Strategic integration of the enterprises: conceptual model based on knowledge of the personnel
In the article problems of formation and development of the human capital as a key factor of solution of enterprise’s tasks are described. The theory of interested parties is considered. The description of the complicated model of interested parties is presented. The strategic integration model of t...
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Інститут економіки промисловості НАН України
2010
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irk-123456789-239912013-02-13T03:29:09Z Strategic integration of the enterprises: conceptual model based on knowledge of the personnel Voronkov, D. Grynyov, A. Strategic management In the article problems of formation and development of the human capital as a key factor of solution of enterprise’s tasks are described. The theory of interested parties is considered. The description of the complicated model of interested parties is presented. The strategic integration model of the enterprise on the basis of knowledge transfer is developed and described Key words: knowledge, cooperative-integrated strategy, development, changes, management, strategic management, transformation. У статті описані проблеми формування і розвитку людського капіталу як ключового чинника вирішення складних завдань на підприємстві. Розглянута теорія зацікавлених сторін. Представлений опис ускладненої моделі зацікавлених сторін. Розроблена і описана стратегічна інтеграційна модель підприємства на основі трансферту знань. Ключові слова: знання, коопераційно-інтегрована стратегія, розвиток, зміни, менеджмент, стратегічний менеджмент, трансформація. В статье описаны проблемы формирования и развития человеческого капитала как ключевого фактора решения сложных задач на предприятии. Рассмотрена теория заинтересованных сторон. Представлено описание усложненной модели заинтересованных сторон. Разработана и описана стратегическая интеграционная модель предприятия на основе трансферта знаний. Ключевые слова: знания, кооперационно-интегрированная стратегия, развитие, изменения, менеджмент, стратегический менеджмент, трансформация. 2010 Article Strategic integration of the enterprises: conceptual model based on knowledge of the personnel / D. Voronkov, A. Grynyov // Економічний вісник Донбасу. — 2010. — № 4(22). — С. 188-190. — Бібліогр.: 13 назв. — англ. 1817-3772 http://dspace.nbuv.gov.ua/handle/123456789/23991 334:005.95/.96 en Економічний вісник Донбасу Інститут економіки промисловості НАН України |
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Strategic management Strategic management |
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Strategic management Strategic management Voronkov, D. Grynyov, A. Strategic integration of the enterprises: conceptual model based on knowledge of the personnel Економічний вісник Донбасу |
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In the article problems of formation and development of the human capital as a key factor of solution of enterprise’s tasks are described. The theory of interested parties is considered. The description of the complicated model of interested parties is presented. The strategic integration model of the enterprise on the basis of knowledge transfer is developed and described Key words: knowledge, cooperative-integrated strategy, development, changes, management, strategic management, transformation. |
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Voronkov, D. Grynyov, A. |
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Voronkov, D. Grynyov, A. |
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Voronkov, D. |
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Strategic integration of the enterprises: conceptual model based on knowledge of the personnel |
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Strategic integration of the enterprises: conceptual model based on knowledge of the personnel |
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Strategic integration of the enterprises: conceptual model based on knowledge of the personnel |
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Strategic integration of the enterprises: conceptual model based on knowledge of the personnel |
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Strategic integration of the enterprises: conceptual model based on knowledge of the personnel |
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strategic integration of the enterprises: conceptual model based on knowledge of the personnel |
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Інститут економіки промисловості НАН України |
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2010 |
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Strategic management |
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Strategic integration of the enterprises: conceptual model based on knowledge of the personnel / D. Voronkov, A. Grynyov // Економічний вісник Донбасу. — 2010. — № 4(22). — С. 188-190. — Бібліогр.: 13 назв. — англ. |
| series |
Економічний вісник Донбасу |
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AT voronkovd strategicintegrationoftheenterprisesconceptualmodelbasedonknowledgeofthepersonnel AT grynyova strategicintegrationoftheenterprisesconceptualmodelbasedonknowledgeofthepersonnel |
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2025-07-03T03:27:58Z |
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1836594788015538176 |
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188
Економічний вісник Донбасу № 4 (22), 2010
D. Voronkov, A. Grynyov
Strategic management
The economy of Ukraine and its further development
depends more and more on universal tendencies and
processes occurring in the economic globalized space.
Ukraine which is geographically located between Euro-
Atlantic and Euro-Asian areas feels sharply both negative
and positive effects of the globalized processes complicated
by the world financial and economic crisis that captured
almost all vital spheres of a society. Economic globalization
has sharpened the competition level between commodity
producers. It has also complicated activity of the enterprises
which have appeared not ready to work effectively in crisis,
constantly changing environment. The necessity of
adapting to these conditions if they want to preserve their
viability compels the enterprises to make innovative
changes having a strategic value.
Innovative changes in the given context should be
understood as the development of a new model by the
enterprises or the behavior form in market conditions that
should find the reflection in mission, vision, values, that is
both in the strategy and under strategic management.
