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The issues of process approach implementation in enterprise financial flows management system have been highlighted. The stages of financial flows management within the framework of business processes model have been defined. The advantages of the balanced scorecard have been revealed. The approach to financial flows management based on business process models and their optimization methods has been proposed. The approach to enterprise process management is based on the Deming-Shewhart cycle. The strategic map has been considered as tools for process management and metrics control. The composition of balanced scorecard has been proposed, reflecting the dependence of profit, accounts receivable, and equity turnover rate on the key indicators of cost, fragmentation. and time of fulfilling tasks of the AS-IS and TO-BE business process models. The cause-and-effect relationships between the business processes tasks and a company’s financial performance have been considered. The paper presents the results of the analysis and visualization of the dynamics of change in indicators depending on business process model transformation. In order to reduce risks and increase the efficiency of implementing process optimization results, a number of simulation experiments have been conducted for a company actively developing online sales channels. Practical recommendations have been developed and changes in the key business process management system justified. The system effect from simulation modeling results implementation has been obtained.

Introduction. The civilizational subjectivity of Ukraine in the thirtieth year of independence is marked by the state’s ability to ensure freedom, security and development for all socio-economic actors – citizens, government and enterprises. Among the main factors influencing the efficiency and competitiveness of enterprises, a special place is occupied by the innovative development, which is a determining factor in the near and, apparently, long term. Problem Statement. The issues surrounding the priority of innovative development in entrepreneurship are subject to debate, owing to the essential characteristics of development as a process encompassing both quantitative and qualitative changes, which can yield not only positive but also negative outcomes. Additionally, the severe consequences of military conflict on the economy and the priority of industry recovery further complicate the matter. Purpose. The aim of this research is to develop a conceptual model for managing the innovative development of enterprises, which is based on the creation of a strategic map using a balanced scorecard approach. Materials and Methods. The information base of the study comprises EU framework programs, data from expert surveys of business representatives, as well as national and international regulations. The methodological framework of the study includes methods such as observation and abstraction, concrete and abstract comparative analysis, critical analysis, historical-logical and dialectical analysis and synthesis of socio-economic realities, the axiomatic method, the method of analogy, as well as market reviews and forecasts, and foresight. Results. The strategic analysis of innovative business development amid economic turmoil yields results that are aggregated into a conceptual model for managing the innovative development of enterprises. This model is based on the creation of a long-term strategic map. Conclusions. The developed model has proven to be a practical and effective tool for managing the innovative development of enterprises. The findings of this study will be beneficial to anyone examining the challenging aspects of strategic management in innovative business development within difficult socio-economic conditions.

Introduction. The civilizational subjectivity of Ukraine in the thirtieth year of independence is marked by the state’s ability to ensure freedom, security and development for all socio-economic actors – citizens, government and enterprises. Among the main factors influencing the efficiency and competitiveness of enterprises, a special place is occupied by the innovative development, which is a determining factor in the near and, apparently, long term. Problem Statement. The issues surrounding the priority of innovative development in entrepreneurship are subject to debate, owing to the essential characteristics of development as a process encompassing both quantitative and qualitative changes, which can yield not only positive but also negative outcomes. Additionally, the severe consequences of military conflict on the economy and the priority of industry recovery further complicate the matter. Purpose. The aim of this research is to develop a conceptual model for managing the innovative development of enterprises, which is based on the creation of a strategic map using a balanced scorecard approach. Materials and Methods. The information base of the study comprises EU framework programs, data from expert surveys of business representatives, as well as national and international regulations. The methodological framework of the study includes methods such as observation and abstraction, concrete and abstract comparative analysis, critical analysis, historical-logical and dialectical analysis and synthesis of socio-economic realities, the axiomatic method, the method of analogy, as well as market reviews and forecasts, and foresight. Results. The strategic analysis of innovative business development amid economic turmoil yields results that are aggregated into a conceptual model for managing the innovative development of enterprises. This model is based on the creation of a long-term strategic map. Conclusions. The developed model has proven to be a practical and effective tool for managing the innovative development of enterprises. The findings of this study will be beneficial to anyone examining the challenging aspects of strategic management in innovative business development within difficult socio-economic conditions. [ABSTRACT FROM AUTHOR]

