RATIONALE FOR THE STRATEGIC DEVELOPMENT VECTORS AND LANDMARKS OF REGIONAL SOCIO-ECONOMIC SYSTEMS AND TERRITORIES

2021 ◽  
Vol 298 (5 Part 1) ◽  
pp. 24-27
Author(s):  
Larysa Skorobogata ◽  
Tetiana Okseniuk ◽  
Keyword(s):  
Strategic Management ◽  
Regional Development ◽  
Economic Systems ◽  
Special Importance ◽  
Strategic Decisions ◽  
Local Authorities ◽  
Strategic Development ◽  
Territorial Structure ◽  
Methodological Approaches ◽  
Regional Product

Reforming the administrative-territorial structure of Ukraine, designed to decentralize the powers and capabilities of local authorities, primarily by expanding the list of their financial capabilities, and helped increase the level of responsibility of local authorities for the level of development of their territories. In this context, the processes of strategic management and substantiation of methodological approaches to the choice of vectors of strategic development, based on specific indicators of regional development, available opportunities and resources, began to gain special importance. The Ukraine’s administrative-territorial structure reform, aimed to decentralize the powers and capabilities of local authorities, first of all, by expanding the list of their financial capabilities, contributed to increasing the level of local leadership responsibility for their subordinate territories level of development. In this context, the processes of strategic management and substantiation of methodological approaches to the strategic development vectors choice, based on specific indicators of regional development, available opportunities and resources, began to gain special importance. The purpose of the study is to carry out a comparative analysis of the regional socio-economic systems development in Ukraine and propose an approach to the strategic development vectors choice and determination of its landmarks in each region. In the article substantiated the necessity of forming a unified approach to identification the strategic vectors and landmarks of regional development. Carried out the analysis of the gross regional product per capita dynamics in Ukraine on the basis of the interval distribution series construction. Five groups of regions are characterized by the level of studied indicator development and substantiated possible vectors and landmarks of eir strategic decisions.

scholarly journals Principles of strategic management for the development of the road transportation system

2021 ◽  
Vol 101 ◽  
pp. 02002
Author(s):  
Natalia Gennadevna Gavrilenko
Keyword(s):  
Strategic Management ◽  
Russian Federation ◽  
Road Transport ◽  
Special Importance ◽  
Road Transportation ◽  
Strategic Development ◽  
The Road ◽  
Development Trajectory ◽  
The Russian Federation ◽  
Development Paths

Strategic development of freight road transport in the Russian Federation requires formation of reliance on fundamental economic theory, the absence of which, as of today, according to a number of well-known economists, is the main cause of emerging difficulties in formation and implementation of strategic documents in Russia. Such documents would include Transport strategy of the Russian Federation for the period up to 2030, and therefore, of special importance is the task of clarifying the key principles for strategic management of the development of the road transport system. The article reviews and substantiates the principles of: “consistency”, “digitalization”, “openness”, “established development trajectory”, “variety of development paths”, “hierarchy of management”, “increasing complexity of motivation”, “awareness” and “feedback”.

Specific Aspects of Strategic Management in Innovative Geographically Distributed Organizational and Economic Systems

2019 ◽  
pp. 15-23
Author(s):  
A. V. Babkin ◽  
E. A. Baykov
Keyword(s):  
Strategic Management ◽  
Organizational Management ◽  
Economic Systems ◽  
Special Economic Zones ◽  
Scientific Methods ◽  
Hierarchical Levels ◽  
Supervisory Boards ◽  
Geographically Distributed ◽  
Methodological Approaches ◽  
Economic Zones

