Socio-economic development of enterprises in a permanent crisis

User Rating:  / 0
PoorBest 

Authors:


A.Naida, orcid.org/0000-0002-6371-1382, Odesa State Agrarian University, Odesa, Ukraine, e-mail: This email address is being protected from spambots. You need JavaScript enabled to view it.

A.Sitkovska, orcid.org/0000-0003-1892-6314, Dnipropetrovsk State Agrarian and Economic University, Dnipro, Ukraine; e-mail: This email address is being protected from spambots. You need JavaScript enabled to view it.

A.Shevchenko, orcid.org/0000-0002-3581-7884, Odesa State Agrarian University, Odesa, Ukraine, e-mail: This email address is being protected from spambots. You need JavaScript enabled to view it.

S.Palii, orcid.org/0000-0002-9265-6407, Interregional Academy of Personnel Management, Kyiv, Ukraine, e-mail: This email address is being protected from spambots. You need JavaScript enabled to view it.

T.Shved, orcid.org/0000-0002-9385-4819, National University of Food Technologies, Kyiv, Ukraine, e-mail: This email address is being protected from spambots. You need JavaScript enabled to view it.


повний текст / full article



Naukovyi Visnyk Natsionalnoho Hirnychoho Universytetu. 2022, (4): 145 - 150

https://doi.org/10.33271/nvngu/2022-4/145



Abstract:



Purpose.
To study the impact of the crisis on the socio-economic development (SED) of the enterprise and directions of work for the implementation of effective crisis management. To develop a systematic approach to the formation of SED strategy.


Methodology.
The research required the use of general and special methods of cognition: induction and deduction to substantiate the topic, the purpose of the study and to find unresolved aspects of the problem; content analysis for literature review; system analysis to establish the fact that the main approach to crisis management permanent is monitoring of the crisis; systematic approach to the formation of the SED-strategy of the enterprise as an instrument of ensuring effective crisis management of the enterprise; convergence from the abstract to the concrete to determine the objectives and directions of application of this strategy; induction and deduction to develop the principles of the complex structure of the SED and prove that SED conception is a result of integration of economic, social and ecological components.


Findings.
It has been established that the impact of the crisis is not permanent. The degree of impact depends on available resources, financial stability and management flexibility. The principles of the complex structure of SED have been developed. It is stated that the concept of SED is the result of the integration of economic, social and environmental components. The directions of realization of the SED of the enterprise on social and economic components have been formulated. The main approach of crisis management is determined permanent monitoring of indicators and signs of crisis, its relevant assessment and dynamic response to the effects of the crisis. It is established that the cumulative effect of increasing deviations of indicators from their constant level might be the main sign of the crisis.


Originality.
A systematic approach to the formation of the SED strategy of the enterprise as a tool to ensure effective crisis management has been developed. The main tasks of this strategy are defined. The directions of work of managers for realization of effective anti-crisis management were formulated.


Practical value.
Approaches to neutralizing the effects of the crisis and ensuring the SED of the enterprise have been developed.



Keywords:
permanent crisis, socio-economic development, development strategy, anti-crisis management

References.


1. Hout, W. (2019). The Permanent Crisis of Development Aid. The Pedagogy of Economic, Political and Social Crises: Dynamics, Construals, and Lessons. Routledge. https://doi.org/10.4324/9781315161587-12.

2. Oliinyk, O., Bilan, Y., Mishchuk, H., Akimov, O., & Vasa, L. (2021). The impact of migration of highly skilled workers on the countrys competitiveness and economic growth. Montenegrin Journal of Economics, 17(3), 7-19. https://doi.org/10.14254/1800-5845/2021.17-3.1.

3. Tambunan, T.T.H. (2019). The impact of the economic crisis on micro, small, and medium enterprises and their crisis mitigation measures in Southeast Asia with reference to Indonesia. Asia Pac Policy Studies, 6(1), 19-39. https://doi.org/10.1002/app5.264.

4. Pavlova, O., Pavlov, K., Horal, L., Novosad, O., Korol, S., Perevozova, I., , & Popadynets, N. (2021). Integral estimation of the competitiveness level of the western Ukrainian gas distribution companies. Accounting, 7(5), 1073-1084. https://doi.org/10.5267/j.ac.2021.3.001.

5. Acs, Z.J., Estrin, S., Mickiewicz, T., & Szerb, L. (2018). Entrepreneurship, institutional economics, and economic growth: an ecosystem perspective. Small Business Economics, 51, 501-514. https://doi.org/10.1007/s11187-018-0013-9.

