scholarly journals Scientific-theoretical justification of the essence of strategic changes in enterprise

2018 ◽  
pp. 53-63
Author(s):  
Oleksiy Krasnorutskyy ◽  
Evgeniy Gryn ◽  
Tatiana Vlasenko
Keyword(s):  
Strategic Management ◽  
Strategic Change ◽  
Business Environment ◽  
Modern Concept ◽  
Scientific School ◽  
The Future ◽  
Strategic Changes ◽  
Modern Business ◽  
Business Entities ◽  
Definition Of

Relevance of the research topic. The modern business environment is characterized by a number of properties that determine the nature of the activities of business entities. The influence of all these characteristics is constant and prolonged in time, but the forecasting of the peculiarities of this influence remains rather complicated task for management, which determines the relevance of the essence of strategic changes research at the enterprise and the methodology for their planning and implementation. Formulation of the problem. The of the enterprise direction in the long term traditionally belongs to the sphere of strategic management. A high level of dynamics of the external and internal environment requires the development and implementation of a modern concept of strategic change. Despite the importance and urgency of solving this problem, the formation of a scientific school of strategic changes in science has just begun, so determining the nature of strategic changes and the methodology for managing them requires further analysis and development.  Analysis of recent research and publications. In the foreign methodology, the study of organizational changes and the specifics of implementing strategic changes have been carried out over the past 50 years, but in the domestic scientific space these studies began only in the 1990 s. Such foreign scientists were engaged in research on the essence of strategic changes J. Balogun, M. Zundel, D. Gioia, S. Clark, L. Cummings, J. P. Cornelissen, S. Mantere, E. Romanelli, A. A. Sillince, M. Tushman, B. Stal, R. Holt, J. Thomas, K. Chittipeddi, H. Schildt, S. Floyd and others. Among the Ukrainian can be identified: D. Voronkov, A. Grone, I. Liganenko, V. Otenko, I. Topornikov. Selection of unexplored parts of the general problem. The concept of "strategic changes" in the enterprise and the of their properties need to be clarified according to the existing scientific results in the field of strategic management and change management, and based on foreign and domestic concepts of strategic changes. Setting the task, the purpose of the study. The task of the study is to generalize existing approaches to determining the essence of strategic changes, clarify the concepts of "strategy" and "change". The purpose of the study is to develop own definition of the concept of "strategic change". Method or methodology for conducting research. The combination of scientific research methods have been used in the article: analysis and synthesis, logical generalization and comparison, structuring. Presentation of the main material (results of work). The existing approaches to understanding "strategic changes" among domestic and foreign researchers have been generalized. The definition of the concept of "strategy" is given. The essence of the concept of "change" is specified. Own definition of the term "strategic changes" is presented. The field of application of results. The results of this research can be applied in the future scientific search for the formation of strategic changes modern concept that meets the requirements of domestic enterprises. Conclusions according to the article. Strategic changes for domestic enterprises include the development of a management methodology aimed at the proactive strategy formation, including the development of management models, principles, methods and appropriate provision. As a result of strategic changes, an enterprise should create a configuration of the organizational structure, technologies, processes, training procedures and professional development of personnel that in the future must ensure the effective functioning of the enterprise as a reaction to the requirements of the external environment and as a response to its risks.

scholarly journals Strategic company management in the digital business environment

2018 ◽  
Vol 26 (3-4) ◽  
pp. 82-91
Author(s):  
Mykola Gennadiyovych Nikolaev
Keyword(s):  
Strategic Management ◽  
Industrial Revolution ◽  
Design Method ◽  
Business Environment ◽  
Future Research ◽  
Digital Environment ◽  
Doing Business ◽  
Analysis And Synthesis ◽  
Modern Business ◽  
The Impact

Purpose – to analyze strategic company management in the digital business environment. Design/Method/Approach. General scientific methods are applied: systematization, comparison, generalization, analysis, and synthesis. Findings. The essence of strategic management and its significance to a company has been analyzed. The relationship between strategic company management and digital business environment has been elucidated. Basic trends for doing business in the digital environment have been defined. Theoretical implications. Theoretical significance of the research is in the advancement of opinion on the strategic company management in digital business environment. Practical implications. The practical value of the research is in the possibility of applying the results obtained by both international and domestic companies for strategic management in the digital business environment that emerged as a result of the Fourth industrial revolution. Originality/Value. The main trends of modern business in the digital environment have been identified. The choice of strategies of multinational companies has been identified, as well as the areas of their application in digital business environment. Research limitations/Future research. The prospects for further research are to study the strategic management of international companies and analyze the impact of digital business environment on their development. Paper type – theoretical.

