B. Karpinsky,
N. Zalutska
Strategic management:
forming and resource
securing
The explaining
apparatus, conceptual tasks of strategic management are formed, which are
directed on realization the perspective trends of
Ukrainian entrepreneur activity, optimal using of every worker potential in
achieving the goal of enterprise. The forming and resource securing
of strategic management is determined.
In the whole, strategic management, having the scientific explaining and
reflecting the reality, are the financial base for the enterprise introduction
into sphere of economy connections between the economic relation’s objects. The
researches of entrepreneur management effectiveness, coming of the priority of
that for the entrepreneur budget forming, are leaded by more of the Ukrainian
and foreign economists [1 – 5].
The analysis of tax management problematic researches lets to confirm,
that such fundamental modern specific as forming the new strategic approach to
the system of strategic management passed over of
the scientific researches’ attention. The aim of the article is to search the
influence of entrepreneur resources on the strategic management [1].
The effective strategic management is always necessary for competitive
advantage, planning may not be. For example, a relatively simple firm, whose
competitive advantage depends solely on a key resource such as a patent or
geographical location, must execute strategically to realize the resource’s
value. As long as the firm’s competitive situation is straightforward and
stable, strategic planning probably produces little incremental benefit (in
contrast to operational planning, which is always required). The contribution
of strategic planning increases dramatically, however, as the firm’s competitive
situation becomes more
complex [5].
Strategy execution is about building the resources and capabilities that
lead to competitive advantage through critical value and cost drivers. Firms in
an industry typically cluster into district market position. Within a cluster of
highly similar market positions, one firm may perform well and
another relatively poorly. This variation in the ability to execute emerges
over time as the industry develops and firms experiment with alternative
dynamic growth paths, some of which succeed better then others.
There are resources, such as a patent or geographical location, can keep
their value with only a little husbanding. But other resources, like a brand or
distribution channel, need to be attended to on an ongoing basis. For example,
the value of a brand depends on repeated product design and marketing
decisions. So, as discussed below, developing capabilities that contribute to a
resource’s economic benefit can be critical. To provide an economic advantage,
a firm’s resource must be difficult for competitors to imitate or to neutralize
through the substitution. Typically, resources are not a target for innovation.
Innovation may actually degrade the value of the resource.
Resources are typically tradable in the sense that they can be put up
for sale by the firm and valued by potential buyers. However, the value of a
resource depends on how much its contribution to economic performance is
independent of other aspects of its owner. How much the value of a resource
depends on other resources and capabilities in the organization is therefore a
key question [4].
One more important factor of strategic management is human resource,
human capital. Human capital refers to the knowledge and acquired skills which
possesses and increases his or her ability to conduct activities with economic
value. In the
In
The employment of people influences the level of people’s life and the whole
development of enterprise. The experience of foreign countries shows that the
appearance of consulting firms contributes to choosing the personnel more
effectively. According to the studies of consulting firm Parlen
Institute (USA) 98% of American firms use the services of these companies in
selecting personnel. According to Ukrainian experts in countries of the CIS
this number constitutes only 3 – 5% of firms depending on the country and city.
Every function in a firm, from marketing research to human resources to
technology development to the controller’s office, requires forecast of some
estimate or expectation of the way the future will look.
As shown in figure 1, the entrepreneur resource influence on the
strategic management development capture the range of typical activities used
to build capabilities in a business.
Figure
1. Entrepreneur resource influence on the strategic management development
A critical influence on a firm’s ability to execute its strategy it’s
the firm’s people and the culture they create and perpetuate. Organizational
culture entails employee mores and expressive behavior as they direct thought
ad activity toward or away from the organization’s goals. Cultural content
includes the official and unofficial values which individuals espouse and act
on, the stories and anecdotes that employees hear and pass on as guides for
appropriate or inappropriate behavior, the rules of thumb regarding correct
decision making that are passed from the employee to another, and the resulting
common understanding of a wide range of problems and tasks that pervade the
organization over time [2].
