The improvement of economic and social results of the current activity of a construction enterprise and future development of the socioeconomic system is possible by forming and accepting complex arrangements within the mechanism of rationalization of cooperation between elements of the system of construction activity management, directed on establishing the organizational structure, providing balance between existent resources and establishing future aims for achieving economic and social results, observing the functional destination and objective orientation of technological and resource elements of the management system of the socioeconomic development. The conducted studies established that the strategy must provide arrangements as to improvement of the economic mechanism, system of management and planning, economic stimulation, creation of conditions for the effective use of the production potential of an economic enterprise. It was proved, that they are in: realization of profound marketing studies for determining a consumption demand for final construction products in whole and by their most important groups and usage directions; formation of alternative variants of creating final products, taking into account the structure of needs in them and within resources, allotted for the development of a construction enterprise; choice of a variant that mostly satisfies needs for a new strategy, solving socioeconomic tasks at least costs, getting the proper quality of products and raising a competitiveness level of the production potential of a construction enterprise. It allows to state that the development project of a construction enterprise must be based on multi-criteria optimization, oriented on getting the maximal profit and maximal satisfaction of the consumption demand of products, presented on internal and external markets at raising their competitiveness.
Purpose:The aim of this article is to study the scientific approaches for the formation of a competitive strategy of an enterprise through financial resources and organizational culture. Design/Methodology/Approach: We have approached the research using the method of comparison, the method of abstraction, the induction method, the method of systematization, and the method of grouping. The empirical research is based on regression analysis. Findings: Scientific approaches to the essence of "competitive strategy" are arranged in three directions: the action plan, the production of competitive products, and the management solutions. Formation of a competitive strategy is based on the factors of the internal environment and they have been built on the provision of financial autonomy and the skill of building organizational culture. Practical Implications: An important indicator of the effectiveness of financial resources is the assessment of the company's competitive potential. We propose the most promising methods for assessing the competitive environment at the tactical and strategic levels. Originality/Value: The advantages of building an effective organizational culture as part of the enterprise's development strategy are represented by a set of factors, which can be adopted by an enterprise to improve effectiveness.
Strategic objectives and principles that support them should automatically transform into a company concept, detail its status, express intent of the owner and management of the company, when working with customers and the public. Therefore, the implementation of strategic objectives and principles should be formed by the model of complex mechanism of strategic management. Mechanisms of strategic management can be represented as a set of factors; organizational, economic, motivational, technical and technological, legal and policy interventions that convert strategic management to the new, desired state. In practice, these mechanisms are so closely interrelated with each other that it is difficult to separate any natural factor, which is not included in the different mechanism of strategic management but rather belongs to factors of a different nature. Therefore, the selection of strategic management mechanisms on the principle of uniformity is made only by the presence of the main features: economic, organizational, motivational, technical, technological or legal. The fundamental difference between the proposed complex mechanism of strategic management of building enterprise management mechanism, is that the mechanism of strategic management has a modulated condition for achieving the future goals of the company and the future survival under fierce competition. Simulated version of our integrated strategic management mechanism of building company is able to achieve the strategic goals under different business operations. The actual mechanism of strategic management is always specific, and is always aimed at achieving specific goals through the implementation of specific strategies. It is formed whenever administrative decision has taken place by the coordination of all the elements of management mechanism. Some properties have long-term mechanism of action, other properties-a short-term. Strategic management deals with long-term goals, because it is essential in the formation of long-term mechanism of action. Thus, the formation mechanism of strategic management is carried out repeatedly in accordance to the objectives and strategies of the company to promote a certain goal. The result of these influences will bring the facility into compliance with management objectives. If you unable to mobilize the right amount of resources, you have to review or management techniques or readjust management objectives.
The article creates a unified approach to assessing the effectiveness of innovative strategies for the development of construction companies, formulated on the basis of the provisions of scientific approaches to substantiate this aspect. It is proved that in constructing methodological support in this field the authors use the method of systematization, statistical, comparative, trend methods. It is established that in scientific works there are both local and complex approaches to assessing the effectiveness of the innovative strategy of enterprise development, analyzes the parameters of effectiveness at the design stage, the results of implementation and achievement of planned values. It is determined that most of the approaches are related to the internal areas of management, in particular, financial and economic, scientific and technical, innovation (can be assessed separately), market (in terms of market share). It is determined that some authors suggest assessing some of the social effects of the implementation of an innovative strategy for the development of economic entities. The author's approach to methodological support of this issue is presented, based on the use of an integrated approach, combination of indicators of internal and external potential, coverage of traditional financial and economic, scientific and technical, market and public spheres of response to the impact of innovative business development strategy. This author's method includes the following stages and evaluation indicators, in particular: 1) the stage of evaluation of the declared characteristics of the innovative strategy of enterprise development; evaluation of the planned type of innovative development strategy; R&D growth, the planned indicator of relations with customers (consumers), the planned indicator of public contribution; planned indicator of financial and economic result from the use of technologies, programs in production, production and sale of new types of products (services); complex indicator of planned efficiency of use of innovative strategy of development of the enterprise); 2) the stage of assessment of the implemented characteristics of the innovative strategy of enterprise development: analysis of the state of actual changes in forecast indicators; 3) the stage of assessing the achievement of planned indicators.
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