6. Reva, N. (2018). Logic, Reasoning, Decision-Making. Future Human Image, 10, 76-84. https://doi.org/10.29202/fhi/10/8.

7. Tsaras, K., Papathanasiou, I.V., Vus, V., Panagiotopoulou, A., Katsou, M.A., Kelesi, M., & Fradelos, E.C. (2018). Predicting factors of depression and anxiety in mental health nurses: A quantitative cross-sectional study. Medical Archives (Sarajevo, Bosnia and Herzegovina), 72(1), 62-67. https://doi.org/10.5455/medarh.2017.72.62-67.

8. Steshenko, O.D., & Masalugina, V.V. (2020). Anti-crisis management under a pandemic condition. Bulletin of Transport Economics and Industry, 70-71, 75-82.

9. Oleshko, T., Popyk, N., & Araslanova, O. (2022). Analysis of Ukrainian small and medium-sized business during the Covid-19 pandemic. Economy and state, 4, 39-42. https://doi.org/10.32702/2306-6806.2022.4.39.

10. Akhnovska, I., & Panasiuk, P. (2021). Anti-crisis management of the enterprise in the low touch economy. Economic space, 166, 42-47. https://doi.org/10.32782/2224-6282/166-7.

11. Balash, L.Ya., Binert, O.V., & Lysiuk, O.V. (2019). Features of anti-crisis management of enterprises. Economics and enterprise management, 3(14), 136-140.

12. Vnchenko, ., & Komska, M. (2021). Theoretical aspects of formation of anti-crisis stability of agricultural enterprises. Agroworld, 12, 3-8. https://doi.org/10.32702/2306-6792.2021.12.3.

13. Melnyk, O., Molchanova, T., & Vrabiye, N. (2018). Features of the development of anti-crisis programs of agricultural enterprises. Modern Economics, 12, 146-151. https://doi.org/10.31521/modecon.V12(2018)-22.

14. Diadin, A. (2019). Scenarium technique in anti-crisis financial management system of the enterprise. Social economics, 57, 18-24. https://doi.org/10.26565/2524-2547-2019-57-02.

15. Yatsenko, O., Nitsenko, V., Mardani, A., Streimikiene, D., & Tananaiko, T. (2019). Global Risks of Trade and Economic Cooperation of Ukraine with Countries of the Northern American Region. Montenegrin Journal of Economics, 15(3), 217-225. https://doi.org/10.14254/1800-5845/2019.15-3.16.

16. Shvets, Y. (2020). Mechanism of crisis management of operational activity at machine-building enterprises: need for development and problems of use. Black sea economic studies, 51, 131-137. https://doi.org/10.32843/bses.51-21.

17. Kalinichenko, A., Havrysh, V., & Nitsenko, V. (2019). Alternative Vehicle Fuel Management: Impact on Energy Security Indicators. In Krakowiak-Bal, A., & Vaverkova, M. (Eds.) (2019). Infrastructure and Environment, (pp. 367-374). Springer, Cham.

18. zgr, .F. (2018). In the context of crisis management and crisis communication soma coal enterprises facility crisis overview. Injosos al-farabi international journal on social sciences, 2(2), 29-55.

19. Rayevnyeva, ., Brovko, ., Filip, S., Aksonova, I., & Derykhovska, V. (2020). Management and modelling of the industrial enterprises crisis situations. Problems and Perspectives in Management, 18(1), 192-205. https://doi.org/10.21511/ppm.18(1).2020.17.

20. Soroka, L. (2020). Modern Challenges to Establishing Global Law on Sustainable Development of Space Activities. Advanced Space Law, 6, 64-71. https://doi.org/10.29202/asl/6/7.

 

Visitors

6237529
Today
This Month
All days
1983
64206
6237529

Guest Book

If you have questions, comments or suggestions, you can write them in our "Guest Book"

Registration data

ISSN (print) 2071-2227,
ISSN (online) 2223-2362.
Journal was registered by Ministry of Justice of Ukraine.
Registration number КВ No.17742-6592PR dated April 27, 2011.

Contacts

D.Yavornytskyi ave.,19, pavilion 3, room 24-а, Dnipro, 49005
Tel.: +38 (056) 746 32 79.
e-mail: This email address is being protected from spambots. You need JavaScript enabled to view it.
You are here: Home Home EngCat Archive 2022 Content №4 2022 Socio-economic development of enterprises in a permanent crisis