Copyright of GeSec: Revista de Gestao e Secretariado is the property of Sindicato das Secretarias e Secretarios do Estado de Sao Paulo (SINSESP) and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Рассматривается управление жилой недвижимостью и прилегающей территории на основе системы управления инцидентами управляющей компании, как одного из способов регулирования функций эксплуатации, технического и санитарного содержания многоквартирных домов в условиях рыночной экономики. The management of residential real estate and adjacent territory on the basis of the incident management system of the management company as one of the ways to regulate the functions of operation, technical and sanitary maintenance of apartment buildings in a market economy is considered. Purpose: to identify the problems that determine the process of working with consumer appeals to the management company, in order to work out the methodological foundations for building an incident management system in the management company.Methodology: the dialectical method is used as a general scientific method of cognition; techniques and tools of system, comparative analysis and generalization. Results: analyzed the business process, identified business problems relating to the current process of working with customer complaints to the management company, built a strategic map of the management company. Scope of results: heads of management companies when addressing issues of determining the optimal relationship with consumers to reduce the risk of poor-quality work.

Copyright of Brazilian Business Law Journal / Administração de Empresas em Revista is the property of Administracao de Empresas em Revista and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

This paper is based on the proposed hypothesis: the activities of a company (especially a large, backbone company) in the social, environmental and economic spheres have a corresponding impact on certain aspects of the sustainable development of the region. The goal of the study is to prove this relationship at a conceptual level using indicators of sustainable development applied at different levels of socio-economic systems. The paper addresses a relevant gap in the literature: the absence of frameworks allowing the assessment of the interactions and intendancies between levels. To do this, the literature on this issue was studied and it was proved that there were no studies with a similar framework. The study draws on the systems of sustainable development indicators, suggested in literature and used for the assessment of sustainable development at the regional and company’s level and proposes a framework to integrate them. For that it uses the classical balance scorecard (BSC) tools — the strategic maps both for a region and a company. The Republic of Sakha (Yakutia) in Russian Federation and public joint stock company “ALROSA” were chosen as the basic object of research at the regional and corporate level, respectively. The built strategic maps reflect the decomposition of the main strategic goal and contain an interdependent set of sustainable development indicators for each level, which can be used to assess and monitor the results of the relevant strategies. Then, a new conceptual framework reflecting the impact of the l company’s activities on the sustainable development of the region is proposed. The framework includes the performance indicators of the company and the region by three dimensions of sustainable development — environmental, social, and economic. On the basis of the conceptual scheme of the relationship, it is possible in the future to build econometric models based on the proposed indicators. The identified quantitative assessments in this case will make it possible to make strategic management decisions that will maximize the positive effect of the implementation of the sustainable development strategy in the region using the potential of companies.

The essence and impact of crises on the activities and future of enterprises are studied, a critical analysis of scientific and applied sources on anti-crisis financial management is conducted, it is found that crises can occur at all stages of the enterprise life cycle. For early recognition of the signs and causes of the crisis in the enterprise, its prevention and elimination, it is necessary to use special methods of comprehensive diagnosis of the state of the enterprise. It is revealed that in the process of anti-crisis financial management a number of tasks are solved: adaptation to the environment; redistribution of resources; strengthening the company’s market position; formation of strategic vision of managers. Measures on anti-crisis financial management are considered on the example of two companies, the common feature of which is that a comprehensive financial analysis of each of them showed very contradictory results. It is proposed to introduce an early warning system in the framework of anti-crisis financial management, as the typical problems of most companies are ineffective risk management because of late detection and neutralization. It is proposed to create an early warning system based on a system of balanced scorecard, supplemented by an innovative component. Based on the developed strategic map of MS Trade Ukraine LLC, the main target indicators were determined, to which the rating method was applied. The analysis showed almost the lowest limit of satisfactory efficiency of MS Trade Ukraine LLC and the fact that the biggest problems are with the financial component. A system of anti-crisis management measures has been developed for NOVA TV and Radio Company LLC: delegation of powers; reporting optimization; detailing information; updating of reporting; reduction of costs, among which it is first proposed to improve the automation of enterprise accounting, as well as to establish a budgeting system and management accounting in general. All standard directories and analysts of the system are set up for management accounting, budgets are developed, the data of which are used to form the main report of the system, which is called «Management balance sheet». Such measures allowed to provide up-to-date information on accounting and management accounting and analysis, as well as significantly reduce the complexity of collecting data required for management, and automatically transform the collected information into the form required by top management. Also, NOVA TV and Radio Company LLC has been offered ways to optimize the budget process, which allows for high-quality modeling and forecasting of business development on the basis of mathematical models. The introduction of a specialized budgeting contour helped to quickly compile the cash flow budget, expenditure and revenue budget, forecast balance, minimize the human factor in the preparation of financial statements, make full use of the strategy (plan the budget based on previous periods, taking into account factors).

