of practicability, which will ensure the biased nature of the strategy. The relationship between the stages of diagnosing corporate culture and determining the current level of development of the corporate culture of a telecommunications enterprise has been established. He showed that diagnostic tasks meet the criteria for determining the current level of cultural development.

Risk management of telecommunications enterprises: essential aspects

The article clarifies the essential aspects of risk management of telecommunications enterprises, specifies that in the decision-making process it is advisable to take into account the peculiarities of the functioning of the enterprise itself (organizational design, scope of activity, form of ownership, degree of digitalization, influence of risk-forming factors, etc.), the feasibility of developing a risk profile of telecommunications enterprises is substantiated in the new realities of today, which take into account the turbulence of deformations of the economic space, the uniqueness of the competences of the telecommunications enterprise. It was determined that for preventive inhibition of the deployment of risky processes and phenomena in telecommunications enterprises, it is necessary to detect, identify and assess risks using the specification of a hierarchical multi-module risk map, which will make it possible to generate strategic competitive prospects and ensure the economic sustainability of the functioning of telecommunications enterprises to the aggressive influences of the external environment.

ТЕОРЕТИКО-МЕТОДОЛОГІЧНІ ЗАСАДИ ФОРМУВАННЯ МЕХАНІЗМУ ЗАБЕЗПЕЧЕННЯ ЕКОНОМІЧНОЇ СТІЙКОСТІ ТЕЛЕКОМУНІКАЦІЙНОГО ПІДПРИЄМСТВА

The article substantiates the theoretical and methodological principles of forming a mechanism for ensuring the economic stability of the telecommunications enterprise. It is established that the mechanism of economic stability of the telecommunications enterprise is a structural element of the organizational and economic mechanism of strategic management of economic stability of the telecommunications enterprise, which is a system of tools, methods, principles, levers and tools in their relationship and interdependence. ensuring an appropriate level of economic stability. It is determined that in addition to these components of the mechanism of economic stability of the telecommunications enterprise, should be considered and indicators of the level of economic stability, which is why the developed mechanism of economic stability of the telecommunications enterprise should combine methods and procedures, indicators, relevant tools and legal support. The basic procedures of the mechanism of ensuring economic stability of the telecommunication enterprise are considered. It is offered to carry out forecasting of economic stability on the basis of use of traditional mathematical methods, and with application of modern methods to which neural network technologies concern. It is determined that with sufficient consideration of previously studied indicators of the level of economic stability of the telecommunications company is a prerequisite for developing a model based on which you can reliably assess and predict trends and ensure economic stability of the telecommunications company depending on the level of risks. external environment. Within the framework of improving the theoretical-methodological and organizational-methodological approaches to telecommunication enterprises, a mechanism for ensuring economic stability has been proposed for implementation. The presented mechanism is based on certain components of the mechanism of economic stability of the telecommunications enterprise, the formation and implementation of certain organizational and economic measures, which accelerates the flow of information resources in communication flows, increases the ability to make effective management decisions.

МЕТОДОЛОГІЧНІ АСПЕКТИ ФОРМУВАННЯ КОНЦЕПЦІЇ СТРАТЕГІЧНОГО УПРАВЛІННЯ ЕКОНОМІЧНОЮ СТІЙКІСТЮ ТЕЛЕКОМУНІКАЦІЙНОГО ПІДПРИЄМСТВА

The article identifies the need to develop methodological aspects of the formation of the concept of strategic management of economic stability of the telecommunications enterprise, which operates in modern crisis conditions. The proposed concept of strategic management of economic stability is formed on the basis of a targeted approach to the activation of certain local mechanisms for strategic management of economic stability of a telecommunications company in the current coronavirus crisis. The scientific novelty of this concept is to determine the methodological approaches and directions of meeting the needs of the telecommunications enterprise in working capital on the basis of activating local mechanisms of strategic management of its economic stability. The difference of the proposed local mechanisms from other mechanisms of the financial sphere of the enterprise is the presence of a common category – working capital, which means that the organizational and economic mechanism of strategic management of economic stability of the telecommunications company operates on the basis of working capital to finance measures to ensure it. It is determined that for the effective organization of strategic management of the enterprise it is necessary to use modern management concepts. It is established that the methodology of strategic management of economic stability of a telecommunications enterprise is formed on the basis of synergetic effect and complex interaction of system, process, functional, target, resource, synergetic, situational, strategic and integrated approaches. external influences, financial flows, foreign economic activity and control over the level of economic stability in the direction of its provision and increase in the long run. Thus, due to the fact that the telecommunications company is constantly experiencing dynamic market fluctuations, crisis processes of the national economy and acute need for capital, the need to form mechanisms for strategic management of economic stability of the telecommunications company in the form of certain theoretical and methodological principles. the practical implementation of which will promote the mobilization and efficient use of financial resources.