The presented study analyzes the modern models of geographically distributed organizational and economic systems and specific aspects of strategic management of these systems.Aim. The study aims to examine the specific aspects of strategic management of such modern forms of geographically distributed organizational and economic systems as clusters and special economic zones.Tasks. The authors examine the nature and features of the major modern forms of geographically distributed organizational and economic systems, namely, clusters and special economic zones; identify innovative models within these forms: priority development areas, industrial, commercial, and technological parks, technopolises, innovation centers, etc.; substantiate methodological approaches to the strategic management of these innovative formations in general as well as formation of the corresponding organizational management structures and a set of strategies of different hierarchical levels.Methods. This study uses general scientific methods of cognition and strategic management methods to examine geographically distributed organizational and economic systems and their innovative models and to propose a set of hierarchical strategies for the development of innovative formations.Results. In the current context of formation and development of the Russian digital economy, clusters and special economic zones are becoming increasingly widespread forms of geographically distributed organizational and economic systems. This has facilitated the emergence of various innovative models of the corresponding systems: priority development areas, industrial, commercial, and technological parks, technolopolises, innovation centers, technology transfer centers, business incubators, etc. In view of these models, the authors present the specific aspects of their strategic management and provide recommendations on the structure and functions of strategic management bodies – supervisory boards and managing companies. The authors also propose a system of strategies of different hierarchical levels for such formations, including areas for the application of advanced digital and marketing technologies.Conclusion. Economic development has led to the emergence of new forms of geographically distributed organizational and economic systems – clusters and special economic zones. The study substantiates methodological approaches to the strategic management of these innovative formations in general as well as formation of the corresponding organizational management structures and a set of strategies of different hierarchical levels. 

The Methodology for the Evaluation of Youth Economic Potential: Revealing the Resources for Regional Development

2020 ◽  
Vol 11 (1) ◽  
pp. 246
Author(s):  
Olga CHERNOVA ◽  
Ludmila MATVEEVA ◽  
Elena MIKHALKINA
Keyword(s):  
Young People ◽  
Regional Development ◽  
Goal Setting ◽  
Economic Activity ◽  
Economic Potential ◽  
Youth Policy ◽  
Strategic Development ◽  
Strategic Goals ◽  
Methodological Approaches ◽  
Strategic Goal

Among the goals of strategic development in Russia and its regions the main one to be mentioned refers to the task of reaching the trajectory of breakthrough economic growth on an innovative basis. Following this discussion, the goal of the paper is to formulate theoretical and methodological approaches, concepts and tools for assessing the condition and goal-oriented basis of the economic potential of young people as a strategic resource for the regional development. The research provides a conceptual and terminological representation of the multicomponent category ‘the economic potential of the youth of the region’. It also describes a conceptual model of its structural and functional composition and develops and verifies the methods of element-by-element assessment of their potential in the context of achieving tactical and strategic goals of regional development. Finally, the paper proposes the options or creating a roadmap in order to increase the economic activity of young people and a strategic map for the implementation of youth policy in the region from the standpoint of strategic goal-setting.

scholarly journals The Elaboration of Strategic Decisions in the Socio-Economic Systems

2017 ◽  
Vol 41 (1) ◽  
pp. 57-67
Author(s):  
Anna Alekseevna Khanova ◽  
Kristina Igorevna Averianova
Keyword(s):  
Decision Making ◽  
Information Technology ◽  
Strategic Management ◽  
Balanced Scorecard ◽  
Main Idea ◽  
Economic Systems ◽  
Strategic Decisions ◽  
Modern Information Technology ◽  
Multidimensional Modeling ◽  
Modern Information

The article deals with socio-economic strategic management, which implemented on the basis of Balanced Scorecard, multidimensional modeling and its set-theoretic representation. The main idea of the article is using of modern information technology to assist in decision-making. Much attention is given to formalization of SCIPEOmodeling and integration of its sub-model. The process of developing of management decisions is considered. The integration of these tools will improve the management of the system in a situation of total or partial indeterminacy.

Formalization of Regional Strategies with Allowance for the Long-Term Consequences of the Interaction between Internal and External Components of Regional Socio-Economic Systems

2021 ◽  
Vol 27 (11) ◽  
pp. 858-871
Author(s):  
P. A. Bulochnikov ◽  
A. D. Evmenov
Keyword(s):  
Strategic Planning ◽  
Strategic Management ◽  
Regional Development ◽  
Methodological Approach ◽  
Spatial Development ◽  
Basic Element ◽  
Economic Systems ◽  
Competitive Balance ◽  
Interregional Interaction ◽  
Regional Strategies