Abstract: This study is aimed to investigate the Strategic Map of the Incubator center. The business incubation process can vary from one incubator to another. This research extends the previous works to improve the solution business incubator problems in Indonesia heading their competitive advantages heading to the global market compared to the Taiwan cases. This study investigates the different types of business incubator strategies for Indonesia and Taiwan cases by using quantitative and qualitative with the primary that had been collected through surveys and observations. The Result shows that Chaoyang Business Incubation Center (CBIC) and Business Incubator LPPM UNY have quite different patterns of their strategies. The Business Support Model Represent CBIC is program demand: Entrepreneur-initiated, whereas LPPM one is program supply: Incubator-initiated. The Business Incubator LPPM UNY is likely to be more active than BCIC. However, CBIC seems to promote entrepreneurs more actively rather than Business Incubator LPPM UNY. Keywords: Strategic Map, Incubation Center, Indonesia, Taiwan Peta Strategis Pusat Inkubasi Universitas Abstrak: Penelitian ini bertujuan untuk menyelidiki peta strategis dari pusat inkubator. Proses inkubasi bisnis dapat bervariasi dari satu inkubator ke inkubator lainnya. Penelitian ini memperluas karya-karya sebelumnya untuk meningkatkan masalah inkubator bisnis solusi di Indonesia yang mengarah keunggulan kompetitif mereka menuju pasar global dibandingkan dengan kasus Taiwan. Penelitian ini menyelidiki berbagai jenis strategi inkubator bisnis untuk kasus Indonesia dan Taiwan dengan menggunakan kuantitatif dan kualitatif dengan primer yang telah dikumpulkan melalui survei dan observasi. Hasil penelitian menunjukkan bahwa Pusat Inkubasi Bisnis Chaoyang (CBIC) dan inkubator bisnis LPPM UNY memiliki pola strategi mereka yang sangat berbeda. Model pendukung bisnis merupakan CBIC adalah permintaan program: wirausaha dimulai, sedangkan LPPM satu adalah pasokan program: inisiasi inkubator. Inkubator bisnis LPPM UNY kemungkinan akan lebih aktif daripada BCIC. Namun, CBIC tampaknya mempromosikan wirausahawan lebih aktif daripada inkubator bisnis LPPM UNY. Kata kunci: Peta Strategis, pusat Inkubator, Indonesia, Taiwan

The results reported in this paper proved the need to develop strategic measures of the financial security management of enterprises. Approaches to understanding the essence of "management" and "financial security of an enterprise" concepts were analyzed; the author's vision of the essence of "management of the financial security of an enterprise" concept was generalized. Trends in the development of industrial enterprises were studied in order to identify the main indicators that determine the safety level of enterprises in the industry. Strategic directions in the financial security management of industrial enterprises were investigated. It was established that the construction of a regression model would allow an enterprise management to track the effect of deterministic factors on a change in the level of financial security of the enterprise and adjust the process of making managerial decisions related to the financial security of the enterprise. Given this, it became possible to build a tree of goals, which grouped and divided the strategic measures to manage the financial security of an enterprise. A strategic map was built, which reflected the relationship of all the processes at an enterprise and contributes to improving the level of management of the financial security of the enterprise. An expert study into the search for an optimal approach ensuring the financial security of an enterprise was conducted. It is confirmed that in order to improve the level of financial security management of an enterprise, it is necessary to optimize the trade and technological process in order to obtain maximum profit in the future, which could improve the state of all elements of the financial security management system of an enterprise. Thus, there is reason to assert that it is appropriate to define the strategic directions for managing the financial security of industrial enterprises by using regression and hierarchy models. [ABSTRACT FROM AUTHOR]