scholarly journals ФОРМУВАННЯ БРЕНД-КАПІТАЛУ КЛАСТЕРНОГО ПІДПРИЄМНИЦТВА НА ЗАСАДАХ ЕКОНОМІКИ СПІЛЬНОЇ УЧАСТІ

2020 ◽  
Vol 139 (5) ◽  
pp. 49-58
Author(s):  
Олена Михайлівна Ніфатова ◽  
Яна Іванівна Онофрійчук
Keyword(s):  
Network Architecture ◽  
Technology Development ◽  
Sharing Economy ◽  
Business Environment ◽  
Capital Formation ◽  
Modern Concept ◽  
National Brand ◽  
Goods And Services ◽  
Brand Capital ◽  
Definition Of

The article seeks to explore the issues of building brand capital in cluster entrepreneurship on the principles of sharing economy. To gain better awareness and clarity, the study offers insights on major characteristics and contradictions embedded in the definition of a "sharing economy" which made possible to view it as a new socioeconomic model of doing business, according to which access to goods and services with excess opportunities is provided through online platforms. It is argued that the process of business activity in the frameworks of sharing economy triggers a new pattern of consolidation of individuals, consumers, entrepreneurs and companies (which is an integration association in nature) and therefore, the brand of an individual, consumer, entrepreneur, company or the state as a whole acts as an integrative element in the transition toward the concept of a new, sharing economy. The synergistic combination of structural and consumer capital formation models, substantiation of the main tenets of the modern concept of sharing economy and the projection of specific features of brand capital onto a three-level plane of macro-, mezo- and microeconomic levels offers a new cluster-based entrepreneurship model of building brand capital. Thus, the study of essential trends in brand capital formation within cluster entrepreneurship based on the principles of sharing economy has revealed that the core of this model is the virtual business environment of cognitive interaction of the sharing economy participants. The authors suggest that such simulated organizational structure  with a tiered peer-to-peer network architecture will facilitate the effect of integrity in the process of building the national brand capital (empowering ordinary people and entrepreneurs; utilizing resources effectively; enhancing the degree of corporate social responsibility; realizing the principles of fair distribution of value; more democratic arrangement of entrepreneurship and raising environmental awareness, as well as offering a new pattern of bringing people together) that fits modern global technology development trends.

scholarly journals MOTIVATION OF ENTREPRENEURIAL ACTIVITY IN THE CONTEXT OF THE PROBLEM APPROACH

2020 ◽  
pp. 108-118
Author(s):  
Roman Zavadyak ◽  
◽  
Ivan Kachur ◽  
Kristian Popovych ◽  
Keyword(s):  
Business Environment ◽  
Entrepreneurial Activity ◽  
Modern Concept ◽  
Internal Motivation ◽  
Wide Range ◽  
Method Of Solution ◽  
Place Of Origin ◽  
Definition Of ◽  
Time Of Origin ◽  
Internal Potential

The aim is to study the essence of entrepreneurial activity and modern motivational concepts, which allows you to identify and systematize the main problems of motiva-ting business activity.The study showed that the motivation of entrepreneurial activity is a complex phenomenon that affects both the internal potential of the business and various counterparties and the business environment as a whole. The main elements of motivation of entrepreneurial activity are: self-motivation of a business actor (any activity will not be effective without internal motivation), staff motivation (entrepreneurship is the result of attracting various resources, including labor, which should be stimulated to achieve goals of the organization) and motivation of third parties who contact the business directly or indirectly.The constructed triangle of motivation provides opportunities in the course of practical activity of business to allocate the basic directions of diagnostics of problems of motivation of business activity.The study showed that there is a wide range of problems of business motivation, among which the determinants are: the first group of problems, covering research and activation of motives for starting your own business, starting a business; the second group of problems concerns the definition of the essence of business motivation, is to diagnose the needs on which the modern concept of motivation is based; problems of motivation of entrepreneurial activity are also in the socio-cultural environment, which can stimulate the start of business or inhibit initiative; problems of existence and emergence of contradictions in the process of business activity, which have the prospect of becoming a conflict of interest of various participants in the economic pro-cess. It is proposed to systematize the problems of motivation of entrepreneurial activity on the basis of classification according to the following features: depending on the place of origin, the time of origin, the method of solution, the complexity.

