Problems of developing a strategic planning methodology for regional socio-economic systems

The issues of the methodology for developing regional strategies have been considered in three aspects: firstly, from the position of restrictions on the use of traditional strategic planning schools in relation to the regional socio-economic systems; secondly, in the context of the characteristics of the region as an object of strategic planning; thirdly, taking into account modern realities of information technology development and management decision-making tools. It has been it has been revealed, that traditional strategic management schools take into account only a certain aspect of strategizing and have limited application for regional systems. The peculiarities of the region have been have been disclosed as an open complex system, occupying an intermediate level in the public administration system, characterized by a non-linear development and informational openness of management.The complex nature of a region affects the fact, that a regional strategy is a mechanism for coordinating the long-term interests of various stakeholders of a territory. This happens both through their participation in determining strategic priorities and selecting specific strategic projects at the goal setting stage, and through the use of special model tools, which are characterized by the presence of built-in interaction loops for different classes of economic situations and allowing them to adapt their resource strategies while agreeing on common goals of functioning. It has been ascertained, that the current stage of economic development is characterized by features related to the development of information technologies and management decision-making tools, which determines the need to expand the methodological and methodical base of the regional strategic planning.In total, the analysis shows, that in the context of the adaptive behavior of economic agents of the region, the uncertain external and internal environment, traditional methodological approaches and methodical tools become of little use in the actual practice of regional governance. The effective direction of improving the methods of strategic planning in these conditions is the use of adaptive management and simulation modeling technologies based on modern information technologies.

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Modern Information Technologies: Obstacles and Assistants in Management Decision-Making. Article Two. Opportunities

Administrative Consulting ◽

10.22394/1726-1139-2021-6-10-16 ◽

2021 ◽

pp. 10-16

Author(s):

V. A. Shamakhov ◽

N. M. Mezhevich

Keyword(s):

Decision Making ◽

Information Technologies ◽

Information Support ◽

Management Decision ◽

Quality Of Information ◽

Management Decision Making ◽

Long Time ◽

Filter Bubbles ◽

Main Effects

The dependence of management decisions on information support is not a debatable issue for a long time. However, the changing quality of information creates both new challenges and new opportunities in the information and analytical field. The decision-making process, which would seem to be facilitated by digitalization, is actually becoming more complicated. As one of the main effects of digitalization, we note the apparent availability of information. In fact, simple facts that create an information network no longer become, moreover, they become smaller, or rather, their availability decreases. The necessary information sinks in the ocean of information noise. Echo chambers and filter bubbles exacerbate this problem. At the same time, the possibilities provided by the effects of echo cameras and information bubbles remain low.

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Some Analytical Aspects of Business Integration

International Conference on Eurasian Economies 2012 ◽

10.36880/c03.00575 ◽

2012 ◽

Author(s):

Tatyana Ivanyuk ◽

Vasiliy Aryshev

Keyword(s):

Decision Making ◽

Individual Case ◽

Business Environment ◽

Strategic Decision ◽

Risk Level ◽

Management Decision ◽

Complex Nature ◽

Integration Process ◽

Realistic Assessment ◽

Management Decision Making

A success of any business activity is depending on the level of the business competition to a large extent. Not every firm can properly retain its positions in the stiff competitive environment. The changes in the external business environment may induce the reorganization of the business in the form of company integration. There are also integration process in the Kazakh economy. However, despite high activity of integration processes in the business, they are not quite effective. This is primarily associated with the fact that integration processes are characterized by complexity of internal mechanisms, irrespective of the type of business amalgamation. The strategy of business amalgamation must be based on the data of thorough economic analysis. Given a complex nature of transactions in various types of amalgamation as well as a high risk level determined by uncertainty associated with the strategic decision-making, such system of indicators should be built as complex multi-tier structure excluding the possibility for unification. Each individual case of amalgamation is characterized by a unique set of factors influencing the conditions in which the integration process is performed. However, one may outline such indicators that are mandatory but are not always sufficient to substantiate the management decision-making about the appropriateness of the integration process, its feasibility, the degree of risk and the extent to which such amalgamation is efficient. A proper buildup of a complex system of indicators would allow giving a realistic assessment of economic practicability of the integration process and determining the level of its efficiency.

