The thesis is devoted to the generalization and development of theoretical positions, development of methodological support and practical recommendations for the formation of organizational culture in the strategic management of the enterprise.
The first section specifies the theoretical principles and categorical apparatus of the subject area of the strategic aspect of organizational culture’s formation. The generalization of the conceptual foundations of the organizational culture’s formation allowed to determine the main stages and prerequisites for its implementation and quality support at the enterprise. The morphological analysis of the key concepts "organizational culture" and "strategic management" is carried out, the basic list of key words is defined and the own definition of organizational culture is formulated.
Determining of components, analysis of existing types and models of organized culture allowed to establish appropriate links between them and substantiate their own classification of organized culture’s types, which is supplemented by a new type – "culture of interests", corresponds to modern trends in the focus of enterprises on results and staff as key components of modern development.
The paper substantiates six provisions that regulate the formation of organizational culture in conjunction with strategic management. These provisions include the following: organizational culture is seen as an important strategic element; influence on organizational culture is carried out by means of attributes; modern understanding of the components of the enterprise’s management system is based on its connection with the organizational culture to another.
The second section is devoted to the development of analytical tools for identifying strategies and methodological support for estimating the level and type of organizational culture.
Based on a comprehensive analysis of existing strategies for the surveyed enterprises using SWOT-analysis, the strengths and weaknesses, potential opportunities for development and threats to the external environment were identified. The combined research identified the following types of strategies: cost reduction strategy, direct vertical integration strategy, central diversification strategy and concentrated growth strategy.
The representativeness of the sample is substantiated in the work, the list of questions is given, the scale of estimation of answers is also substantiated. The analysis of the questionnaire showed that the level of organizational culture remains quite high, and the dominant types of organizational cultures in enterprises are: task culture, power culture, bureaucratic culture and clan culture.
The matrix of compatibility of organizational culture and strategy of the enterprise was substantiated, which confirmed the hypothesis about the importance of participation of organizational culture in the enterprise’s strategic management. As a result, a scale of interaction’s possibilities of organizational culture’s types with each type of strategy is established and the logic of making the corresponding decision is substantiated.
The third section presents methods and tools for managing the formation of organizational culture in accordance with the strategy of the enterprise.
The paper proposes a methodical approach to the formation of organizational culture in the enterprise’s strategic management, the originality of which lies in the gradual estimation of the readiness of organizational culture to move to another type and includes the following levels: superficial estimation, middle estimation, deep estimation and the control stage.
The results of a comprehensive analysis of the sequence of organizational culture’s formation allowed us to identify two options for the transition from one organizational culture to another: direct and transitional organizational culture. In view of the above, an organizational culture transition scheme has been developed that illustrates direct transitions, indicating that there is sufficient interrelationship between cultures to transition from one type of organizational culture to another without additional stage.
To confirm the hypothesis about the sequence of organizational culture’s formation in the strategic management of the enterprise, a hierarchical model was built using the method of MHA. The paper substantiates the list of the hierarchical model’s levels and selects the model of organizational culture’s formation using the scale of relative importance of Saati, as well as identifies the advantages of a particular option in pairwise comparison of clusters.
The practical value of developments is confirmed by implementation in the activities of enterprises, institutions and organizations, namely: LLC "Bel-Ger" (№126 from 10.08.2020). The scientific process of S. Kuznets KhNEU for the training of specialists in the specialty 073 "Management" (№20 / 86-23-120 from 18.08.2020).