scholarly journals Понятие «предпринимательская среда» в научной литературе

2020 ◽  
Vol 55 (2) ◽  
pp. 52-60
Author(s):  
Yulia V. Galkina
Keyword(s):  
Economic Growth ◽  
Poverty Reduction ◽  
Scientific Literature ◽  
Business Environment ◽  
Business Climate ◽  
Entrepreneurial Climate ◽  
Business Entities ◽  
Definition Of ◽  
Medium Businesses ◽  
Main Factor

В статье проводится обзор мнений различных авторов в отношении понятий «предпринимательская среда», «предпринимательский климат». Описаны существующие в научной литературе подходы к определению данных понятий. Приведены мнения авторов, использующих близкие по смыслу определения, такие, как «бизнес-климат», «бизнес-среда», «экономическая среда». На основании изученных мнений предложено уточнённое определение понятия «предпринимательская среда», по мнению автора, более универсально и полно отражающее значение данного понятия. Ключевые слова: предпринимательская среда, предпринимательский климат, малый и средний бизнес, совокупность объективных и субъективных факторов, субъекты предпринимательской деятельности, субъекты рыночной экономики, главный фактор экономического роста и сокращения бедности. The article reviews the opinions of various authors on the concepts of "entre-preneurial environment" and "entrepreneurial climate". The article describes the existing approaches to the definition of these concepts in the scientific literature. The article also contains the opinions of the authors who use similar definitions, such as "business climate", "business environment", " economic environment». Based on the studied opinions, a refined definition of the concept of "business environment" is proposed, which, in the author's opinion, more universally and fully reflects the meaning of this concept. Keywords: entrepreneurial environment, entrepreneurial climate, small and medium businesses, a set of objective and subjective factors, business entities, market economy entities, the main factor of economic growth and poverty reduction.

scholarly journals Institutional factors of accounting and analytical support of economic security management of enterprises

2021 ◽  
pp. 47-55
Author(s):  
Олександр Михайлович Петрук ◽  
Станіслав Ігорович Василішин
Keyword(s):  
Strategic Management ◽  
Security Management ◽  
Business Environment ◽  
Economic Security ◽  
Information Support ◽  
Institutional Factors ◽  
Institutional Factor ◽  
Fundamental Factor ◽  
Vector Orientation ◽  
Definition Of

The aggravation of the crisis phenomena in the national economy and its further recovery are related to the management of the mechanisms to strengthen economic security, which should be based on the improved methodology of accounting and analytical support as the main source of the relevant and reliable information as to the risks of the business environment. The purpose of the research is to establish the institutional factors of accounting and analytical support of economic security management and justify their possible impact. The authors’ definition of economic security has been given and its place in the system of accounting and analytical support has been characterized. The spheres of the institutional influence on accounting and analytical support of economic security management and their manifestations have been determined. It has been assumed that the most fundamental factor that forms the foundation of economic security management on the basis of accounting and analytical support is the effectiveness and vector orientation of the system of strategic management of the enterprise, as the result of which the multidimensionality of accounting and analytical support in the process of strategic management has been characterized. Possible groups of factors that form economic security and the system of its accounting and analytical support have been considered. It has been established that accounting as a source to achieve trust, understanding and manageability of the economic environment and information support of the management processes embodies the features of an independent institution of socio-economic development. The decomposition of the institutional factor influence of accounting and analytical support of economic security management at the macro, meso and micro levels has been substantiated, which allows predicting the vector of changes and form a theoretical foundation for the development of the theory, methodology and organization of accounting and analytical support during the development of the measures to strengthen economic security of the enterprises.

Development of Local Accounting Theories on the Example of the Theory of Management Accounting of Agricultural Enterprises

2021 ◽  
pp. 197-210
Author(s):  
Vera Savchenko ◽  
◽  
Iryna Smirnova ◽  
Nadiya Smirnova ◽  
◽  
...  
Keyword(s):  
Management Accounting ◽  
International Standards ◽  
Special Importance ◽  
Accounting System ◽  
Managerial Accounting ◽  
Agricultural Enterprises ◽  
Modern Business ◽  
Business Entities ◽  
Time Changes ◽  
Definition Of