Aim. The presented study aims to define a methodological approach to the formalization of regional strategies with allowance for the prospective benefits from the interaction between internal and external components of regional socio-economic systems for the national economy.Tasks. The authors determine the essence of strategic management of regional development by analyzing the internal processes of the interaction between subsystems, components, and elements of the region as a complex socio-economic system; compare the specific features of the functioning and interaction of administrative divisions in a planned and market economy; substantiate the principles of mutually beneficial interregional interaction and the need to improve supra-regional economic efficiency in view of the allowance made for the projected effects of interregional interaction in rational strategic planning; define the concept of strategic management of regional socio-economic systems and formulate an approach to the formation of the management process.Methods. This study use general scientific methods, including systems analysis, synthesis, induction and deduction, detalization and generalization, modelling.Results. The process of formation and coordination of regional strategies is conceptualized as a basic element of the organizational mechanism of strategic management of the functioning and development of regional socio-economic systems. A system diagram is provided that makes allowance for three hierarchical levels of management (federal, interregional, regional), each acting on the appropriate level of abstraction and introducing its inherent critical aspects of rational planning of national spatial development. It is shown that strategic planning of interregional interaction at the supra-regional level makes it advisable to develop multi-regional, multi-sectoral computer models that would help to achieve a state of interaction close to economic equilibrium, thus ensuring future functioning of the national economy based on the planning principle applied in a brand new way.Conclusions. The system of strategic management of regional development and interregional interaction should be a multilevel, hierarchically ordered mechanism for the formation and implementation of a strategic plan for the spatial development of the country. Such a system should be aimed at functionally maintaining social and economic, planned and competitive balance between national expediency determined by state strategic priorities and independent regional development guidelines without degenerating into bureaucratic formalism when creating regional development concepts on the one hand and without turning into a constant competitive struggle of divergent interests of the regions on the other. It is advisable to develop an integrated (supra-regional) approach to the strategic management of regions as regional socio-economic systems based on the conceptual organizational-managerial mechanism for their functioning and development. This approach should be aimed at achieving the planned supra-regional efficiency (socio-economic balance) using not-yet-manifested projected interregional synergetic and agglomeration effects from the use of interregional (national) infrastructure, scientifically based implementation of absolute and relative regional advantages in the process of determining and planning future regional specialization at the federal level, deployment and development of the territorial cores of intersectoral clusters serving as the starting points of growth for an optimally balanced crystal lattice of spatial development on the national scale, implementation of interregional interaction of expected quantity and quality, mathematically justified with allowance for the needs of interregional and intersectoral exchange, intra- and intersystem structures, elements, communicative relationships, dynamics and stages of the life cycle of industries, organizations, the ability to adapt to changes in the external environment of the regions included in the system.

scholarly journals METHODOLOGICAL APPROACHES TO STRATEGIC PLANNING OF PUBLIC SECTOR INSTITUTIONS

2005 ◽  
Vol 11 (1) ◽  
pp. 3-15
Author(s):  
Juozas Bivainis ◽  
Živile Tunčikiene
Keyword(s):  
Public Sector ◽  
Strategic Planning ◽  
Strategic Management ◽  
Organizational Structure ◽  
Methodological Approach ◽  
External Environment ◽  
Strategic Decisions ◽  
Methodological Approaches ◽  
Management Approaches ◽  
Stimulation Of

In order to implement strategic planning institutions confront with a great number of problems the basic of which is the choice of methodological approach. In this article particularity of strategic management approaches within institutions is revealed. Special literature does not provide clear methodological recommendations for strategic planning of institutions. Opinions of strategic management commentators are more polemic than recommendations. In the literature two essential approaches to strategic planning are provided, i.e. prescriptive and emergent. Fulfilled researches create preconditions to specify and systematize essential characteristics of approaches. Prescriptive strategic planning can be defined by sufficient foresight of future, systemic complexity, necessary definition, large possibilities of formalization, one‐sided adaptation of strategic decisions with organizational structure, petty stimulation of initiative, stable consistency of planning steps. Emergent strategic planning can be defined by petty foresight of future, fragmentary complexity, weak definition, limited formalization, double‐sided adaptation of strategic decisions with organizational structure, large creativity, unstable sequence of planning steps. This characteristics are being handled as assumptions. According to the prescriptive approach they are favorable for preparing decisions, which are oriented to increase opportunities of institution strategic accordance with its environment demands. According to the emergent approach ‐ they are favorable for preparing decisions which are oriented to emerge institution potential for opportunities used. With regard to inside and external environment factors of institution which predetermine the choice of methodology, the regularities of coherency of factors and methodologies which are suggested to apply for integral combination of approaches in specific institutions situation are defined.