The distinguishing between the resources and capabilities and how they
are related were discussed. The four elements of strategy execution are
determined, which are critical for building capabilities: complementarity and
consistency among the entrepreneur policies and activities, the firm’s control
and coordination system, the firm’s incentive systems and the culture and
earning systems of the organizations. The decision managers make regarding each
of these elements laid a crucial role in developing the firm’s value and cost
drivers and therefore in determining its market position.
In scientific literature there is no once formed
opinion according to the influence of entrepreneur resource potential on
strategic management. On author’s opinion, the security of effective using
entrepreneur resource potential for strategic management aim have to be done by
carrying such approaches:
§
the effective division
of the work time of personnel;
§
making of the individual time-table
according to the checking the activity of the personnel;
§
securing the except automatically work-place;
§
personal responsibility for not accurate and wrong making the tasks of organization;
§
right and long-term strategic tasks
of the firms.
Literature
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Ï.Þ., Êàðï³íñüêèé Á.À., Çàëóöüêà
Í.Ñ. Ïîäàòêîâèé êîíòðîëü â Óêðà¿í³.
Ò. ². Ïîïåðåäí³é êîíòðîëü. Ìîíîãðàô³ÿ.
– Ëüâ³â: Ïðîñò³ð-Ì, 2007. – 400 ñ.
- Ñóõàðåâ Ï.Ì.,
Ñóõàðåâà Ë.Î., Íàçàðåíêî Î.Î. Åêîíîì³÷íèé àíàë³ç
â ñèñòåì³ ïîäàòêîâîãî êîíòðîëþ: îðãàí³çàö³ÿ ³ ìåòîäèêà. Ìîíîãðàô³ÿ. –
Äîíåöüê, 2005. – 125 ñ.
- Karpinsky B.A.,
- Karpinsky B.A.,
- Karpinsky B.A., Zalutska
N.S. Strategic tax management as the trend of new economic science – strategiology. Materialy VI mezinarodni vedecko – practiska conference “Nastoleni
moderni vedy –
â³äîìîñò³ ïðî àâòîðà
Ïð³çâèùå: Êàðï³íñüêèé
Karpinsky
²ì’ÿ: Áîðèñ
Boris
Ïî-áàòüêîâ³: Àíäð³éîâè÷
Andreyvich
Ïîñàäà: çàâ³äóâà÷ êàôåäðè åêîíîì³êè òà ï³äïðèºìíèöòâà
manager of
department of economy and enterprise
Íàóêîâà ñòóï³íü ³ êàíäèäàò åêîíîì³÷íèõ íàóê
â÷åíå çâàííÿ: äîöåíò, ñò. íàóêîâèé ñï³âðîá³òíèê,
àêàäåì³ê ÌÊÀ
PhD Economics, senior
research worker, academician of ISA
Îðãàí³çàö³ÿ: Ëüâ³âñüêà äåðæàâíà
ô³íàíñîâà àêàäåì³ÿ (ËÄÔÀ)
Ñëóæáîâà àäðåñà: âóë. Êîïåðíèêà,
Òåëåôîí: (0322) 251-23-94
Å-mail: Karpinsky 01@ mail.ru
Äîìàøíÿ àäðåñà: âóë. Ï. Ïàí÷à, 11 êâ. 70, Ëüâ³â, 79020
Òåëåôîí: (0322) 52-20-82; 8-097-58-08-222
â³äîìîñò³
ïðî àâòîðà
Ïð³çâèùå: Çàëóöüêà
Zalutska
²ì’ÿ: Íåëÿ
Nelya
Ïî-áàòüêîâ³: Ñòàí³ñëàâ³âíà
Stanislavivna
Ïîñàäà: àñèñòåíò êàôåäðè
åêîíîì³êè òà ï³äïðèºìíèöòâà
assistant of economy and enterprise department
Îðãàí³çàö³ÿ: Ëüâ³âñüêà äåðæàâíà
ô³íàíñîâà àêàäåì³ÿ (ËÄÔÀ)
Ñëóæáîâà àäðåñà: âóë. Êîïåðíèêà,
Òåëåôîí: (0322) 251-23-83
Å-mail: Nelya 1984@ mail. ru
Äîìàøíÿ àäðåñà: âóë. Îëåñíèöüêîãî 41/1, Ëüâ³â, 79025