This article carries out a comparative analysis of the modified structures of the classical system of balanced scorecards of domestic and foreign authors. The necessity of using the tool of balanced scorecards to manage the development strategy of socio-economic systems (SES) has been substantiated. This tool was the methodological basis of the research in the development of a system of indicators for assessing the sustainable development of socio-economic systems of the Arctic zone of the Russian Federation (shipbuilding cluster, Arkhangelsk region). Strategic maps have been developed for the Arkhangelsk region and the Cluster of Shipbuilding and Production of Marine Equipment of the Arkhangelsk region association, reflecting the main strategic objectives for the four perspectives (components). At the first stage of the process of forming a strategic map of the shipbuilding cluster, four adapted components were proposed: the financial component, the environmental component, the domestic and external market, and development and modernisation. Four additional adapted components for the Arkhangelsk region were proposed: the region’s well-being, the ecological component, the economic component, learning and development. For each strategic goal, indicators were developed to assess the progress of achievement, based on which a balanced scorecard system was developed for the cluster and the region. This system reflects an interconnected set of indices of sustainable development for each level. These indices can be used to evaluate and monitor the results of the implementation of relevant strategies and to study the relationship between the sustainable development of the Arkhangelsk region and the activities of the Cluster of Shipbuilding and Production of Marine Equipment of the Arkhangelsk region association.

The article substantiates the need to revise the approach to the strategic management of enterprises in the fuel and energy complex of the Russian Federation, as one of the key sectors of the Russian economy. It is primarily due to the need to improve methods for building a system of strategic management of industrial enterprises in the era of the implementation of the Industry 4.0 concept. The use of traditional methods of managing industrial enterprises, industries, complexes does not allow maintaining, and even more so creating, competitive advantages in the long term. Consequently, the development of a new methodology for building a system of strategic management of industrial enterprises, the application of which would contribute, among other things, to the creation of new competitive challenges. Within the digital economy, modern business development management systems should be built taking into account the possibilities of using information and communication technologies, however, in order for the enterprises of the fuel and energy complex to be fully considered competitive, and their activities are effective only by using information-communicational technologies are not enough. It is necessary to form not a universal system of strategic management of industrial enterprises, but a unique system of strategic management of enterprises of the fuel and energy complex, which would take into account not only the geopolitical factors of doing business, primarily in the regions of the Far North, but also specific industry features. The tool for the development of such a system is the balanced scorecard, which allows you to take into account both financial and non-financial components of enterprise management. The result of the study was the development of a unique balanced scorecard for the management of enterprises of the fuel and energy complex, which is based on taking into account the peculiarities of rational use of natural resources, which is an important aspect of the activities of enterprises of the fuel and energy complex and modern possibilities of using information and communication technologies in the strategic management system.

Background: The medical tourism industry is a rapidly growing global market that has capabilities such as earning income and improving the quality of services. The purpose of this study was to utilize the capabilities of Shiraz city by developing a strategic plan. Methods: This mixed-methods (qualitative and quantitative) research was conducted in 2019. The study population included all entities and key stakeholders involved in the medical tourism industry in Shiraz. A strategic plan was developed through focus groups and conventional content analysis and then the Decision Making Trial and Evaluation Laboratory (DEMATEL) technique was utilized to map it. Results: The strategic plan of the medical tourism industry of Shiraz city was explained in the form of 63 strategies, 5 goals, and 18 objectives. Also, the medical tourism industry strategic map was illustrated. Conclusion: Achieving common agreement of all policy-making and implementing institutions, empowering managers on various medical tourism industry dimensions, and developing operational plans required by each organization in charge of the medical tourism industry can be effective in better use of the capabilities of Shiraz in attracting medical tourists.