Modern business conditions require updating approaches to the management system, and, accordingly, managerial accounting. Therefore, the issues of deepening research of sectoral specifics of managerial accounting acquire special importance and its influence on the organization and conduct of this type of accounting. The purpose of writing an article is to study the features of the interpretation of the content of the term "managerial accounting" and their impact on the organization of this type of accounting in agrarian enterprises. Scientists, who investigated history of development of managerial accounting, diverge in thoughts on the period of managerial accounting and to further periodize its development. For the first time, the introduction of managerial accounting in practical activities of national enterprises was violated in October 1998 with the adoption of a Program for reforming the accounting system with the application of international standards. Most western researchers support the statement that managerial accounting is a process of preparing information necessary to manual for management. Investigation of the content of existing definitions of managerial accounting allowed a number of conclusions. First, it concerns the definition of managerial accounting at the legislative level. Since managerial accounting is a comprehensive area of activity, it indicates the need to amend the text of the Law of Accounting and financial statements where these circumstances are not taken into account. Secondly, when developing a methodology for managerial accounting in domestic agrarian enterprises, it is necessary to take into account, except for the world experience of accounting practice, achievements of domestic scientists, as well as the specifics and real state of functioning of business entities. Thirdly, the spectrum of opinions on determining the managerial accounting system is very wide. In this case, the interpretation of its content over time changes has been presented. Fourth, in existing studies and definitions of managerial accounting in agriculture there is no sector color. One of the most important tasks of managerial accounting for managers of agrarian enterprises should be the formation of complete and reliable accounting information on the results of the activities of production and functional divisions of enterprises. Maintaining management accounting at the enterprise should be theoretically substantiated, methodically justified and suitable for practical use. Awareness of the need and desire to introduce managerial accounting is not enough to implement this intention. The size of the enterprise needs to provide information to all levels of management, as well as the ratio of expenses and benefits from the introduction of managerial accounting should be played crucial value.

Choice of an authoritative style when implementing a survival urgency-based strategic change

2017 ◽  
Vol 10 (2) ◽  
pp. 168-186 ◽  
Author(s):  
Maheshkumar Joshi ◽  
Sanjeev Jha
Keyword(s):  
Organizational Commitment ◽  
Strategic Management ◽  
Middle Managers ◽  
Strategic Change ◽  
Business Environment ◽  
Future Research ◽  
Organizational Survival ◽  
Content Type ◽  
Method Bias

Purpose Extant research suggests that managing strategic change has become a key managerial function and this duty encompasses changes in organizational product-market boundaries and organizational structure among many related organizational activities. The need to achieve strategic change arises because of major shifts in the external environment and the subsequent need for the organization to remain viable and competitive in the changed environment. Therefore, the purpose of this paper is to investigate if middle managers are likely to adopt authoritative style while implementing strategic change when they sense organizational survival. Design/methodology/approach “Sensemaking” literature led to development of the authors’ hypotheses and these were tested using the responses of 117 middle managers. The authors used survey-based instrument to collect data and used regression analysis to explicate the responses of the middle managers. Findings Results indicate that when middle managers sense that the survival of the organization is at stake, they are likely to choose an authoritative style. The authors also investigated the moderating role of organizational commitment, strategic posture of the top management team, and hostile business environment on the relationship between perception of survival urgency and the choice of authoritative implementation style. Only organizational commitment moderates this relationship. Research limitations/implications The authors’ data collection was survey based and the authors used a single source for each questionnaire and this process may lead to possibilities of mono-method bias. However, steps were taken to reduce the resultant mono-method bias. The respondents are from a variety of industries and future research may focus on one specific industry. Practical implications The first implication of this study allows us to expand research focus on the adoption of authoritative style, a research area that is not explored very much. The second implication of the study is that middle managers tend to focus on their emotions when it comes to implementing strategic changes. Using arguments from sensemaking the authors show that the perception of need for survival or the perception that business environment is hostile will determine how strategic change could be implemented. Middle managers must be treated as more than just the implementers of the directives/fiats/orders/edicts that originate from the top. Social implications Role of middle managers in strategic change management is critical and the authors suggest that the perception of organizational survival at risk leads to choice managerial style by middle managers. Originality/value The authors have combined ideas from both the strategic management and organizational development fields to understand successfully the implementation of strategic change in a survival urgency situation. In the past, the strategic management literature focused primarily on understanding strategy formulation process, and the process of implementation was generally neglected. The respondents are from a variety of industries. The analysis indicate that membership to any one firm was not impacting the results obtained by the authors and as such allows for results to generalized.

