The method of adaptation of a project-oriented organization’s strategy to exogenous changes
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- Category: Information technologies, systems analysis and administration
- Last Updated on 21 May 2017
- Published on 21 May 2017
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Authors:
V.M.Babaiev, Dr. Sc. (Gov.), Prof., O.M.Beketov National University of Urban Economy in Kharkiv, Kharkiv, Ukraine, е-mail: irina.kadikova @kname.edu.ua
I.M.Kadykova, Cand. Sc. (Econ.), Assoc. Prof., O.M.Beketov National University of Urban Economy in Kharkiv, Kharkiv, Ukraine, е-mail: irina.kadikova @kname.edu.ua
Yu.Yu.Husieva, Cand. Sc. (Tech.), Assoc. Prof., O.M.Beketov National University of Urban Economy in Kharkiv, Kharkiv, Ukraine, е-mail: irina.kadikova @kname.edu.ua
I.V.Chumachenko, Dr. Sc. (Tech.), Prof., O.M.Beketov National University of Urban Economy in Kharkiv, Kharkiv, Ukraine, е-mail: irina.kadikova @kname.edu.ua
Abstract:
Purpose. To research the features of the management strategy of a project-oriented organization in a generally unstable environment through the example of a university, and to develop the method of adaptation of the strategy to exogenous changes.
Methodology. The research evaluated the degree of correlation of the observed phenomena (the content of the strategic plan and the university’s position in the rating) by Spearman’s rank correlation coefficient. The colligation of the studied factors was assessed applying the Chaddock’s scale. The authors’ proposals were based on the method of Balanced Scorecard (BSC).
Findings. We proposed a method of adaptation of the strategy of a project-oriented organization (POO) to exogenous changes based on the Balanced Scorecard (BSC) with the potential for use of integrated computer technology. We developed a case study of the operation of Ukrainian universities in current business environment. The analysis of the correlation between the availability and the content of the strategy of a university, on the one hand, and its position in the Consolidated Rating of Ukrainian Institutions of Higher Education, on the other hand, has revealed a significant rank correlation between the qualitative characteristics.
Originality. The proposed method is based on the BSC application for strategic management of a university with the some changes introduced because of the specific features of functioning of the organization, namely the development of strategic maps in two planes: 1) 4 original ‘perspectives’ of BSC (finance, customers, internal business processes, learning and growth); 2) functional task forces of the university (educational activities management, research activities management, international promotion and public image of the university, expanding the range of additional educational services, staff motivation, monitoring, and development).
Practical value. For the senior management of each organization, it is extremely important to choose the method of strategic management that will give the desired results in a turbulent environment. The strategy adaptation method proposed by the authors has practical value to higher educational institutions of Ukraine as it takes into account the specific features of their activities. We demonstrated the possibility of use of modern information technologies for the realization of the proposed method.
References
1. Cabinet of Ministers of Ukraine, 2015. On Approval of License Conditions of Educational Activities of Educational institutions (No.1187 of 30.12.2015), [online] Available at: http://www.kmu.gov.ua/control/uk/cardnpd?docid = 248779880.
2. Project Management Institute, 2013. BSR/PMI 99-001-2013 A Guide to the Project Management Body of Knowledge (PMBOK® Guide). 5th Ed. Project Management Institute, Newtown Square.
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4. Center CEDOS, 2015. Monitoring of the transparency of national universities. [online] Available at: http://www.cedos.org.ua/rating/ (Accessed 4 Marсh 2016).
5. Education of Ukraine, 2015. Consolidated Rating of Ukrainian Institutions of Higher Education: methodology. [online] Available at: http://osvita.ua/vnz/rating/25712/.
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8. Kadykova, I.M., Alferova, A.L. and Pavlenko, O.O., 2012. Automation of internal processes in the Balanced Scorecard system of the University. Economics and Management of Enterprises of engineering industry: problems of theory and practice, 3, pp. 5‒18.
9. Kaplan, R.S., 2008. Conceptual Foundations of the Balanced Scorecard. Handbooks of Management Accounting Research, 3, pp. 1253‒1269. DOI: 0.1016/S1751-3243(07)03003-9.
10. Kadykova, I.M. and Chumachenko, I.V., 2014. Managing stakeholder expectations to ensure the viability of the project informatization of the product. Management of Development of Complex Systems, 19, pp. 34‒38.
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 2017-05-21  1.24 MB  813 |
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