Diagnostics of influence priority of macroeconomic and institutional factors for mining enterprises during changes

Natalia Priymak
PhD in Economics, Associate Professor, Head of Marketing, Management and Public Administration Department, Donetsk National University of Economics and Trade named after Mykhailo Tugan-Baranovsky, Ukraine, e-mail: priymak@donnuet.edu.ua, ORCID ID: https://orcid.org/0000-0002-9721-3226

Cite this article:

Priymak, N. (2019). Diagnostics of influence priority of macroeconomic and institutional factors for mining enterprises during changes. Ed.: M. Zvieriakov (ed.-in-ch.) and others [Diahnostyka priorytetnosti vplyvu makroekonomichnykh ta instytutsiinykh chynnykiv dlia hirnychovydobyvnykh pidpryiemstv pry provedenni zmin; za red.: М. I. Zvieriakova (gol. red.) ta in.], Socio-economic research bulletin; Vìsnik socìal’no-ekonomìčnih doslìdžen’ (ISSN 2313-4569), Odessa National Economic University, Odessa, No. 1 (69), pp. 199–207.

Abstract

The article determines that a changes implementation depends on an acceptability level of changes of external environment (contact audiences), developed by enterprise’s management system (team of changes). An influence of institutional and macroeconomic factors that are components of an external environment of enterprises functioning is investigated with a help of expert assessment tools. For this purpose, the article presents the rationale for the number, structure and composition of experts – managers at different levels. Taking into account the specifics of Ukrainian mining enterprises functioning, the influence of twelve factors that determine of these enterprises activity and taking into account of the management system specificity, are analyzed. In the research process, a methodological apparatus, which provides for the consistent implementation of the following actions, was implemented: the list of experts determining and their selection justifying; factors identifying to assess their impact on enterprises; factors assessment on the scale: [most significant influence factor; least significant influence factor]; assessment of the consistency level of expert opinions on an influence factors, subject to its acceptability – calculation of influence specific coefficients of macroeconomic and institutional factors on the mining enterprises activity; evaluation of obtained results and factors determination, whose influence on changes is the most significant. The obtained results should be a source of opportunities and threats determining for enterprises strategic changes realization, as well as a basic guideline for directions determining of strategic potential implementation. According to the obtained estimates, the most significant influence on the changes implementation is exerted by market factors, such as a mining technology and enrichment development factors, and also factors that determine an infrastructure component of production provision system. Based on analysis results, it can be argued that these factors are determining of external drivers of change, taking into account the influence of which is mandatory for developing the strategic potential of change program realizing and enterprise development strategy.

Keywords

changes; external environment; external environment factors; change management; strategic management; drivers of change.

JEL classification: A100; В490; L720; M210; O120; DOI: https://doi.org/10.33987/vsed.1(69).2019.199-207

UD classification: 65.012:338.2

This work is licensed under a Creative Commons Attribution 4.0 International License. To view a copy of this license, visit http://creativecommons.org/licenses/by/4.0/

References

1. Anistratenko, V. H., Fedorov, V. H. (1993). Mathematical planning of experiments in the agro-industrial complex [Matematychne planuvannya eksperymentiv v APK], Vyshcha shkola, Kyiv, 374 s. [in Ukrainian]
2. Ansoff, H. I. (1965). Corporate strategy: an analytic approach to business policy for growth and expansion, McGraw-Hill, New York, 241 p.
3. Ansoff, I. (1999). The new corporate strategy [Novaya korporativnaya strategiya], Piter, Sankt-Peterburg, 416 s. [in Russian]
4. Dyagel, O. Yu. (2005). Theory of economic analysis [Teoriya ekonomicheskogo analiza], Krasnoyarskiy gosudarstvennyy torgovo-ekonomicheskiy institut, Krasnoyarsk, 187 s. [in Russian]
5. Kovbatyuk, M. V., Benyk, N. H. (2016). The impact of internal and external environment on the process of operation and adaptation of enterprises [Vplyv faktoriv zovnishnioho i vnutrishnioho seredovyshcha na protses funktsionuvannia ta adaptatsii pidpryiemstv], Vodnyi transport, Vyp. 2, s. 101-108 [in Ukrainian]
6. Litvak, B. G. (1996). Expert assessments and decision making [Ekspertnye otsenki i prinyatie resheniy], Patent, Moskva, 298 s. [in Russian]
7. Mishin, V. M. (2015). Research of control systems [Issledovanie sistem upravleniya], Yuniti-Dana, Moskva, 527 s. [in Russian]
8. Тоmpson, А., Strickland, A. (2003). Strategic management: concepts and situation analysis. Trans. from Eng. A. R. Ganieva. 12th ed. [Strategicheskiy menedzhment: kontseptsii i situatsii dlya analiza; per. s angl. A. R. Ganievoi; 12-e izd.], Dialektika, Мoskva, 928 s. [in Russian]
9. The Global Competitiveness Index 2017-2018 edition, World Economic Forum, available at: http://www.weforum.org.
10. Porter, M. (1980). Competitive strategy, The Free Press, New York, 416 p.