The thesis has developed theoretical provisions, methodological support and practical proposals for making strategic decisions on enterprise development (on the example of machine-building enterprises).
In theory, strategic decisions are based on systemic, process, institutional, behavioural and competency-based approaches. The system-wide and process-based approach views decision-making as a sequential process, involving stages or stages from selection to delivery of the outcome of a strategic decision. The institutional approach recognizes the need to take into account regulatory constraints in strategic decision-making, to build consensus and to balance the interests of stakeholder groups. Competences and behavioural approaches emphasize ODA capacity, knowledge and experience, and motivation for development.
The thesis proposes a classification of types of strategic decisions according to the following criteria: goals (strategies) of growth, stability, reduction, aimed at changing the direction of business, the market, the expansion or contraction of business, the content of problems and the nature of problems; organizational effectiveness of the management decision-making system; ODA’s personal characteristics, perceptions and values; group or dominant tendencies of thought based on the established belief system; features of political processes and corporate relations. This classification has made it possible to develop appropriate strategic decision-making tools for enterprise development. It has been proved that the toolkit is a collection of methods, techniques, techniques and approaches for strategic decision-making and includes organizational and information-analytical components.
The developed methodological support for analysis of strategic decisions on enterprise development is presented in stages: definition of analytical tasks, selection of indicators, methods. Among the most important results of the analysis are the identification of the main problems and strategic directions of the development of enterprises in the machine-building industry, and the identification of strategic decision-making features and model strategies for enterprise development.
The thesis developed a methodical approach to strategic decision-making on enterprise development, the main object of which is a system of mutually agreed strategic decisions defining its development goals, means and means of achieving them, internal state and external behavior. The main principles of strategic decision-making on enterprise development are: the definition of a goal; initiative and creativity; coherence between objectives and modes of action; adaptability; a balance between the interests of key groups in strategic decision-making; perception of development motivation support.
From the standpoint of consolidation of efforts in support of strategic decisions, their consistency and readiness for implementation developed methodical approach within the framework of which evaluation was carried out at enterprises of JSC «UPEC» (JSC «HARP» and JSC «Harverst») strategic decision-making processes, as appropriate (strategic objectives, strategy development and implementation, staff competence development, business process innovation, new forms of cooperation) and the benefits of implementing strategic decisions for the enterprise and the expectations of its stakeholders.
The evaluation resulted in a set of organizational measures for strategic decision-making in corporate governance, aimed at reducing the conditions for collegiality, information transparency and conflict-free decision-making. The results of the test attest to the validity and completeness of the developed methodological approach.
