PhD in Economics Maksimchuk O. S.

Oles Honchar Dnipropetrovsk national university (Ukraine)

DIRECTIONS OF ENSURING STRATEGIC STABILITY OF ENTERPRISES

 

The stability and integrity of the organizational system are stored in the long term period with sufficient flexibility of the subject of management and balance its strategic development. Strategic stability is ensured by the implementation of the enterprise complex of management decisions aimed at the creation, development and long-term preservation of a competitive advantage in a dynamic marketplace.

Most scientists consider a definition of "sustainability" as the ability to survive, to resist and adapt to the effects of exogenous and endogenous factors. As the process of stability is the result of the relationship and interaction between the system operation, the purpose of which - the generating of balance factors and to ensure further development.

However, the greatest interest causes the category of "strategic stability" of the enterprise. A significant contribution to the development of modern approaches to ensure the strategic stability of the enterprises made by such scholars as: I. Ansoff, T. Burns, S. Bir, P. Doyle, P. Drucker, D. Cleland, Kotler, E. Lawler, S. Myers, M. Porter, M. Peters, M. Mekson, D. North, AJ Strickland, John. Stiglitz, A. Thompson, F. Hayek, and many others.

Strategic stability of the enterprise can be defined as the ability of the socio-economic system does not deviate from its statistical or dynamical state under the influence of various internal and external destabilizing influences. Strategic stability is achieved through the effective development and usage of financial, industrial, and institutional arrangements. Thus, one of the characteristics of the enterprise strategic stability is to create and maintain a sustainable competitive advantages. Availability of sustainable competitive advantages of the enterprise is possible only with the concurrence of strategic objectives and business strategy. Strategic stability of enterprises is only possible provided that sustainable competitive advantage is the result of a unique competitive position of economic actors and activities in view of the development strategy. The main sources of sustainable competitive advantage of enterprises are: 1) the use of new technologies, methods of organization of production, etc .; 2) acceleration of the development and introduction of innovations, speed and accuracy of response to the innovations of rival firms; 3) forecasting of innovations; 4) the introduction of modern management techniques. Thus, the stability does not come from the parts but from the system of activity.

In modern conditions strategic stability of the enterprise is based on making agreements: short term and long-term goals of the enterprise and adapting to all aspects of activity with environmental change.

This means that we need a system approach to the study of the key drivers, risks and opportunities affecting on a realisation of enterprise business strategies.

In addition, in order to achieve the company's strategic sustainability requires a commitment to this goal all stakeholders and all employees, control and coordination. The new model of development requires a fully integrated sustainability strategy and enterprise operations. Stability is hard to achieve, and the company needs to overcome various challenges in every stage and develop new opportunities for solving these problems. It is necessary to allocate such stages ensure enterprise sustainability strategy: the first step is to conduct an in-depth study of environmental factors change, to formulate strategic goals of sustainability. In the second stage to consider the resources necessary to ensure sustainability and to develop a strategy based on strategic goals. At the third stage it is necessary to make changes in the organizational management structure, which will be more in line with the new strategy. In the fourth stage the necessary changes should be made, without which it is impossible to proceed with the implementation of the strategy. Finally, at the fifth stage should identify deviations from the set goals with the necessary adjustments to the strategy change.

Strategic stability of enterprises consists of interrelated elements. Among the constituent elements of strategic stability are: financial, organizational innovation and sustainability [1].

The main principles of the maintenance of strategic stability are: managerial system, the feasibility of risk, active responding to changes in the factors; innovation, long-term. Paying attention to the effectiveness of the implementation of measures to ensure the company's strategic sustainability requires a clearly defined program of action on the part of top management.

Thus, ensuring strategic stability requires a detailed analysis of all functional areas of activity, the integration into the system of strategic management and implementation, with the strategic priorities of the company's development.

 

List of references:

1. Baranenko S. P. Strategic stability / S. P. Baranenko V. V. Chemetov. M. : ZAO "Tsentrpoligraf", 2004. 493 p.

2. Maximova L. V. Assessment of economic viability / L. V. Maximova // Marketing: Theory and Practice : Coll. Science. works of East Ukrainian National University named after Vladimir Dal. Lugansk : EUNU. Dal, 2007. Vol. 13. P. 132138.

3. . . / . .  // . : - , 2013. 8. . 5153.