STRATEGIC CONTROLLING TOOLS IN THE MANAGEMENT OF UKRAINIAN AGRICULTURAL COMPANIES
##plugins.themes.bootstrap3.article.main##
##plugins.themes.bootstrap3.article.sidebar##
Abstract
The subject of the study is the system of strategic control in an organisation, which is necessary for agri-food companies in the context of implementing the principles of sustainable development. Methodology. The following economic research methods were used in the study: monographic method (when studying scientific sources and reviewing thematic literature; studying the directions of sustainable development of business entities in the agri-food sector of Ukraine); scientific abstraction and generalisation (when studying various methodological approaches to determining the content of controlling); abstract and logical method (when determining the role and place of strategic controlling in the management system of agri-food companies, formulating conclusions based on the results of the study); methods of analysis and synthesis (when substantiating a set of tools for strategic controlling by elements of its system). The aim of the study is to supplement the methodological framework of the strategic controlling system for managing companies in the agri-food sector. Results. Controlling is an important management function, and its effectiveness determines the success of an organisation in achieving its goals and objectives. In modern conditions, strategic controlling can be combined with two main approaches – as a management philosophy and as a management function and mechanism. The system of strategic controlling is determined by a set of complex factors of the external and internal environment that determine the possibility of achieving the long-term goals and objectives. The implementation of sustainable development goals and objectives by agri-food companies creates new requirements for the strategic controlling system, the main of which are transparency, flexibility, inclusiveness, openness and efficiency. In order to successfully achieve the planned targets of sustainable development, the strategic controlling system should use a set of tools that is determined by the nature and effect of the relevant elements. It is proposed to use benchmarking, ABC-analysis, SWOT-analysis, PESTEL-analysis, methods of expert evaluation, CVP-analysis, financial analysis, network graphs and methods of expert forecasting as the main tools for strategic controlling of agri-food companies.
How to Cite
##plugins.themes.bootstrap3.article.details##
controlling, management, agri-food companies, sustainable development, tools, strategic goals
Sustainable Development Goals: Ukraine. Available at: https://globalcompact.org.ua/tsili-stijkogo-rozvytku/
Allen, C., Reid, M., Thwaites, J., Glover, R., & Kestin, T. (2020). Assessing national progress and priorities for the Sustainable Development Goals (SDGs): Experience from Australia. Sustainability Science, Vol. 15(2), p. 521–538. DOI: https://doi.org/10.1007/s11625-019-00711-x
Child, J. (1973). Strategies of control and organizational behavior Administrative Science Quarterly, p. 1–17.
Chun-Ping, Yeh. (2021). Cocial control or bureaucratic control? The effects of the control mechanisms on the subsidiary performance. Asia Pacific Management Review, Vol. 26(2), p. 67–77.
Dayle, A. (2001). Controlling practice. Kyiv.
Fukuda-Parr, S., & McNeill, D. (2019). Knowledge and politics in setting and measuring the SDGs: Introduction to special issue. Global Policy, Vol. 10(1), p. 5–15.
Gani, L., & Jermias, J. (2012), The effects of strategy-management control system misfits on firm performance. Accounting Perspectives, Vol. 11(3), p. 165–196.
Holden, E., Linnerud, K., & Banister, D. (2017). The imperatives of sustainable development. Sustainable Development, Vol. 25(3), p. 213–226. DOI: https://doi.org/10.1002/sd.1647
Irtyshcheva, I., Pavlenko, O., Boiko, Y., Stehnei, M., Kramarenko, I., Hryshyna, N., & Ishchenko, O. (2022). Evaluation of efficiency of regional public governance in the context of achieving goals of sustainable development. Management theory and studies for rural business and infrastructure development, Vol. 44(4), p. 497–505. DOI: https://doi.org/10.15544/mts.2022.49
Journeault, M. (2016). The Influence of the Eco-Control Package on Environmental and Economic Performance: A Natural Resource-Based Approach. Journal of Management Accounting Research, Vol. 28 (2), p. 149–178.
Kramarenko, I., Irtyshcheva, I., Stehnei, M., Boiko, Y., Nadtochii, I., Pavlenko, O., Rakipov, V., Hryshyna, N., Sirenko, I., & Ishchenko, O. (2022). Socio-economic development in conditions of digital transformations: regional features, strategic analysis, and prospects 2022 7TH International conference on mathematics and computers in sciences and industry, MCSI, p. 175–182. DOI: https://doi.org/10.1109/MCSI55933.2022.00035
Lyytimäki, J., Salo, H., Lepenies, R., Büttner, L., & Mustajoki, J. (2020). Risks of producing and using indicators of sustainable development goals. Sustainable development, Vol. 28, p. 1528–1538.
Malyarets, L., Draskovic, M., Babenko, V., Kochuyeva, Z., & Dorokhov, O. (2017). Theory and practice of controlling at enterprises in international business. Economic journal-XXI, Vol. 5-6, p. 90–96. DOI: https://doi.org/10.21003/ea.V165-19
Mayer, E. (1993). Controlling as a system of thinking and management: Kyiv.
Miner, E. (2004). Controlling for beginners. Profit management system. Kyiv.
Nosach, N., Druhova, O., & Klepikova, S. (2023). Controlling as a component of project management in agro-industrial production. Baltic Journal of Economic Studies, Vol. 9 No. 5, p. 186–192. DOI: https://doi.org/10.30525/2256-0742/2023-9-5-186-192
Nuwan Gunarathne, A.D., & Ki-Hoon, L. (2020). Eco-control for corporate sustainable management: A sustainability development stage perspective. Corporate Social Responsibility and Environmental Management, John Wiley & Sons, Vol. 27(6), p. 2515–2529.
Polyakova, Y., Lypovyi, D., & Yehiozarian, A. (2023). Management solutions for the innovative development of enterprises using a controlling system with information and analytical support. Baltic Journal of Economic Studies, Vol. 9 No. 5, p. 223–229. DOI: https://doi.org/10.30525/2256-0742/2023-9-5-223-229
Pylypenko, A., Popov, O., & Ostrinina, O. (2023). Strategic controlling in adaptive cost management of integrated corporate associations of enterprises. Actual Problems in Economics, Vol. 259, p. 14–23.
Saner, R., Yiu L., & Nguyen, M. (2020). Monitoring the SDGs: Digital and Social Technologies to Ensure Citizen Participation, Inclusiveness and Transparency. Dev Policy Rev., 00, 1–18.
Scheufele, D. A., & Krause, N. M. (2019). Science audiences, misinformation, and fake news. Proceedings of the National Academies of Sciences, Vol. 116(16), p. 7662–7669. DOI: https://doi.org/10.1073/pnas.1805871115
Smilka, V. (2019). The role of monitoring in sustainable development. Baltic Journal of Real Estate Economics and Construction Management, Vol. 7, p. 245–254.
Spekle, R. F. (2001). Explaining management control structure variety: A transaction cost economics perspective. Accounting, Organizations and Society, Vol. 26(4-5), p. 419–441.
Szóka, K. (2022). The importance of green controlling – the connection of the sustainability balanced scorecard and the ESG. January 2022. Conference: 38th EBES CONFERENCEAt: Istanbul, Turkey.
Whitley, R. (1999). Firms, institutions and management control: the comparative analysis of coordination and control systems. Accounting, Organizations and Society, Vol. 24(5–6), p. 507–524.
This work is licensed under a Creative Commons Attribution 4.0 International License.