Abstract:The purpose of this study is to develop theoretical aspects and practical approaches to the formation of a strategy for managing the innovation and investment activity of an industrial enterprise at various stages of its life cycle. The article reveals the actual scientific and practical features of innovative and investment activities of economic entities, suggests a methodical approach to determining the probability of transition to an innovative type of enterprise development, developed an algorithm for det… Show more
“…1. Construction of real property should be considered as a complex multi-legged system, the effect of which in practice allows getting maximum effects [12]. 2.…”
Strategic management of construction systems is a process of making decisions that combine goals setting, determination of long-term milestones and their improvement, determination of activity models, redistribution of external and internal resources of construction organizations to achieve the maximum effects of the life cycle of real property erection and operation [1]. Experts from various industries simultaneously participate in the strategic management of the real property life cycle: engineers, financial industry experts, economists, politicians and other participants in investment and construction activities capable of achieving goals and meeting requirements at all stages of real property erection and operation. A special role is played by indicators of the degree of project risks that arise in the course of external changes and can have a negative impact in the form of possible losses on the final results of project implementation. Risks in one form or another are manifested as changes in financial, technical, organizational and other aspects. Therefore, in the process of construction systems strategic management special attention should be paid to the state of risks.
“…1. Construction of real property should be considered as a complex multi-legged system, the effect of which in practice allows getting maximum effects [12]. 2.…”
Strategic management of construction systems is a process of making decisions that combine goals setting, determination of long-term milestones and their improvement, determination of activity models, redistribution of external and internal resources of construction organizations to achieve the maximum effects of the life cycle of real property erection and operation [1]. Experts from various industries simultaneously participate in the strategic management of the real property life cycle: engineers, financial industry experts, economists, politicians and other participants in investment and construction activities capable of achieving goals and meeting requirements at all stages of real property erection and operation. A special role is played by indicators of the degree of project risks that arise in the course of external changes and can have a negative impact in the form of possible losses on the final results of project implementation. Risks in one form or another are manifested as changes in financial, technical, organizational and other aspects. Therefore, in the process of construction systems strategic management special attention should be paid to the state of risks.
“…One of the negative factors of the method of expert assessment, which is minimized within the framework of this approach, is the so-called role of the "dominant personality", which, due to its authority, can convince other experts to be mistaken in the discussion process. Also, the combination of several methods ensures efficient interaction of experts, allowing to increase the number of proposals for analysis (Minaeva et al, 2018;Haiduchok and Dmytrenko, 2018;Rakovich, 2018).…”
This article is devoted to issues of interaction of stakeholders of construction enterprises. First of all, the peculiarities of the construction industry are defined, which form additional requirements for the development of an integrated system for assessing interaction with stakeholders. Second, approaches to the formation of a register of potential stakeholders have been identified. A template for analysis has been developed, and individual examples are grouped by interaction directions. The methodology of identifying potential stakeholders by means of a three-level process of applying different versions of expert assessment methods in order to minimize their negative factor – subjectivity, is proposed. Methods of direct selection of experts and algorithms of their assessment are defined. Proposals to rank stakeholders according to their priority and potential result from their interaction with the construction enterprise have been developed. According to the integral assessment, ways of controlling the processes of interaction with stakeholders of different ranking levels are proposed, recommendations for building a further strategy for managing these processes are given. A system of modeling interaction between construction enterprises and stakeholders to ensure planning, organization, monitoring, and control processes in optimistic, realistic, and pessimistic scenarios has been created. Recommendations for further use of the methodology of integral assessment of the interaction of stakeholders of construction enterprises in practice are given.
“…Определение наиболее предпочтительного паттерна инноваций имеет важное значение для разработки инновационной стратегии промышленного предприятия, поскольку промышленным предприятиям необходима разработка инновационной стратегии с учётом направления деятельности компании, долгосрочных тенденций развития, анализа конкурентов, влияния внешней среды и альтернативных вариантов [2], а также на основе прогнозирования уровня риска [29], при этом, выбор типа инновационной стратегии определяет теория жизненного цикла продукта, позиция предприятия на рынке и проводимая научно-техническая политика [2]. Акцент промышленного предприятия на том или ином паттерне инноваций отражает долгосрочные тенденции развития предприятия, влияние внутренней и внешней среды, в особенности, клиентской среды, выраженное в готовности клиентов к приобретению инновационной продукции, обладающей определённым уровнем новизны, и зависит от позиции предприятия на рынке.…”
Исследование посвящено проблемам разработки методики принятия решения по выбору паттерна инноваций в рамках разработки инновационной стратегии промышленного предприятия. Цель работы — выработка практических рекомендаций по выбору паттерна инноваций в условиях неопределённости и риска. Результаты работы: разработана методика принятия решения по выбору паттерна инноваций, основанная на сочетании двух методов принятия решений: серого реляционного анализа и метода TODIM, с определением весов оцениваемых критериев по методу IDOCRIW.
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