STRATEGIC ANALYSIS IN THE SYSTEM OF STRATEGIC MANAGEMENT: THEORY, METHODOLOGY
Abstract
Operating in a highly dynamic, uncertain, and unpredictable business environment requires enterprises to adopt strategic management concepts that can ensure their long-term sustainability, which necessitates changes in the approaches to management decision-making processes. Strategic analysis, as a function of strategic management, largely determines the strategic capabilities of business entities, shapes their expectations regarding future development, and enables the development of alternative solutions for successful long-term strategy and mission implementation. This is achieved through examining factors affecting key external processes and evaluating both past and present conditions of specific business entities. The purpose of the study is to develop the theoretical and methodological foundations of strategic analysis as a management function, to build an integrated model of strategic and operational analysis in the strategic management system to remove uncertainty when making strategic decisions. As a methodological foundation for management decisions, it ensures they meet the following requirements: scientific validity, purposefulness, feasibility, optimality, quality, objectivity, timeliness, flexibility, effectiveness, and rationality. The aim of the research is to develop theoretical and methodological foundations of strategic analysis as a management function and to construct an integrated model of strategic and operational analysis within the strategic management system to reduce uncertainty in strategic decision-making. To control and minimize uncertainty, an integrated model of strategic and operational analysis is proposed. This model facilitates the management of information about economic changes, their causes, and deviations from expected parameters, considering external certainty, uncertainty, conflict, and risk. This enables timely management decisions aimed at preventing and quickly eliminating negative changes, while effectively maneuvering resources to fully utilize created benefits and new opportunities in achieving global objectives.
References
Ковальчук Т.М. Стратегічний аналіз: навч. посібник. Чернівці. Чернівецький нац. ун-т, 2015. 424 с.
Парасій-Вергуненко І. М. Стратегічний аналіз у банках: теорія, методологія, практика : монографія. К. : КНЕУ, 2007. 360 с.
Редченко К.І. Стратегічний аналіз в бізнесі : навч. посібник вид 2-е, доповнене. Львів : «Новий світ-2000», 2010. 272 с.
Ansoff I. Strategic management. Wiley, 1979. 236 p.
Bernstein L. A. , Wild J. J. Financial Statement Analysis: Theory, Application, and Interpretation. Irwin/McGraw-Hill, 1998. 864 p.
Higgins, J.M. Organizational Policy and Strategic Management: Textand Cases. Chicago: The Drydent Press, 1983. 237 p.
Thompson, A. A., & Strickland, A. J. Strategic Management: Concepts and Cases. Irwin/McGraw-Hill, 1999. 1059 p.
Kovalchuk T.M. (2015) Stratehichnyi analiz [Strategic analysis]. Chernivtsi: Chernivetskyi nats. un-t, 424 р. (in Ukrainian)
Parasii-Verhunenko I. M. (2007) Stratehichnyi analiz u bankakh: teoriia, metodolohiia, praktyka : monohrafiia [Strategic analysis in banks: theory, methodology, practice: monograph]. K. : KNEU, 360 р. (in Ukrainian)
Redchenko K.I. (2010) Stratehichnyi analiz v biznesi : navch. posibnyk [Strategic analysis in business]. Lviv : «Novyi svit-2000», 272 p. (in Ukrainian)
Ansoff I. (1979). Strategic management. Wiley. 236 p.
Bernstein L. A. , Wild J. J. (1998) Financial Statement Analysis: Theory. 864 p. Application, and Interpretation. Irwin/McGraw-Hill.
Higgins, J.M. (1983). Organizational Policy and Strategic Management: Textand Cases. Chicago: The Drydent Press. 237 p.
Thompson, A. A., & Strickland, A, J. (1999). Strategic Management: Concepts and Cases. Irwin/McGraw-Hill. 1059 p.
This work is licensed under a Creative Commons Attribution 4.0 International License.
