scholarly journals STRATEGIC ENTERPRISE MANAGEMENT AS A MULTIDIMENSIONAL SPACE OF PARADOXES

2021 ◽  
Author(s):  
Lubov Lipych ◽  
Oksana Khilukha ◽  
Myroslava Kushnir
Keyword(s):  
Strategic Management ◽  
Business Models ◽  
Optimal Strategies ◽  
Enterprise Management ◽  
Multidimensional Space ◽  
Strategic Decisions ◽  
Basic Principles ◽  
Ex Post ◽  
New Business ◽  
Effective Use

The expectation of strategic management of the enterprise is an attempt to choose the best strategy. It is established that there are no optimal strategies developed earlier and implemented later. An effective strategy is one that inspires and charges employees with energy: by implementing it, they make it successful. We find out if and to what extent the strategy is successful ex post, after its implementation. A fundamental common feature of successful enterprises is the ability to manage multivectority and paradox. It is substantiated that the paradox of the strategy is that a similar or even the same strategy, well planned and effectively implemented, can bring the company both success and failure. That is, strategies with the best chances of success also carry a high risk of failure. The paradox combines contradictions and is an expression of a cognitive attitude that rejects reductionism, which simplifies reality. Reconciliation of contradictions in business is a fundamental skill and a manifestation of creativity (management as an art). The ability to adaptively search for the ideal balance is called ambidexterity, in the effective use of diametrically different options. The article presents examples of strategic paradoxes faced by the management of enterprises in making key strategic decisions related to development. It is proved that the dualism of paradoxes allows to construct a theoretical multidimensional space of all possible strategies. It includes all completed and implemented strategies, as well as those that have not yet been implemented. The number of possible strategies in such a space is approaching infinity. The introduction of new business models and new strategies can be considered the effect of studying the multidimensional space of strategies. Each new technical or organizational invention may be accompanied by an expansion of this space by adding a new, unknown dimension. It is argued that the multidimensional space of strategic paradoxes is constantly expanding. It is established that the theory of strategic management must constantly solve its main paradox: the use of basic principles (science) and the creation of new solutions (art).

Digital Transformation

2021 ◽  
pp. 16-31
Author(s):  
Chandra Sekhar Patro ◽  
K. Madhu Kishore Raghunath
Keyword(s):  
Business Models ◽  
Digital Technologies ◽  
Digital Transformation ◽  
Product Reviews ◽  
Business Units ◽  
New Business ◽  
Modern Business ◽  
Business Enterprises ◽  
High Level ◽  
Effective Use

Digital transformation and innovative business models are enabling a high level of competition among business enterprises. The worldwide adoption of the internet and an increasing number of associated technologies have strengthened the digital transformation. Digital technologies allow the customers to co-create value by designing and customizing products, perform last-mile distribution activities, and help other customers by sharing product reviews. Digital transformation is an enterprise-wide phenomenon that leads to the development of new business. This is intrinsically linked to strategic changes in the business model as a result of the implementation of digital technologies models, which may be new to the focal business units or industry. The chapter articulates the influence of digital transformation on the performance of business enterprises in the competitive environment. It analyzes the barriers to the effective use of digital technologies and also the digital transference initiatives of modern business enterprises.

Strategic Management's Potential Contributions to a Theory of Entrepreneurship

1992 ◽  
Vol 16 (3) ◽  
pp. 73-90 ◽  
Author(s):  
William R. Sandberg
Keyword(s):  
Strategic Management ◽  
Group Processes ◽  
Top Management Teams ◽  
Management Teams ◽  
Top Management ◽  
Strategic Decisions ◽  
Business Creation ◽  
New Business ◽  
Entrepreneurship Theory

The article offers an overview of strategic management and its various schools of thought, followed by a summary of the field of entrepreneurship and its own disagreements over definition and boundaries. It suggests that strategic management might help resolve such disagreements through its focus on “the entrepreneurial work of the organization,” which is based on variables that describe the organization's industry, resources, processes, and strategy. Finally, the article both describes and proposes contributions of strategic management to entrepreneurship theory, specifically addressing issues of new business creation, innovation, opportunity seeking, risk assumption, top management teams, and group processes in strategic decisions.

