Management and modelling of the industrial enterprise’s crisis situations
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Author(s)Olena RayevnyevaLink to ORCID Index: https://orcid.org/0000-0003-0260-4249
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Olha BrovkoLink to ORCID Index: https://orcid.org/0000-0003-0136-9355
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Stanislav Filip
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Iryna AksonovaLink to ORCID Index: https://orcid.org/0000-0003-2605-0455
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Viktoriia DerykhovskaLink to ORCID Index: https://orcid.org/0000-0002-6999-6104
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DOIhttp://dx.doi.org/10.21511/ppm.18(1).2020.17
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Article InfoVolume 18 2020, Issue #1, pp. 192-205
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127 Downloads
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Creative Commons Attribution 4.0 International License
In conditions of national economy’s unstable development, the primary task of the enterprise internal management is to timely assess and predict the effects of external fluctuations on the state of the enterprise and to develop effective management decisions. The article aims to develop the methodological approach, which, based on a set of models for recognizing an artificial crisis or localizing a natural crisis, allows the crisis management of an enterprise considering its resource capabilities and stage of the life cycle as the interaction of system-forming spheres of life, namely production, financial, and labor. The practical value of the approach consists in developing a system of econometric and cognitive modeling models that allows developing a set of managerial decisions that are adaptive to external and internal fluctuations for localizing a natural crisis or recognizing an artificial crisis. The methodological approach was implemented at Ukrainian industrial enterprises. As the results of the study, several different scenarios of solutions for crisis management of the enterprise were obtained.
- Keywords
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JEL Classification (Paper profile tab)С10, С51, D20, D22, D29
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References30
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Tables3
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Figures4
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- Figure 1. Methodological approach to developing the scenarios for crisis management of the enterprise
- Figure 2. Algorithm for impulse actions formation
- Figure 3. Initial and smoothing values of the integral indicator of the JSC “Finprofil” overall development
- Figure 4. Initial and smoothing values of the overall development index of JSC “Harverst”
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- Table 1. Business management scenarios
- Table 2. The results of cognitive modeling for sustainable enterprise JSC “Finprofil”
- Table 3. Result of solving the inverse problem for JSC “Harverst”
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An assessment of informal SMEs’ potential in an African economy – theoretical and conceptual framework
Public and Municipal Finance Volume 7, 2018 Issue #2 pp. 1-13 Views: 3476 Downloads: 475 TO CITE АНОТАЦІЯInformal Small and Medium Enterprises (SMEs) play a key role in their respective economies over the world particularly in the African continent. This paper reviews various theories on SMEs towards understanding the potential of the informal sector in the context of African countries. The paper uses a theoretical approach for the purpose of assessing the challenges that have affected the development of the informal SMEs sector over the years in both the developing and developed world. Economically developing countries in Africa pose unique challenges to informal SMEs development compared to the developed countries. The paper reviews the theories that define the rise to informality in Africa by identifying the key determinants for the emergence of informal SMEs. A conceptual framework for assessing informal SME’s potential for Africa is developed. The conceptual framework is based on the Fishbone diagram developed by Kaoru Ishikawa (1986). This paper discusses the intricacies of the applicability of the proposed conceptual framework to assess the potential of the informal SMEs in Africa and the way forward for the formalization debate.
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Impact of transport infrastructure on firm performance: case study of Cuu long delta area, Vietnam
Phi Vinh Tuong ,
Dang Thai Binh ,
Nguyen Dinh Hoa
doi: http://dx.doi.org/10.21511/ppm.17(2).2019.04
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The effect of digital transformation and innovation on SMEs’ performance in times of COVID-19
Surahman ,
Himanshu Shee ,
Zhikry Fitrian ,
Ari Sasmoko Adi ,
Rizky Yudaruddin
doi: http://dx.doi.org/10.21511/ppm.21(4).2023.07
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