Shram O. Corporate management of strategic competencies of a joint-stock company

Theoretical approaches to the formation of strategic competencies and ensuring the strategic competence of a joint-stock company as an interconnected set of competencies are generalized and supplemented. It is proved that strategic competence is a reflection of the ability and capacity of the joint-stock company to establish and maintain a long-term sustainable competitive advantage. It is established that the prerequisites for the formation of strategic competence have an individual-personal nature of origin (professional competencies), group basis of education (role and functional competencies), the systemic nature of detection (strategic competencies). It is determined that the unity of the components of strategic competence is determined by the target orientation on the formation of dynamic opportunities and unique differences in the field of competitiveness of the enterprise. The substantiation of theoretical provisions concerning structuring of the mechanism of corporate management of strategic competence of joint-stock company is given. It is proved that within the framework of the mechanism of corporate management of strategic competence of the joint-stock company the combination of static and dynamic aspects of formation and realization of competences at formation and maintenance of competitive advantages is carried out. Based on the analysis of the dynamics of the integrated indicator of the effectiveness of the strategic competence of joint-stock companies in the field of metallurgy and metalworking of Ukraine, the contradiction of current trends to ensure the stability of competitive positions and stability of competitive advantages. Prerequisites for the growth of instability of competitive advantages of joint-stock companies in the industry are identified: insufficient ability of producers to maintain a competitive position in unfavourable market conditions; limited ability to increase the volume of value added in the context of maintaining excessively narrow specialization of metallurgical enterprises in the chains of creating new value; difficulty or impossibility to implement large-scale measures to optimize the use of all types of resources as a form of flexible response to external threats. It is proved that the influence of organizational structure and practices of corporate relations regulation on the formation of strategic competence of joint stock companies is complex and systemic in nature, related to the breadth of corporate governance mechanism. An assessment of the effectiveness of the use of strategic competence for the formation of competitive advantages of domestic joint stock companies in the field of metallurgy and metalworking of Ukraine is presented. It is proposed to determine the state of formation and evaluate the results of the strategic competence of joint stock companies through the use of an integrated indicator, which allows to summarize the parameters of efficiency of operational, investment, financial activities of JSC. A methodological approach to determining the functional completeness of organizational and economic support of corporate governance of strategic competencies of a joint stock company has been developed. It is established that the implementation of a competency-based approach to managing the processes of creating and maintaining competitive advantages makes it possible to avoid bias in regulating the conditions of cooperation through the possibility of taking into account the depth of stakeholders in the formation of competencies. The technology of developing a corporate development strategy of a joint-stock company, subordinated to the requirements of corporate development potential formation, has been improved. It is proved that the potential of corporate development of a joint-stock company is a generalizing system characteristic of the ability and capacity of the corporate governance mechanism to help improve the state of formation and increase the productivity of competencies. It is established that the potential of corporate development of a joint stock company should be focused on creating and maintaining strategic competencies to ensure targeted competitive advantages in intensifying issuance and investment activities, increase the effectiveness of corporate cooperation of stakeholders, improve the quality of corporate governance. A methodical approach to assessing the economic flexibility of the company's competencies in the field of corporate governance is proposed, taking into account the existing range of reflections of stakeholders' ideas to determine the most acceptable for them to implement individual interests and achieve group goals. Regulations on the development of motivational support for corporate governance of strategic competencies of the joint-stock company have been formed. Keywords: enterprise competencies, strategic competencies, joint stock company,corporate governance, stakeholders.