Socio-economic development of enterprises in a permanent crisis
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- Category: Content №4 2022
- Last Updated on 29 August 2022
- Published on 30 November -0001
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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.
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
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