scholarly journals The essence and features of the competency-based approach to strategic enterprise management

2021 ◽  
Vol 18 (4) ◽  
pp. 30-40
Author(s):  
Inna Gruzina
Keyword(s):  
Strategic Management ◽  
Professional Competence ◽  
Personal Characteristics ◽  
Strategic Decision ◽  
Enterprise Management ◽  
Strategic Decisions ◽  
Strategic Factor ◽  
Analysis And Synthesis ◽  
Strategic Goals ◽  
Competency Based

Increasing the role of an employee as a determining factor in the economic growth of an enterprise makes managers change the philosophy of management, directing it towards the realization of employees’ unique abilities. The effective implementation of the strategic direction of action depends on the knowledge, skills and personal characteristics of specialists, i.e. competencies that are a source of competitive advantage and a strategic factor in the enterprise development. In this regard, it is necessary to study the competency-based approach features in order to identify the opportunities for application in the strategic management of an enterprise. The purpose of the study is to clarify the essence of the competency-based approach and substantiate the need for its application in strategic management. The object of the study is the process of strategic enterprise management. The following methods were used: abstract-logical, analysis and synthesis – to clarify the essence of the competency-based approach; formation of conclusions; and graphical technique – to visualize the results. The views on the essence of the competency-based approach are analyzed and the lack of research on its importance for ensuring effective strategic management at different levels is noted. Taking into account the transformation of the essence of strategic enterprise management and the significant dependence of its effectiveness on professional competence of strategic decision developers and executors of their decisions, the essence of the competence-based approach is specified. It provides for the involvement of specialists with the necessary knowledge, skills, ability to objectively perceive information, use experience and intuition in determining promising areas of action, and take responsibility for decisions to achieve strategic goals for the implementation of the stages of strategic analysis and strategic selection. This will allow managers to involve employees in the process of making strategic decisions, focusing not only on their job positions, but primarily on the availability of a set of competencies necessary for strategic management and the appropriate level of their manifestation in professional behavior. A likely result can be a reduction in the time for the implementation of the relevant stages of strategic management and an increase in the likelihood of achieving strategic goals due to a correctly chosen strategy of future actions.

scholarly journals A Study on the Relevance between the Progress of IT and Business Ethics in Typical Japanese Organizations

10.28945/2682 ◽  
2003 ◽  
Author(s):  
Sho Hanaoka
Keyword(s):  
Business Ethics ◽  
Business Models ◽  
Code Of Conduct ◽  
Closed Space ◽  
Doing Business ◽  
New Business ◽  
Japanese Companies ◽  
Effective Use ◽  
Implicit Code ◽  
New Business Models

Each lower-level organization within in most Japanese companies has its own implicit code of conduct based on its own organizational culture. The structure of the ordinary Japanese organization is expressible as a closed space surrounded by higher walls on all four sides. Also the walls are expressible as roll-away fences, changing their positions by adapting to the changes in the environment. The position of each wall becomes more indefinite by adapting to new business models such as SCM, ERP, ASP, etc. As a consequence, some of these walls become to invisible from time to time, and most companies are confronted with unconformity and confusion between the organizations in doing business. Moreover, the progress of internationalization adds momentum to the confusion. In this paper, first, the author elucidates the peculiar characteristics of the Japanese organization's culture and problems it poses in bus iness ethics. Then, the issue of using IT on business ethics is discussed. Finally, a "wall-in model" expressing the gaps of the adjacent organizations is proposed. Then we discuss the effective use of IT for solving the problems of business ethics.

scholarly journals BUSINESS MODEL IN STRATEGIC MANAGEMENT OF INDUSTRIAL ENTERPRISE

2020 ◽  
Vol 18 (1) ◽  
pp. 69-76
Author(s):  
Vitaly V. Biryukov
Keyword(s):  
Strategic Management ◽  
Business Model ◽  
Structural Changes ◽  
Business Models ◽  
Industrial Enterprise ◽  
Enterprise Management ◽  
Institutional Variables ◽  
Economic Changes ◽  
Industrial Enterprises ◽  
Cognitive Environment

