Strategic analysis of environmental and economic potential of Norilsk metallurgical cluster

Abstract

Strategic significance of Krasnoyarsk territory as well as Arctic Norilsk metallurgical cluster cannot be in contradiction with social sustainability of the region, what is especially important in the context of serious environmental pollution of the addressed constituent entity of the Russian Federation.Thus, the issue on the building a system of strategic analysis and management of environmental-economic potential of Arctic Norilsk metallurgical cluster (ANMC) remains relevant. In preparation of the article we used the methods of systems analysis and synthesis of available information related to the research. Building on existing economic theories, a model of the conception under consideration was introduced, the term 'system of strategic analysis and management of environmental-economic potential of ANMC' was defined and briefly characterized.The results obtained can be used as a methodological framework for the development of strategic documents on several levels: corporate, regional as well as used by the executive bodies for the purpose of justification of the directions chosen for improving socio-environmental-economic sustainability of Krasnoyarsk territory.

Effect of Strategic Management on Organisational Learning: Evidence from the Banking Sector in Nigeria

“…Didwania et al (2020) stress that a learning organisation could be enhanced by top management's ability to strategically implement their core values and strength. This opinion was also supported by Bazhenov and Oykher (2020) and Mutuku and Misango (2020) who assert that firms could utilise strategic analysis to achieve their specific targets and goals. It is yet to be revealed how strategic analysis has led to organisational learning and the extent to which strategic analysis has influenced learning organisation.…”

“…In spite of the explosion in the practice of strategic management, particularly the strategic analysis and strategic implementation components of strategic management, it continues to generate argument from researchers. Several scholars (Angsor & Yusof, 2019;Bazhenov & Oykher, 2020;Mutuku & Misango, 2020;Patrick, Moses & Martin, 2019;Qin, Liu & Tian, 2020) have studied strategic analysis and strategic implementation from the perspective of Internal factors, logistics, information system, environmental factors and economic potential, among others. However, it seems that no study has examined strategic analysis and strategic implementation from the perspective of organisational learning, particularly in the Nigerian banking sector.…”