Aim and introduction: Growth centers are always considered as one of the sectors contributing to the production leap. University growth centers can use the economic and political recession situation as a launching pad for different provinces by having more contact with future students and researchers. On the other hand, the strategy in each organization and institution as clear paths helps organizations to be able to achieve their goals while advancing within the framework. This roadmap, if finalized, will be able to guarantee the organizational achievement of its strategic goals and plans. The purpose of this study is to investigate the relationship between the strategies of growth centers in the southern coastal provinces, in order to provide appropriate programs through effective communication between the strategies of university growth centers. Methodology: In terms of purpose, method and method of data collection, this research is among the applied, descriptive and survey research. In this study, SWOT technique was used to identify the strategies of university growth centers in the southern maritime provinces. Initially, various interviews were conducted with experts to identify strengths, weaknesses, opportunities and threats. Then the current situation of the southern maritime provinces was examined. For this purpose, using the opinions of 13 experts in this field, strengths, weaknesses, opportunities and threats were identified. These experts have been established in the university growth centers of the southern provinces of the country in the provinces of Sistan and Baluchestan, Hormozgan, Bushehr and Khuzestan, which have had executive and presidential experience. In the following, the relationship between strategies is investigated using structural-interpretive modeling technique. Respondents to the pairwise comparison questionnaire to examine how the strategies relate to the same 13 experts in the previous step. In order to analyze the behavior of each of the strategies in the structure of this research, MICMAC technique was used.Findings: The findings of the study indicate the identification of 13 strategies for leapfrogging the production of university growth centers so that it can be used to improve these growth centers and quickly upgrade their capabilities. These strategies include using the capacities of the people and institutional assistance to establish a growth center, using the capacity of young educated people to follow the process, supporting quick-return projects to build trust for funding, and forming themes to support projects. Technological and innovative, facilitating access to the Innovation and Prosperity Fund, utilizing the influence of indigenous people living in major decision-making centers, creating the necessary platform for advertising, employing strong and experienced managers, creating a suitable platform to attract elite youth and prevent exit They have been from the city, increasing the potential forces, creating the necessary platform to receive support, employing creative and creative people, and finally employing small industrial units. These strategies were identified through the SWOT matrix with 8 opportunity points, 5 threat points, 5 weaknesses and 8 strengths. The current situation of university growth centers in the southern provinces of the country shows that these provinces are in the position of conservative strategies. Also, other research results indicate the placement of three strategies: "Support of quick-return projects", "Utilization of public capacities and institutional assistance" and "Employment of small industrial units" from the 13 strategies identified as the basis of the model. Also, the research findings in the Micmac analysis section show the placement of 13 strategies in all dimensions of the matrix. Also, the linking part of the MICMAC matrix has the largest number of strategies, which indicates a high correlation between the strategies developed.Discussion and Results: The results of this study can be used by managers of growth centers in the southern maritime provinces as a macro decision-making roadmap to achieve a leap in production, the possibility of employment of educated people in the relevant provinces. Due to the Swat matrix of these provinces in a conservative situation, the best approach is to improve the weaknesses within the organization in order to take advantage of environmental opportunities. The placement of three specific strategies, "Support for High-Efficiency Plans", "Utilization of People's Capacities and Institutional Assistance" and "Employment of Small Industrial Units" at the first level of interpretive structural modeling structure, shows the growing importance of the employment debate through support. High-yield enterprises and institutions are based on knowledge in order to accelerate the production leap in the provinces in question. On the other hand, the results of this research can be used to provide suggestions to other researchers to use the results of this research to prepare a coherent schedule to advance organizational goals. This program can be a special guide for decision makers in this area. Keywords: Strategy, University incubators, SWOT, Strategic Map, Structural-Interpretive Modeling

The current manner of evaluating the state and capabilities of the Ministry of Defense and the Serbian Armed Forces is gradually losing its relevance and partially deviates from the contemporary trends, which is why the paper singles out a special research problem, aimed at overcoming the traditional understanding of performance management, i.e. gradual introduction of the performance management process into the defense system. Taking into consideration the complexity of the mentioned research problem and the current level of the development of the defense system of the Republic of Serbia, the subject of the research is based on the possibility of considering the implementation of the performance management process of non-profit organizations within the Ministry of Defense and the Serbian Armed Forces. In this regard, the paper starts from the hypothetical view that certain elements of the performance management model of non-profit organizations can be successfully implemented within the defense system. The objective of this paper is to point out the possibility of developing similar solutions in the Ministry of Defense and the Serbian Armed Forces through the presentation of a strategic map and the dashboard of the performance management model of non-profit organizations, with a brief overview of the defense systems of some foreign countries. By the implementation of the method of content analysis, focused on the comparative analysis of the considered models, the research results have confirmed the set hypothetical framework. The paper concludes that there are the objective possibilities for the implementation of the performance management process of non-profit organizations within the Ministry of Defense and the Serbian Armed Forces.