The author substantiates the necessity of changing the traditional paradigm of the develop-ment of strategic management theories and the formation of business models that have been developed within the economic mainstream. This paradigm does not allow the correct integration of cultural and institutional variables into the developed models and concepts due to exogenous interpretation of their nature. To develop a realistic vision of the mechanisms for forming a business model, an industrial enterprise is proposed to take into account the drastic changes in the cognitive environment that have occurred in the social sciences over the past decades. The article substantiates the position that it is advisable to develop a con-ceptual ap¬proach to the study of business models of industrial enterprises in accordance with the intersubjective nature of economic changes. The place and role of the business model in strategic enterprise management as a special class of complex, self-developing and open system are shown. On this basis, it considered the important aspects of the ap-proach that are associated with the formation of the business model of a company sustain-able competitive advantages taking into account changes in the external and internal busi-ness environment, and endogenous effects of cultural and institutional variables on the im-plementation of strategic changes. It is shown that the creation of an effective business model of an enterprise involves the construction of com¬mon economic and value orienta-tions with all interested parties and the implementation of structural changes in the internal and external environment on a mutually beneficial basis based on the strengths and weak-nesses of ways to create values for customers. The article describes the key components of the business model of the industrial enterprise, peculiarities of forming organizational abili-ties, the main areas of the business model, as well as the peculiarity of the formation of innovative business models in the changing techno-economic paradigm and choice success-ful option for innovative business models. The proposed approach creates a conceptual framework for further study of the processes of creating innovative business models of en-terprises.

DIGITAL ECONOMY AND GLOBALIZATION: THE IMPORTANCE OF DIGITAL ENTREPRENEURSHIP DEVELOPMENT

2020 ◽  
Vol 6 (3) ◽  
pp. 17-20
Author(s):  
Farxod Tursunov ◽  
Keyword(s):  
Business Models ◽  
Digital Economy ◽  
Management Systems ◽  
Entrepreneurship Development ◽  
New Business ◽  
Definition Of ◽  
Digital Enterprise ◽  
New Business Models ◽  
Digital Entrepreneurship

The article discusses the role of the digital economy in the development of the country, how it becomes the basis of the economy, new business models and management systems. The opinion of scientistsis analyzed, a definition of a digital enterprise is given

Kewirausahaan (Entreprenuership) Berbasis Manajemen Strategik bagi Wirausaha Baru di Kecamatan Kebayoran Lama Utara, Jakarta Selatan

2018 ◽  
Vol 1 ◽  
pp. 333
Author(s):  
Sintha Wahjusaputri ◽  
Ahmad Faisal Siregar
Keyword(s):  
Strategic Management ◽  
Community Organization ◽  
Small And Medium Enterprises ◽  
Group Discussion ◽  
Family Welfare ◽  
Start Up ◽  
Work Community ◽  
New Business ◽  
Medium Enterprises ◽  
Creativity And Innovation

Entrepreneurship (entrepreneurship) is a process of applying creativity and innovation in solving problems and finding opportunities to improve life (business and work). Community service activities are focused on small and medium enterprises (SMEs) built by PKK through UP2K in Kebayoran Lama Utara sub-district, in the form of food culinary, clothing, transportation and new business (start-up company). Business people as many as 30 people from various businesses. Methods used: (1) Survey; (2) Focus Group Discussion (FGD); (3) Briefing (Community Organization); (4) Community Development; (5) Learning Methods; and (6) Advocacy. The findings obtained are: (1) nine out of 10 organizations failed to realize SMEs due to no rest; (2) there are 5% of participants who understand the strategic plan; (3) 60% of organizations do not have realization budgets. The objectives of entrepreneurship based on strategic management are: (1) achievement of family economic effort improvement through group / individual business, so as to increase income and family welfare; (2) enhancing the capabilities and qualities of new entrepreneurs; (3) increasing knowledge, skills and skills for new entrepreneurs; (4) fostering groups of community or pre-cooperative economic enterprises in order to improve the family and community economy. Strategic management-based entrepreneurship is expected to promote effective and efficient SMEs for new entrepreneurs.

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