P.Senge pays attention to this feature in the work «the
Fifth discipline» «... In realities of the global market there
is no such concept as« the end result », and is continuously
progress to the next object in view» [1, p. 17].
It would seem that objective changes which are
derivatives of expansion and deepening globalization
processes should promote active application of such
methods of strategic management by enterprises, which
are directed not only to internal business processes of
creation of cost, but also to long-term presence in the
markets, synchronization of the basic business processes
and model of planning and management on the basis of
uniform information channels with suppliers and
consumers on all extent of a logistical chain, specialization
on key competencies of all participants, expansion of
partner relations for increasing the general level of
competitiveness of managing subjects interconnected
among themselves. However, the analysis of 80 industrial
enterprises in Ukraine has shown that «they have yet
crystallized complete system of strategic management
though some of them have its separate elements which
yield results» [2]. It is represented that such position,
along with the reasons of subjective character (a lack of
knowledge among top-managers and top managers
concerning receptions and «conducting» methods to the
planned purpose, its inexact formulation, the frivolous
relation to the statement of a question on necessity of
changing and working out of the effective strategy with
its obligatory conformity to available potential) is
substantially caused by insufficient development of
theoretical and methodological approaches which would
consider strategic management as the doctrine of
organization of changes in unity with other scientific
directions, and first of all with such ones as institutional
economy and economy of knowledge within the limits
of a uniform model. Such conclusion arises in connection
with a postulate that tendencies of the institutional national
economy developments should coincide with a vector of
economic development. And it means that ability of the
enterprises to reach successes in competitive struggle
appreciably depends on working out and realization of
the cooperative-integrated strategy which provides a
constant transfer of innovative knowledge between
subjects of economic or social relations for achieving a
financial synergy, creation of social and cultural images
of interaction and improvement of interrelations of
production that is characteristic for the institutional
economic theory and important for «investment» of
knowledge in the goods, process of its creation, in the
purpose of the enterprise and actually in knowledge of
the personnel [3]. Such interpretation allows to use
simultaneously the neoclassical economic theory,
institutional economic theory and the theory of interested
parties. However, in the given work we did not put the
aim to reveal advantages of any theory, and found
possibilities of their association within the limits of a
uniform paradigm of strategic management.
As the key factor of solution of these tasks, works
of many known foreign and domestic scientists and
experts are devoted to the problems mentioned above,
and also the problems of formation and development of
the human capital. The results of investigation of the
УДК 334:005.95/.96
D. Voronkov,
PhD (Economics),
A. Grynyov,
East-Ukrainian National University named after Vladimir Dal’,
Lugansk, Ukraine
STRATEGIC INTEGRATION OF THE ENTERPRISES:
CONCEPTUAL MODEL BASED ON KNOWLEDGE OF THE PERSONNEL
189
Економічний вісник Донбасу № 4 (22), 2010
D. Voronkov, A. Grynyov
problems concerning the organization of strategic alliances
and strategic integration, management of knowledge,
creation of a synergy of the organization by means of
the balanced system of indicators, balance of interests
of interested parties in management of business processes
are presented in several fundamental monographs [4-10].
However, in these and other works a complex
consideration of questions concerning strategic
integration in such sphere as strategic management is
insufficiently described.
In the given article the attempt is made to present a
functional-methodological model of integration
communications which would give the chance to
understand interrelation of different scientific directions
(theories) in questions of strategic changes in the context
of strategic management of modern enterprises.
Conceptually, as a starting point in creation of such
model was taken the theory of interested parties. Charles-
background-Klauzevits, the great German strategist of the
19th century, underlined that the first problem of any theory
— accurately to define terms and concepts to avoid mess
[11]. Following this advice, we will state substantive
provisions of the theory of interested parties. One of the
first ideas of the account of interests in company
management was formulated by the economist R.Frimen
in 1984 who has proved that strategic management of
firms of private sector can be much more effective and
more productive if managers consider the interests of
different interested parties (stakeholders) [4]. Assuming
as a basis the given thesis, it is possible to refer to the
stakeholders shareholders, investors, suppliers, clients
(consumers, buyers), managers and the personnel of the
enterprise, competitors, the state structures, public
associations and other interested groups. The stakeholders
are considered by us as active participants of aim setting
process, and their strategic interaction is carried out through
the system of straight lines and feedback.
The mutual relations shown in the model which have
the name «contracts» are considered as contributions of
various interested parties in exchange for benefits and
stimulus which are provided by the enterprise. Thus,
contributions can be material, monetary, physical and non-
material (knowledge). Stimulus (benefits and
indemnifications) also can get various forms, including
an exchange of knowledge which is provided by the
enterprise to interested subjects. Contributions and
stimulus (benefits) have a relative character that does an
exchange between two parties mutual. Mutual is also the
responsibility which is incurred by the parties. Therefore,
the practical value of the theory of interested parties can
be notable only when there is a correct definition of
stakeholders’ structure (parities of interests), systems
of measuring instruments and an estimation of mutual
influence of the various parties which has been described
by a well-known adviser F. Nikols in 2000. It has also
entered into the theory as the system of indicators of
responsibility (Accountability Scorecard — ASC) [12].