The analysis of the research topic of the perspective of the balanced scorecard, which is responsible for relations with customers, is structured on such issues as the name of such a perspective, its strategic objectives, indicators, strategic initiatives, appropriate information management support and the integration of this concept with other approaches in management. It is recommended to use the name «Customer» for the purpose of managing the customer relationship system within the framework of the balanced scorecard implementation for an appropriate perspective. The strategic objectives of the «Customer» perspective are specified taking into account the specifics of the company’s strategy and the vision of its own mission in the environment in which it operates, but the classical approach provides for such strategic objectives as increasing market share, retaining the client base, expanding the client base, increasing customer satisfaction, increasing customer profitability. It is proposed to use the following groups of indicators within the «Customer» perspective, namely, those that characterize: the position of the enterprise in the market; the client base of the enterprise; the level of customer satisfaction of the company, the features of the company’s offer; income / expenses related to customers, and the efficiency of using the customer capital of the enterprise. In contrast to strategic objectives, the selected initiatives should be specific in nature, a set of actions to achieve the goal to which they are subordinated. The information support for the use of a balanced scorecard is mainly represented by scorecards and strategic maps, which can be built at different levels of subordination. It is substantiated that the possibilities of integrating the BSC concept with other approaches in management provide it with a high level of adaptability in management practice.

Copyright of Revista de Estudios Cooperativos is the property of Universidad Complutense de Madrid and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The objective of this research is to propose a design of a model based on a Balanced Scorecard (BSC) applied to the strategic plan of a Peruvian public entity. There is a deficiency of compliance with the objectives of the strategic plan, which results in the low acceptance of public institutions by citizens. The methodology used for this design proposal was based on the BSC management tool. To test the model, a prototype of a solution based on BSC was built for the institutional strategic plan; in the interface, the following results were obtained; the year 2019, the average of the programmed goals of the indicators was 59, the standard of the execution of the plans was 58, this means an execution percentage of 97% for 2019. Therefore, it is proposed to reach 100% by 2020 with the implementation of the proposal.. [ABSTRACT FROM AUTHOR]

Nowadays, organizational survival and success in the intricate and competitive business world entails effective strategic management that allows effective designing and planning of objectives and strategic implementation of the plans to achieve goals. Despite the vitality of strategic management, however, recent research findings underscore the absence of systematic procedures for organizational strategic implementation. Organizational strategy map is a common and functional strategic management element that helps to clarify strategies and reinforce effective implementation of strategic objectives by illustrating key factors defining success and the interaction among them. Hence, this study aimed to develop a strategy map and analyze the performance of Iran-Khodro Company in Mazandaran to help it successfully execute strategies and allocate resources to accomplish its mission. To this end, having reviewed the existing literature and specified the company's strategic goals, we weighed them and explored their causal relationship using FDANP. Further, a number of guidelines were offered based on the IPA analysis to help the management allocate resources and accomplish their goals. The findings can guide the company's managerial decisions in prioritizing ongoing reform projects and optimal allocation of resources.

The task of evaluating the integrated management strategy is solved for hydropower facilities in conditions of changing integrated management of the operation process. Despite the fact that the strategy is integrated, covers all business processes of operation, it is proposed to evaluate it for each of the indicators separately. The proposed method allows to visualize the results of the organization of operation processes and highlight the «bottlenecks».

The article demonstrates the need for using the balanced scorecard (BSC) in enterprise and organizational performance for the purpose of early diagnostics of crisis events. Methodological aspects of producing system key performance indicators (KPI) and steps of designing a BSC are revealed. There is a particular focus on the benefits of balanced scorecard implementation as a management accounting system that ensures the connection between strategic and operational management. As part of crisis management, the short-term methods of managing operational factors are of particular importance, allowing organizations to meet their obligations by the due date and avoid the risk of insolvency (bankruptcy). Strategic management methods are aimed at ensuring the financial sustainability of business entities in the long term and the growth of their own sources of financing of activities, provide a common vision for the development of the organization. Balanced Scorecard allows linking these groups of methods with their results.

