Effective assessment methodology of the investment climate of a country or region is a guarantee for the continuous socio-economic system development, provided by integrated approach in establishing the environment for their qualitative development and creation of a positive image.The purpose of this article is to examine the investment attractiveness of a region as a basis for effective territorial socio-economic development, relying on a critical analysis of the current methodological approaches of determining the investment attractiveness of the regions of the country and their investment efficiency. Our examination of investment processes in regions and a critical analysis of the results allowed to justify the following features (investment climate tends to deteriorate in recent years; there is instability in relation to the processes of attracting investments into the country; excessive differentiation in distribution of investments by regions remains stable) and to identify the main reasons of unsatisfactory investment activity in regions.
The article examines the phenomenon of digitalization as a key area of digital development. It is established that digitalization is a digital transformation of life, society and business. This is a very important process in terms of active technology development. It is noted that the essence of digitalization is the digitization of services, trade, documents and all spheres of life. Prerequisites for the formation and effective functioning of a competitive environment should be the absence of discrimination and equality of all agricultural businesses and certain segments of the agricultural market. In this way, people will be able to carry out all the necessary processes in electronic format: buy goods, take out insurance, receive documents, etc. It is emphasized that since 2014 the European Commission has been monitoring the digital progress of member states by calculating the Digital Economy and Society Index (DESI). DESI 2021 indicators are analyzed and it is established that the progress achieved in the EU member states in digital development in such areas as human capital, broadband, integration of digital technologies by enterprises and digital technologies, public services is monitored. All Member States have made progress in digitalization, but the overall picture for Member States is ambiguous, and despite some convergence, the gap between EU leaders and countries with the lowest DESI remains significant. The most significant progress compared to last year can be seen in Ireland and Denmark, followed by the Netherlands, Spain, Sweden and Finland. These countries also perform well above the EU DESI average, based on their DESI 2021 scores. In general, Denmark, Finland, Sweden and the Netherlands have the most developed digital economies in the EU, followed by Ireland, Malta and Estonia. Romania, Bulgaria and Greece have the lowest DESI rates. Despite these improvements, it is clear that all Member States will need to make a concerted effort to achieve the 2030 targets set by the Digital Decade for Europe. It is established that Ukraine is only taking the first steps in this new reality. The positive thing is that we are moving. On the negative side, these steps are often carried out according to standards that are incomprehensible to EU countries, and integration with which is another strategic goal of Ukraine.
ENTERPRISE LOGISTIC FUNCTION OUTSOURCING: STRATEGIC CONTEXT Мета-аналіз сучасних тенденцій розвитку аутсорсингу та можливостей його застосування при передачі логістичних функцій за межі діяльності підприємства в стратегічному контексті. Методи. У процесі дослідження використано методи аналізу, синтезу, абстрагування та логічного узагальнення при формулюванні авторського бачення щодо визначення поняття «аутсорсинг», виявлення можливості застосування логістичних підходів та інтеграції управлінських рішень у розробленні загальної стратегії підприємства з урахуванням передачі логістичної функції в аутсорсинг. Статистичний аналіз показав перспективи застосування аутсорсингових послуг і тенденцію розвитку ринку аутсорсингу. Застосування моделювання висвітлило послідовність дій при формуванні і реалізації загальної стратегій з можливістю передачі логістичної функції в аутсорсинг. Результати. У статті розглянуто переваги аутсорсингу та причини його широкого застосування на закордонних підприємствах. Досліджено динаміку ринку аутсорсингових послуг в Україні і виявлено, що щороку прогнозується зростання доходу від аутсорсиногових послуг, якщо підприємства оберуть прибуткові напрями діяльності. Визначено, що в Україні найбільша частка аутсорсингових послуг припадає на ІТ-бізнес, але недостатньо уваги приділяється виведенню інших бізнес-функцій в аутсорсинг у реальних секторах економіки. На ринку аутсорсингових послуг існують певні проблеми, що можуть призвести до значного уповільнення його зростання. До проблем належать: недостатню підтримку держави, непередбачуваність економічного стану, ненадійність партнерських відносин, недостатність методологічних засад обґрунтування управлінських рішень щодо передачі бізнес-функцій в аутсорсинг тощо. Досліджено теоретичні засади аутсорсингу та запропоновано авторське визначення поняття «аутсорсинг». Проаналізовано механізм організації аутсорсингу допоміжних бізнес-процесів підприємств, виявлено недостатність наукових доробок щодо обґрунтування стратегічних рішень передачі непрофільних функцій в аутсорсинг. Узагальнено переваги щодо можливості передачі логістичних функцій в аутсорсинг та види логістичних функцій, які найчастіше передають в аутсорсинг. Передання логістичних функцій в аутсорсинг у сучасних умовах потребує застосування логістичної концепції під час формування та
Objective. The objective of the present article is to develop a mechanism for applying the methodology “Talent Q” and “Talent Pool” as components of the concept of talent management in the enterprise. Methods. The theoretical basis of the study are the works of domestic and foreign scientists on modern approaches to personnel management, views on the nature and features of the concept of talent management, methods “Talent Q” and “Talent Pool”. The following research methods were used to achieve the set goals and objectives: system approach - to determine the essential aspects of talent management, theoretical generalization and comparison - to determine the essential features of the methods “Talent Q” and “Talent Pool”, system analysis and synthesis - to develop a mechanism for implementing methods “Talent Q” and “Talent Pool”, information modeling to develop a model for evaluating the results of the survey and the structural model of the program “Talent Pool”, specification to determine the features of the methods “Talent Q” and “Talent Pool”, graphical and tabular methods - to visualize the study material. Results. The present article highlights the essential aspects of the concept of talent management and features of the implementation of the methods of “Talent Q” and “Talent Pool”. The “Talent Q” methodology is defined as a set of psychometric assessment tools used to select and analyze the personal candidate’s potential and is represented by certain elements, such as indicators, evaluation criteria, parameters and results. A spatial model for assessing the personality characteristics of candidates according to the method of “Talent Q” has been developed. In addition, the study reflects the structural and logical model of the management system of the program “Talent Pool”, which includes three blocks and is long-term. The main objective of the “Talent Pool” program are: development of employees with high potential (HiPo), education of future senior executives and achievement of strategic goals of the enterprise. The result of the research is the development of a mechanism for implementing the methodology “Talent Q” and “Talent Pool” as components of the concept of talent management in the enterprise. The implementation of these techniques, which are part of the concept of talent management, will contribute to the formation of the foundation of development strategy and talent management in the enterprise, which is an organic component of the corporate development strategy. In addition, understanding and understanding the importance of talent as a source of sustainable competitive advantage should contribute to the formation of a competitive personnel management system based on a value-oriented approach to the intellectual abilities of worker.
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