scholarly journals The System of Strategic Management of Innovation Development of the Furniture Enterprises

2014 ◽  
Vol 14 (2(2)) ◽  
pp. 420-426
Author(s):  
A. V. Sukhorukov ◽  
Keyword(s):  
Strategic Management ◽  
Innovation Development ◽  
Management Of Innovation

scholarly journals INTEGRAL ASSESSMENT OF THE STRATEGIC MANAGEMENT SUPPORT LEVEL OF THE ENTERPRISE INNOVATIVE DEVELOPMENT

2019 ◽  
pp. 149-155
Author(s):  
Volodymyr Marchenko
Keyword(s):  
Strategic Management ◽  
Integrated Assessment ◽  
Negative Impact ◽  
Innovation Activity ◽  
Innovative Development ◽  
Management Support ◽  
Innovation Development ◽  
Innovation Activities ◽  
Management Of Innovation ◽  
Integral Assessment

The article presents the results of research of separate aspects of the process of complex assessment of the strategic management level of the enterprise innovative development on the basis of the methodology of multi-purpose analysis of the situations of making managerial decisions in conditions of uncertainty, conflict and risk. An appropriate system of generalized and partial indicators of the functioning of the enterprise, which influence the level of its innovation development, is formed. It includes: 1) a subsystem of the indicators of a generalized assessment of the state of organizational, technical and economic development of the enterprise; 2) a subsystem of effective quality indicators for assessing the level of strategic management of innovative development of the enterprise. In order to carry out the analysis of the factors impact on the results of the innovation activity of the enterprise, a modified aggregate rating criterion is chosen. It is based on the average geometric value of the detailed indicators. The above-mentioned facts allow obtaining integrated assessments of the level of strategic management of innovative development of the enterprise by reducing the negative impact of the levelling of individual indicators, the values of which fall out of the general trend of the studied processes. It is noted that the property of taking into account the antagonism of the economic environment is inherent to the recommended for use in the process of integrated assessment of the level of strategic management of innovative development of the enterprise by the average geometric meanings of the detailed indicators that characterize the situation of making innovative decisions. Thus, to some extent, it is possible to take into account the continuous overall impact of the competitive environment of the enterprise. In order to carry out an in-depth study of assessments of the level of strategic management of innovation development and innovative activity of the enterprise as a whole, a structural diagram of construction of a functional of estimating the integral indicator of the formalized situation of making innovative decisions is formed. The basic scheme of estimation of the level of strategic management of innovation development of the enterprise is developed. According to this scheme, we have determined the key stages of the research. They are the monitoring of key partial performance indicators of an enterprise, which affect the final results of innovation activity; the assessment of the organizational and technical level of development of productive forces of the enterprise; the integral assessment of the level of security and effectiveness of strategic management of innovation activities; the integrated assessment of the level of effectiveness of strategic management of innovative development of the enterprise. The indicator "stock of financial strength" has been determined as a priority indicator in assessing the situation of the adoption of innovative solutions.

scholarly journals Strategic management of innovation development: insights into a role of economic policy

2019 ◽  
Vol 7 (2) ◽  
pp. 1296-1307 ◽  
Author(s):  
Mikhail Yakovlevich Veselovsky ◽  
Marina Alexeevna Izmailova ◽  
Elena Nikolaevna Lobacheva ◽  
Pavel Pavlovich Pilipenko ◽  
Galina Alekseevna Rybina
Keyword(s):  
Economic Policy ◽  
Strategic Management ◽  
Innovation Development ◽  
Management Of Innovation

scholarly journals The Impact of External and Internal Factors on Strategic Management of Innovation Processes at Company Level

Ekonomika ◽  
2020 ◽  
Vol 98 (2) ◽  
pp. 85-96
Author(s):  
Oksana Shatilo
Keyword(s):  
Strategic Management ◽  
Internal Environment ◽  
Internal Factors ◽  
Management Of Innovation ◽  
Structural Interactions ◽  
The Impact ◽  
Innovation Processes

The impact of external and internal factors on organization of operation at company level is studied. The necessity for implementing strategic management of innovation processes at company level is substantiated. The structural interactions of external and internal factors on the organization of company operation are determined; a classification of factors of external and internal environment in the context of strategic management of innovation processes at company level is constructed.  

e-Pay Malaysia: the next 10 years

2014 ◽  
Vol 4 (5) ◽  
pp. 1-16
Author(s):  
Khairul Akmaliah Adham ◽  
Shamshubaridah Ramlee
Keyword(s):  
Strategic Management ◽  
Mobile Phone ◽  
Distribution System ◽  
Service Providers ◽  
Subject Area ◽  
Content Type ◽  
Terminal System ◽  
The Past ◽  
Management Of Innovation ◽  
Telecommunication Companies

Subject area Topics covered by the case include: strategic management processes; and strategies, especially of a platform business. Study level/applicability The case is suitable for use in final-year undergraduate business/management degree programs and MBA or MSc in Management programs. The case can be utilized in courses such as strategic management and management of innovation. For MBA and MSc in management programs, the case can also be utilized in organization theory and design and organizational management, or any courses that cover topics of strategic management and management of innovation. Case overview By December 2010, the e-Pay terminal system was one of the most successful payment platforms in Malaysia. This business, which was launched in 1999, was an electronic prepaid mobile phone reload value distribution system known as e-Pay; it contributed about 80 per cent of the company's annual revenue. Over the past 10 years, e-Pay's terminal system had evolved into a comprehensive payment platform serving many providers on one side and end customers on the other side. However, since the past two years, the company has been facing pressures from their biggest customers on the provider side of its platform, the three giant telecommunication companies (telcos), which had moved to directly deliver reload values to their prepaid subscribers, bypassing e-Pay as the payment intermediary. On the customer side, the number of prepaid subscribers switching to postpaid services was increasing, and this threatened e-Pay's main source of revenue in the prepaid market. In response to this, the company added new service providers to its platform and launched multi-functional cashier machines with reload credits facility. By December 2010, as the market sunk into subscription saturation, the two founders of the company became deeply concerned about the company's future. They wondered if the problems would hinder their company from becoming a dominant payment player in Asia. This case presents an opportunity to discuss strategic posturing of a payment platform company operating in a mobile phone market which was mainly controlled by the telecommunication companies. Expected learning outcomes Understanding of strategic management process and related analysis enable case analysts to apply these concepts in many business situations involving strategy formulation and implementation. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email: [email protected] to request teaching notes.

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