Modern economic world tendencies and practice of the developed countries testify that in the conditions of the high level of financial risks and influence of various crisis factors, one of the main problems of operation of enterprises is to ensure sustainable development. In such conditions, the innovative activity is the basis for ensuring the competitiveness of domestic enterprises and provision of sustainable development. Effective implementation of innovation activities involves the introduction of strategic management. An enterprise, which is a part of the external environment, must be able to adapt to existing and possible changes in the external environment to ensure effective activity. Success can be achieved not by those enterprises that are capable of forming a successful strategy, but those capable of adapting it in time to changes. In this regard, the issues of strategic management of innovation activity are very relevant for domestic enterprises. The question of the analysis of strategic management effectiveness is presented by I. Ansoff, Michael E. Porter, by Robert S. Kaplan, by David P. Norton. Issues related to the strategic management of innovation activities are studied by such scholars as S.M. Ilyashenko, N.M. Poliova, V.O. Shpyliova, I.L. Fedulova, T.M. Yankovets and others. The aim of the work is to improve the methodological bases for the formation of concepts and choice of innovative business strategies. Methodology. On the basis of the retrospective analysis, synthesis, and generalization, the existing methodological bases of the formation of concepts and choice of innovative strategies of enterprises are systematized and improved. The results of the study show that the innovative strategy is a certain interrelated sequence of actions to ensure the effective innovation of the enterprise in the light of the general strategy in the conditions of resource limitation and the impact of the external environment. It is established that the perspective direction of activation of the innovative strategy is the introduction of strategic maps and the system of balanced indicators. The practical implementation. It is reasonable to introduce one of the stages of the formation of an innovative strategy for drawing up a strategic map that will take into account different variants of the course of innovation activity and can serve as a basis for the formation and adjustment of the following innovative strategies of industrial enterprises. Value/originality. The inclusion of the strategic map to the stages of formation of innovative strategy will increase the efficiency of the financial support of innovation activity, as the management of the enterprise will work out a plan of action under different conditions of the course of innovation activity. In addition, an innovative strategy, especially in terms of financial support for innovation, must be integrated into a system of Balanced Scorecard of the enterprise.

The article is aimed at highlighting and improving existing methods of increasing the efficiency of operational activity of retail trade enterprise. The modern approaches to increase of efficiency of operational activity by reduction of duration of operational cycle are analyzed. It is suggested, among existing directions of increase of efficiency of operational activity, to separate socially-psychological direction, that assumes establishment of relations with all stakeholders of enterprise. It is expedient to consider two critical groups among the stakeholders: owners and the State. The article substantiates priority reduction of the operational cycle by reducing the lags of accounts payable together with sales. A diagram of the factors influencing the duration of the operating cycle of retail trade enterprise is provided. A balanced scorecard of performance indicators of the operational activity of retail trade enterprise is proposed. The author’s own system of KPI for estimation of efficiency of operational personnel is offered.

Copyright of Future Studies Research Journal: Trends & Strategies is the property of Future Studies Research Journal: Trends & Strategies and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Las Cámaras de Comercio, una de las organizaciones empresariales multisectoriales más extendidas en el mundo, se caracterizan por tres condiciones que las diferencian de otras agrupaciones empresariales: no tienen fines de lucro, comprenden diversos sectores dentro de un territorio específico, y son autogestionadas. En el presente trabajo, después de tratar sobre qué tipo de entidad es una Cámara, la evolución en su organización, y la utilidad de su labor para la sociedad y la economía españolas, ponemos de manifiesto la oportunidad de que éstas modifiquen su gestión introduciendo el sistema, ya bien conocido y aplicado en el sector privado, del Cuadro de Mando Integral (CMI), como instrumento de planificación estratégica. Ello supone un cambio de filosofía en unas organizaciones que son pieza clave en el desarrollo empresarial y social de los territorios. Con el CMI las Cámaras atenderán y controlarán de forma más eficiente la realización de sus funciones a través de determinadas líneas estratégicas. Líneas que no sólo velan por los resultados financieros, sino también por la contribución en la mejora de la propia organización, de su personal, de la satisfacción de las necesidades de sus clientes, o usuarios, y del entorno socioeconómico. Y lo harán a través de indicadores, para lo cual proponemos un listado de éstos, Con ellos, las Cámaras podrán contar con una guía ágil para su gestión y control, a la par que visualizarán en la sociedad de qué manera y en qué medida contribuyen a su desarrollo. [ABSTRACT FROM AUTHOR]