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Management Decision-Making in Socio-Economic Systems Including the Formation of Their Rating Based on the Intelligent Technologies

2019 XXI International Conference Complex Systems: Control and Modeling Problems (CSCMP) ◽

10.1109/cscmp45713.2019.8976874 ◽

2019 ◽

Author(s):

Elena Makarova ◽

Elena Zakieva ◽

Elvira Gabdullina

Keyword(s):

Decision Making ◽

Management Decision ◽

Economic Systems ◽

Management Decision Making

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METHOD OF STRATEGIC PLANNING AND MANAGEMENT DECISION-MAKING CONSIDERING THE LIFE CYCLE THEORY

Baltic Journal of Economic Studies ◽

10.30525/2256-0742/2017-3-5-175-182 ◽

2017 ◽

Vol 3 (5) ◽

pp. 175-182 ◽

Cited By ~ 2

Author(s):

Tetiana Kniazieva ◽

◽

Yuriy Kolbushkin ◽

Sergiy Smerichevskiy ◽

◽

...

Keyword(s):

Decision Making ◽

Life Cycle ◽

Strategic Planning ◽

Management Decision ◽

Life Cycle Theory ◽

Planning And Management ◽

Management Decision Making

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Modern Information Technologies: Obstacles and Assistants in Management Decision-Making. Article One. Obstacles

Administrative Consulting ◽

10.22394/1726-1139-2021-5-10-16 ◽

2021 ◽

pp. 10-16

Author(s):

V. A. Shamakhov ◽

N. M. Mezhevich

Keyword(s):

Decision Making ◽

Information Technologies ◽

Information Support ◽

Management Decision ◽

Quality Of Information ◽

Management Decision Making ◽

Long Time ◽

Filter Bubbles ◽

Main Effects

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Universal rapid method of assessment and management decision-making of situational problems in the enterprise

Proceedings of the Voronezh State University of Engineering Technologies ◽

10.20914/2310-1202-2019-2-359-376 ◽

2019 ◽

Vol 81 (2) ◽

pp. 359-376

Author(s):

D. A. Shageev ◽

T. A. Chuhonceva

Keyword(s):

Decision Making ◽

Information Technologies ◽

New Method ◽

Management Decision ◽

Practical Implementation ◽

Benjamin Franklin ◽

Management Decision Making ◽

High Level ◽

Method Of Evaluation ◽

Method Of Assessment

Situational approach in management does not lose its relevance for a hundred years. During this time he constantly developed, being a part of various concepts, methodologies, methods, techniques and other forms of theoretical and practical implementation of scientific thought in different areas of human activity. The results of the analysis of scientific sources in the article over the past eight years confirmed the presence of the situational approach unlimited development potential. As one of the ways to develop the situational approach, the authors propose a new method of evaluation and management decision-making problems of a situational nature in the enterprise. In contrast to the existing methods, the proposed method is characterized by a high level of efficiency and versatility. The methodology provides decisions to the problems of situational nature of the three categories of complexity. For each category there are special forms in the form of different hierarchies. To reduce the number of possible errors and improve the efficiency of the methodology implementation, a special algorithm, as well as the necessary instructions for users, have been developed and presented. In addition, various information technologies are provided as tools for the implementation of the methodology. The method of analysis of T. Saati hierarchies was used as the core of the new method. The method of decision-making by Benjamin Franklin was adopted as a complement of the method. The final part of the article presents the results of testing the proposed method. In the majority of users of a technique really noted its universal and express properties. Thus, according to the results of testing at the enterprises, the technique is recognized as effective and viable.

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Centralization and Effectiveness of Reward Management in Multinational Enterprises

Journal of Personnel Psychology ◽

10.1027/1866-5888/a000195 ◽

2018 ◽

Vol 17 (2) ◽

pp. 55-65 ◽

Cited By ~ 1

Author(s):

Michael Tekieli ◽

Marion Festing ◽

Xavier Baeten

Keyword(s):

Decision Making ◽

Social Identity Theory ◽

Multinational Enterprises ◽

Role Identity ◽

Management Decision ◽

Role Identities ◽

Management Decision Making ◽

New Perspective ◽

Subsidiary Managers ◽

The Relationship

Abstract. Based on responses from 158 reward managers located at the headquarters or subsidiaries of multinational enterprises, the present study examines the relationship between the centralization of reward management decision making and its perceived effectiveness in multinational enterprises. Our results show that headquarters managers perceive a centralized approach as being more effective, while for subsidiary managers this relationship is moderated by the manager’s role identity. Referring to social identity theory, the present study enriches the standardization versus localization debate through a new perspective focusing on psychological processes, thereby indicating the importance of in-group favoritism in headquarters and the influence of subsidiary managers’ role identities on reward management decision making.

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