Peculiarities of formation of potential of telecommunications enterprises

The purpose of the article – to analyze the peculiarities of forming the potential of a telecommunication enterprise and to suggest ways to increase the efficiency of its use. Research methodology. In the process of preparation of the article the methods of analytical, statistical and financial analysis were used. A scientific novelty is the proposal to use effective indicators of economic efficiency of the enterprise, such as profitability, profitability, cost, return on resources, investment, etc. to assess the effectiveness of the formation and use of the potential of the telecommunications enterprise. Conclusions. 1. The study of trends in the formation of the potential of telecommunications enterprises in Ukraine has determined that the pace of its development corresponds to the basic principles and principles of the concept of economic development and strategy of information society development adopted in Ukraine. The development of the economy of telecommunications enterprises is facilitated at the state level by developing new legislation in the information and telecommunications technologies sector in Ukraine, discussing and adopting new strategies for digital transformation aimed at using big data, blockchain, cloud technologies, robotics and the Internet of Things. 2. It is determined that the potential of a telecommunications enterprise is a unity of organizational, technical and information capabilities that contribute to the preparation and adoption of management decisions and influence its development. Features of capacity building determine the following components that ensure its functioning: software and hardware; personnel; information (databases); organizational, marketing, technical, technological, etc. 3. The system of financial indicators for definition of efficiency of functioning of the formed potential of the telecommunication enterprise is offered. 4. To ensure the formation of a strong potential of the telecommunications company in the work identified a number of key measures, including the creation of information systems, ensuring its operation by special staff, information security, creating new digital products and services, e-commerce and digital marketing. business analytics and big data management, etc. Key words: telecommunication enterprises, capacity building, potential structure of telecommunication enterprise, evaluation indicators, state support.

THEORETICAL AND METHODOLOGICAL BASES OF ASSESSMENT OF ECONOMIC STABILITY OF THE TELECOMMUNICATION ENTERPRISE IN THE CONDITIONS OF UNCERTAINTY

The article describes the business peculiarities of the telecommunications enterprise and it has been established that changes in the external environment of its activities on their own grounds are a significant factor. This affects the conditions for the implementation of these activities and is a source of a constant threat of results deterioration of these activities, or even its disruption. After all, it is uncertainty that creates the conditions for the emergence of certain barriers in the implementation of measures for strategic management of economic sustainability, leads to a decrease in mobility and adaptability in the development and implementation of strategic measures, contributes to the deformation of key tasks of strategic management, as well as reduces the ability of the enterprise to be characterized by sustainable economic development. The purpose of the paper is to analyze theoretical and methodological formation bases of a set of indicators for assessing the economic stability of a telecommunications enterprise, which operates in modern conditions of uncertainty. Methodology. The study has been carried out on the basis of studying the forms of manifestations, content of uncertainty and sources of risk for the telecommunications company; theoretical and methodological principles of assessing economic stability have been determined through financial analysis; analysis of selection criteria, which are based on the formation of a set of indicators for evaluating the activities of a telecommunications company in conditions of uncertainty, justifying the adequacy of the level of its economic stability, has been performed. Results. In the course of the research the list of sources of risk for the telecommunication enterprise has been defined, the complex of estimating indicators of its economic stability has been formed. It has been established that the key source of uncertainty in the functioning of the telecommunications company is the financial component; it is on its basis that we can assess the economic consequences of both crisis effects and anti-crisis measures. Practical implications. The practical significance is to obtain the economic effect of increasing the economic stability level of the telecommunications enterprise that operates in modern conditions of uncertainty. Conclusions. The defined criteria of selection of indicators taking into account their characteristics represent a basis of a complex formation of balanced indicators of the economic stability estimation of the telecommunication enterprise in the conditions of uncertainty. The indicators of the financial component of a set formation of balanced indicators are characterized by a key role, and their choice should depend on the stage of business development of the telecommunications enterprise, which operates in conditions of uncertainty.