BUSINESS-LEVEL STRATEGIC MANAGEMENT IN CROATIAN TOURISM

2003 ◽  
Vol 9 (2) ◽  
pp. 65-78
Author(s):  
Vinka Cetinski ◽  
Slobodan Ivanović
Keyword(s):  
Strategic Management ◽  
Management System ◽  
Integrated Approach ◽  
Positive Development ◽  
Capital Investments ◽  
Strategic Decisions ◽  
Negative Effects ◽  
Tourist Destinations ◽  
Management Concept

There are few activities so susceptible to the impacts of the macro environment as tourism. In conditions of growing uncertainty, the importance of strategic management is steadily increasing. By studying the environment, by anticipating the future development and implication of trends on enterprises, and by developing appropriate strategies at a number of levels, strategic management seeks to actively influence the increase o f competitive advantages o f both the tourist destinations and tourist enterprises. The term “strategic management” implies a set of management decisions and actions that determine the long-term operations o f enterprises within the management system of tourism: guiding the enterprise by anticipating crucial environmental impacts and internal factors. This management concept is based on the assumption that making properly oriented strategic decisions minimizes the negative effects of the environment and creates strategic advantages for enterprises that can be capitalised only in the medium and long term (Čizmar S. (2001) Strateško upravljanje u funkciji učinkovitog razvoja turističkog ugostiteljstva u Hrvatskoj, doctoral dissertation, University o f Zagreb, Faculty of Economics, Zagreb, p. 3). It represents an integrated approach to strategic management that is the most acceptable for the development of Croatian tourism, as long-term positive results, in both market and financial terms, can be achieved by enterprises within the tourism management system of Croatia only by applying an integrated approach to strategic management, by horizontally and vertically linking the elements of all subsystems of the entire management system and by creating partnering relationships. The Croatian model of strategic management should involve the economic optimisation of all subsystems and systems by establishing efficiency not only across all subsystem elements, but through the system as a whole as well. The level of growth in entrepreneurship and innovations will determine the intensity and speed of positive development changes. These changes will also depend on establishing management responsibilities throughout all segments and managements levels of all subsystems, as well as tourism as an integral system. This paper deals with the issues of strategic management at a micro level with special emphasis on the development of responsibility for managing performance and capital investments.

Methodological Approaches To Quality Management And Strategic Management Integrated System

2021 ◽  
Vol 3 (06) ◽  
pp. 91-98
Author(s):  
Ravshan Abdurahmonovich Isaev ◽  
Keyword(s):  
Quality Management ◽  
Strategic Management ◽  
Integrated System ◽  
Methodological Approaches

The article examines the issues of improving the methodological approaches to the integrated system of quality management and strategic management in textile enterprises.

scholarly journals A Place-Based Approach in EU Regional Development and Its Application in Latvia

2014 ◽  
Vol 4 (1) ◽  
pp. 34-53
Author(s):  
Līga Baltiņa
Keyword(s):  
Regional Development ◽  
Development Policy ◽  
Policy Instruments ◽  
Regional Disparities ◽  
Global Changes ◽  
Local Authorities ◽  
Regional Development Policy ◽  
Strategic Approach

Abstract The EU’s regional development policy is gradually moving from the redaction of regional disparities towards regional development growth. The role and involvement of regional and local authorities in regional development policy is increasing. Global changes and challenges call for a growing need to develop more efficient regional development policy instruments that would result in growth and increased quality> of life. Place-based approach is a strategic approach aimed at the development of territorial resources. The aim of this research is to evaluate the role of place-based approach in regional development, to identify and assess the main elements and opportunities brought by the implementation of such an approach.

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