FEATURES OF STRATEGIC MANAGEMENT OF REGIONS’ ECONOMIC SECURITY

2018 ◽  
Author(s):  
Yuliya Tymchyshyn ◽  
Keyword(s):  
Economic Development ◽  
Strategic Management ◽  
Regional Development ◽  
Action Plan ◽  
Business Environment ◽  
Economic Security ◽  
Regional Level ◽  
Transport Infrastructure ◽  
Strategic Action ◽  
Business Entities

The article develops concept of strategic management as a system of actions necessary to achieve the goals, often in conditions of limited resources. The terms strategy, economic strategy and strategic management of economic security of regions are considered as a specific strategic action plan aimed at developing the economy of the regions, which, in turn, is manifested in the development of social, cultural and other areas of activity of the regions. The principles of strategic management of economic security of regions are characterized: systemic - strategic management should take into account all components of the region’s economy as a system, be aimed at different areas of economic security of both subjects and objects of economic development of regions, strategic measures should be systemic related economic security management processes; regularities - to take into account the regularities of regional development and to have institutional support; planning and continuity - strategic management should be continuous, the directions of economic security should not contradict and agree with each other, be reflected in regional integrated programs; Interactions - measures should be aimed at ensuring the security of regional development and be accompanied by coordinated actions of all participants in this process, including by bringing information to the subjects of strategic management measures. It is noted that the features of strategic management of economic security at the regional level in relation to the national, they include: - the close proximity of diversified regional producers who are able to respond quickly to changes in effective demand; - availability of local labor funds with a concentration of specific skills; - involvement of regional actors in transnational networks; - development of industrial and social regional infrastructure that contributes to economic security. The determinants of the meso-level are substantiated, according to the territorial aspect the following characteristics of the regions should be attributed: - resource provision and potential opportunities of the regions; - regional features; - development of regional infrastructure; - attractiveness of the region (regional level of employment and unemployment; standard of living in the region; investment attractiveness; availability of natural and other resources; branched transport infrastructure). The main obstacles to effective strategic management of economic security of the regions are revealed: distrust of business entities in the methods of public administration and reform of economic relations, administrative barriers and corruption component of economic activity, etc. However, the introduction and implementation of strategic management of economic security of regions in terms of decentralization of management form a competitive business environment, ensure economic development, stability and stability of the economic system of the region through the interest of all actors of economic security.

Making strategic decisions

2019 ◽  
Author(s):  
John Cousins ◽  
David Foskett ◽  
David Graham ◽  
Amy Hollier
Keyword(s):  
Business Environment ◽  
Strategic Decisions ◽  
The Future ◽  
Current Operation ◽  
Definition Of ◽  
The Right

Assessing the achievement of an organisation against its aims and within the business environment leads to the requirement to consider making strategic decisions about the current operation and the future of the organisation. Strategy is the means by which organisations attempt to achieve their objectives. In most organisations there is likely to be a complex set of stakeholders concerned to influence the objectives and hence the strategy of the organisation. Rather than be too concerned about the right definition of strategy it is useful to develop an understanding of what different writers or speakers mean by strategy, i.e. what are the underlying concepts that they are trying to get across?

scholarly journals The Past, Present, and Future of Public Health Surveillance

Scientifica ◽  
2012 ◽  
Vol 2012 ◽  
pp. 1-26 ◽  
Author(s):  
Bernard C. K. Choi
Keyword(s):  
Public Health ◽  
Public Health Surveillance ◽  
Field Investigation ◽  
Health Surveillance ◽  
Modern Concept ◽  
Public Health Action ◽  
The Past ◽  
Epidemiologic Surveillance ◽  
The Future ◽  
Definition Of

This paper provides a review of the past, present, and future of public health surveillance—the ongoing systematic collection, analysis, interpretation, and dissemination of health data for the planning, implementation, and evaluation of public health action. Public health surveillance dates back to the first recorded epidemic in 3180 B.C. in Egypt. Hippocrates (460 B.C.–370 B.C.) coined the terms endemic and epidemic, John Graunt (1620–1674) introduced systematic data analysis, Samuel Pepys (1633–1703) started epidemic field investigation, William Farr (1807–1883) founded the modern concept of surveillance, John Snow (1813–1858) linked data to intervention, and Alexander Langmuir (1910–1993) gave the first comprehensive definition of surveillance. Current theories, principles, and practice of public health surveillance are summarized. A number of surveillance dichotomies, such as epidemiologic surveillance versus public health surveillance, are described. Some future scenarios are presented, while current activities that can affect the future are summarized: exploring new frontiers; enhancing computer technology; improving epidemic investigations; improving data collection, analysis, dissemination, and use; building on lessons from the past; building capacity; enhancing global surveillance. It is concluded that learning from the past, reflecting on the present, and planning for the future can further enhance public health surveillance.

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