The Balanced Scorecard (BSC) concept is defined and used in managerial practice as a measurement system, as well as a strategic planning and management system, being implemented in business or industrial organisations, in the government system, or in non-profit organisations. In order to align the individual and collective efforts, respectively to create an effective internal communication channel, the Balanced Scorecard concept provides an instrument with a strong visual and motivational impact - the strategic map. The strategic map creates the overall picture of the organisation, the objectives and the implementation way for strategy, enables the employees to be aware of their own effort that contributes to the success of the implementation of the strategy and realises the framework of their own and institutional self-evaluation regarding the effectiveness of the actions taken. In this article, we will address the essential elements of a strategic map, the way of defining and selecting them, the relationship and interdependence of the elements and we will recommend a strategic map starting from the vision, mission and transformation strategy existing in the military structures of the operational level. [ABSTRACT FROM AUTHOR]

Copyright of Revista de Administração FACES Journal is the property of Revista de Administracao FACES Journal and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The article is focusing on the presentation of the Balanced Scorecard method and its use in the education sector. The aim of the research is the creation of the concept of BSC and implement it at the Faculty of Economics of J. Selye University in order to ensure self-assessment, continuous development and long-term enhancement of its activity in the market. The article deals with the evaluation of information obtained by conducting in-depth interviews with design ideas and recommendations for the implementation of the method in terms of the chosen faculty. The result of the issue is the proposed concept containing also a set of benchmarks, strategic map and formulated strategic action on the application of the method in selected organizations. [ABSTRACT FROM AUTHOR]

Over the last decade, the development of cognitive and behavioural sciences has determined the diffusion of the concept and methodology of behavioural insights into social sciences, including the governance sphere. Behavioural teams worldwide participate in developing and implementing the strategies at various levels of governance organisation. The aim of this study is to investigate the institutionalisation process of behavioural insights into public policy. The study has identified the agentive determinants of the institutionalisation efficiency that include: the competence level of public servants, their motivation level, resistance to change and the nature of feedback. It is argued that the approval level of using behavioural insights by civil servants is a prerequisite for their intrinsic motivation, which has a positive effect on the efficiency of institutionalisation of behavioural insights in public policy. The survey has revealed the most approved directions for using behavioural techniques in public policy in Ukraine. [ABSTRACT FROM AUTHOR]

Copyright of Journal of Financial, Accounting & Managerial Studies is the property of Journal of Financial, Accounting & Managerial Studies and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The educational policy requirement for equal participation presents enormous challenges for teachers at German schools not only with regard to the design of their core business. Inclusion also comes under the responsibility of all school actors as an organizational and procedural task of school development. There is still a lack of scientifically accompanied and interrelated structures and processes that analyze the needs of schools, determine support measures and translate them into concrete actions. A promising organizational model, according to the findings of the ongoing project »SING - School inclusive design. Development of didactic and organizational structures of an inclusive school«, is the Balanced Scorecard (BSC). The management method originating from the company management already applies in the non-profit area. The aim is to adapt the BSC for the school sector and systematically support and design inclusive school development processes. The article provides initial insights into ongoing project work by outlining the dimensions of inclusive action fields in schools. These will be scientifically evaluated as part of a large-scale mixed-method design at five different pilot schools. [ABSTRACT FROM AUTHOR]

To rich the objectives and missions in today’s competitive world, organizations have to determine their strategies, exert strategic planning and eventually performance evaluation. Weighting and prioritization of strategic layers helps organization to adjust their time and investment, according to the organization objectives. Meanwhile, the Balanced Scorecard paves the way to grow and achieve excellence. Strategic map derived out of the balanced scorecard concepts is in fact a complicated causal model which includes the effects of growth and learning in the organization, on internal business processes, customers and finally the financial perspective. Recently, various methods have been employed to expand the classic model of balanced scorecard which has led to its combination with both quantitative and qualitative models. In this research which is a case study of various strategic layers (strategic objectives and contexts) of a petrochemical company, after a review on the literature of strategy, balanced scorecard, and a study of strategic contexts and objectives, we conclude to prioritization of the strategic layers of the company. Subsequent to the weighting and prioritization of strategic themes and objectives, the strategic map of the company is drawn.

Understanding HR deliverables is an essential process for acknowledging its important role in driving organizational performance, in contrast with its traditionally elusive role. An organization can quantify the HR’s overall strategic impact by finding the proper ways for measuring its impact on the success drivers. This paper aims to identify and describe the steps needed in order to implement HR’s strategic role. The article reviews the relevant literature regarding the integration of HR into business performance measurement and suggests some guidelines for creating a HR scorecard.