НЕОІНСТИТУЦІОНАЛЬНІ ПРИНЦИПИ ФОРМУВАННЯ КОНЦЕПЦІЇ СТРАТЕГІЧНОГО УПРАВЛІННЯ ЕКОНОМІЧНОЮ СТІЙКІСТЮ ТЕЛЕКОМУНІКАЦІЙНОГО ПІДПРИЄМСТВА

The article discusses according to the classical approach, businesses have freedom of economic relations. There is free competition, the market's ability to self-regulate. It also follows from the classical approach that the economic stability of the enterprise depends only on itself, that it is self-regulating and does not need to develop measures to ensure it. The need for the introduction of strategic management of economic stability of the enterprise is eliminated, which necessitates research in the direction of forming neo-institutional principles of forming the concept of strategic management of economic stability of the enterprise, including telecommunications. Generalizations about the essence of the basic tenets of neo-institutional theory are as follows: the company has economic independence, the negative consequences of risk and uncertainty close to the loss of economic stability are possible if the transaction costs increase, there is a conflict between the company and its founder (owner). issues related to the formation and regulation of capital structure, the presence of certain defects in contractual relations. Issues related to economic sustainability management are not being studied. Formation and provision of economic stability of the telecommunication enterprise which carries out the economic activity in the conditions of risks and uncertainty is possible on the basis of realization of introduction of certain mechanisms. The concept of strategic management of economic stability of telecommunications enterprises is formed by the need to address three problematic aspects: low profitability of telecommunications enterprises with a small resource potential; lack of stable growth of telecommunications enterprises; gradual loss of investment attractiveness by telecommunications enterprises. These problematic aspects necessitate the application of a certain methodological approach to the development of the concept of strategic management of economic stability of the telecommunications enterprise on the basis of the provisions of positive economic science.

Actualization of the issues of the telecommunication sphere development of the Republic of Kazakhstan

The telecommunications industry is one of the few sectors of the national economy that has managed to survive a period of general decline in the national economy and is currently an attractive niche for attracting investment. This industry is characterized as the “circulatory” system of the state. In addition, the telecommunications industry is the most important sector of the economy, ensuring the functioning and coordination of all government systems and, of course, is currently designated as dynamically developing. All this determines the interest and relevance for the author's research. The article discusses the conceptual construct of studying the real sector of the economy in the framework of management approaches. The main positions of the Strategic Plan for the Development of the Republic of Kazakhstan up to 2025 and the «Digital Kazakhstan» Program in the framework of the strategic planning of the national economy are stipulated and specified. The development of the telecommunications market, which is becoming the most important element of the economic development of the Republic of Kazakhstan and strengthening the country's authority in the international community, has been systematized. On the example of «KazTransCom» JSC, the production activity of a telecommunications enterprise is shown taking into account the use of elements of modern management, including the competency model. The author’s research results are shown, the goal of which is the achievement of strategic goals by the personnel of a particular enterprise. The article discusses the issues of qualitative growth of the telecommunications system, the competitiveness of the industry. Attention is focused on modern industry trends and prospects. According to the results of the study, relevant conclusions were drawn related to the feasibility of monitoring.

ХАРАКТЕРИСТИКА ПЕРЕДУМОВ ФОРМУВАННЯ ПРОЕКТІВ РОЗВИТКУ ПІДПРИЄМСТВ СФЕРИ ТЕЛЕКОМУНІКАЦІЙ УКРАЇНИ

У статті розглянуто сучасних стан сфери телекомунікації в Україні та світі. Підкреслена роль інформації в сучасних умовах, як один із національних ресурсів, які складають національне багатство країни. Виявлено, що інформатизація суспільства висуває нові високі вимоги до якості і ефективності функціонування телекомунікацій. Визначено, що сфера телекомунікацій – є одним із секторів економіці, який найбільш швидко розвивається на ринку в світі. Розглянуті особливості телекомунікаційної галузі. Визначено в чому полягають тенденції зростання сфери телекомунікаційних послуг. Також виділені основні сегменти телекомунікацій, якими є послуги мобільного, фіксованого телефонного зв’язку та фіксованого доступу до мережі інтернет. Зазначено роль держави в підтримки телекомунікаційної галузі. У статті визначено значення проектів в процесах життєдіяльності підприємств, стимулювання економічного зростання організацій сфери телекомунікацій. Та взагалі розглянуто вплив розвитку телекомунікацій на загальний розвиток держави.