The complicated model of interested parties consisting
of 8 groups is presented. However, in a concrete practical
situation it is not necessary to complicate the model as
orientation of the enterprise to a great number of groups
of interested subjects that leads to «washing out» of
strategic targets and enterprise’s priorities. Key interested
parties for any enterprise are consumers (buyers, clients),
proprietors (shareholders), suppliers, managers and the
enterprise’s personnel. Other interested parties (investors,
state structures, competitors, public associations) can be
important only provided that their contribution to the
enterprise will be powerful and considerable.
Thus, we have outlined an external contour of
strategic integration model of the enterprise which
conceptually is a component of strategic management.
For construction of an internal contour of model
we will take the advantage of the general concept of the
balanced system of indicators (Balanced Scorecard —
BSC) and strategic cards (Strategy MAPS) which have
been described by professor Robert Kaplan and a well-
known adviser David Norton [6, 13]. The given concept
is based on the idea that any system constructed round
any direction of management, whether it be cost for
shareholders, management of clients, management of
business processes, quality, key competence, innovation,
human capital, information technology, organizational
structures, training, does not give the integrated and
complete approach to working out of the strategy though
each of these directions is all-important. And only having
connected BSC with existing systems of management it
is possible to describe the strategy and to construct the
general model of this strategy on visualization of
relationships of cause and effect in the form of a strategic
card which is a link between strategy formation and its
embodiment through strategic management.
Not denying value of the given conceptual position,
it is necessary to focus the attention on the fact that the
major leitmotif of the concept that in our opinion should
be an organic part of all chain of creation of cost is not
absolutely accurately traced. It is a question of a
prerogative of intangible assets, that is knowledge of the
personnel in its forms, creation of cost for clients,
shareholders and community in spite of the fact that they
influence and have financial results not directly, and
through a chain of relationships of cause and effect. The
practice testifies that any changes which are planned in
the internal environment of the enterprise can fail mainly
because of too great attention to technology of their
realization and the insufficient account at all stages of
190
Економічний вісник Донбасу № 4 (22), 2010
D. Voronkov, A. Grynyov
the human factor. The main thing in any project is people
with their knowledge, abilities, and competencies.
Thus, strategic card BSC, proceeding from the
subject of our research, represents the model in which
the process of consecutive transformation of intangible
assets in long-term cost for shareholders and production
for consumers is reflected.
It is obvious that both external and internal contour
of strategic integration model of enterprises is their
orientation to the interests of interested parties that gives
the grounds for construction of the general model and
working out of strategy of the integration interaction
which key direction — a transfer of innovative knowledge
of all interested parties.
Thus, the presented conceptual model allows to solve
the important scientifically-practical task which has been put
in the work. Feature of the offered approach is its connection
with modern economic theories and system of transformation
of mutual relations of participants of a logistical chain of
creation of cost. This approach leads to planning of changes
both in the internal structure and strategic mutual relations
with interested partners that promotes formation of a new
shape of socially-focused corporate governance.
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214 с.
Voronkov D., Grynyov A. Strategic integration
of the enterprises: conceptual model based on
knowledge of the personnel
In the article problems of formation and
development of the human capital as a key factor of
solution of enterprise’s tasks are described. The theory
of interested parties is considered. The description of
the complicated model of interested parties is presented.
The strategic integration model of the enterprise on the
basis of knowledge transfer is developed and described
Key words: knowledge, cooperative-integrated
strategy, development, changes, management, strategic
management, transformation
Воронков Д., Гриньов А. Стратегічна інтег-
рація підприємств: концептуальна модель, зас-
нована на знанні персоналу
У статті описані проблеми формування і розвит-
ку людського капіталу як ключового чинника вирі-
шення складних завдань на підприємстві. Розглянута
теорія зацікавлених сторін. Представлений опис уск-
ладненої моделі зацікавлених сторін. Розроблена і
описана стратегічна інтеграційна модель підприємства
на основі трансферту знань.
Ключові слова: знання, коопераційно-інтегрова-
на стратегія, розвиток, зміни, менеджмент, стратегіч-
ний менеджмент, трансформація
Воронков Д., Гринев А. Стратегическая ин-
теграция предприятий: концептуальная модель,
основанная на знании персонала
В статье описаны проблемы формирования и раз-
вития человеческого капитала как ключевого фактора
решения сложных задач на предприятии. Рассмотрена
теория заинтересованных сторон. Представлено опи-
сание усложненной модели заинтересованных сторон.
Разработана и описана стратегическая интеграционная
модель предприятия на основе трансферта знаний.
Ключевые слова: знания, кооперационно-интег-
рированная стратегия, развитие, изменения, менедж-
мент, стратегический менеджмент, трансформация.
Received by the editors: 10.09.2010
and final form in 01.12.2010
|