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Journal articles on the topic 'Strategy formation'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 July 2025

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1

BOIKO, R. "FORMATION THE STRATEGY DEVELOPMENT OF ENTERPRIZE." Herald of Khmelnytskyi National University. Economic sciences 286, no. 5 (2020): 23–29. https://doi.org/10.31891/2307-5740-2020-286-5-5.

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In the article the main problems of the management of the effective strategy of development of the enterprise on the market are discussed. It is indicated on the relevance of the topic under conditions of market relations for enterprises. The works of scientists involved in the study of these issues have been analyzed, and insufficiently investigated aspects are singled out. It is noted that in the complex dynamic conditions of the functioning of modern enterprises the value of strategic behavior has increased dramatically, which will allow companies to survive in the competitive struggle in t

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2

Vyhovska, V. V. "FORMATION OF AN INSURANCE MARKET SECURITY STRATEGY." SCIENTIFIC BULLETIN OF POLISSIA 1, no. 1(9) (2017): 80–86. http://dx.doi.org/10.25140/2410-9576-2017-1-1(9)-80-86.

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3

BOIKO, R. "FORMATION OF THE STRATEGY OF ENTERPRISE DEVELOPMENT." Herald of Khmelnytskyi National University. Economic sciences 274, no. 5 (2019): 19–24. https://doi.org/10.31891/2307-5740-2019-274-5-19-24.

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In the article the main problems of forming an effective strategy of diversification of the product range of the company are presented in the market. It is indicated on the relevance of the topic under conditions of market relations for enterprises. The works of scientists involved in the study of these issues have been analysed, and insufficiently investigated aspects are singled out. It is noted that in the complex dynamic conditions of the functioning of modern enterprises the value of strategic behaviour has increased dramatically, which will allow companies to survive in the competitive s

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4

Hnedina, K. V. "Strategy: Essence, Advantages, Methods and Techniques of Formation." Business Inform 2, no. 493 (2019): 14–20. http://dx.doi.org/10.32983/2222-4459-2019-2-14-20.

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5

Lokhman, Natalya, and Tatyana Beridze. "FORMATION OF INNOVATION-INVESTMENT STRATEGY OF THE ENTERPRISE." INTERNATIONAL JOURNAL OF NEW ECONOMICS, PUBLIC ADMINISTRATION AND LAW 1, no. 3 (2019): 115–23. http://dx.doi.org/10.31264/2545-093x-2019-1(3)-115-123.

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6

Melnyk, О., and T. Kushchova. "ENTERPRISE FINANCIAL STRATEGY FORMATION." Agrosvit, no. 1 (January 24, 2020): 69. http://dx.doi.org/10.32702/2306-6792.2020.1.69.

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7

Rodríguez-Álvarez, Carmelo. "Strategy-proof coalition formation." International Journal of Game Theory 38, no. 3 (2009): 431–52. http://dx.doi.org/10.1007/s00182-009-0162-9.

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8

Dale, M. W. "Issue-driven strategy formation." Strategic Change 11, no. 3 (2002): 131–42. http://dx.doi.org/10.1002/jsc.581.

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9

Salim, Togayev, and Ergashev Jasur. "PECULIARITIES OF ORGANIZATIONAL STRATEGY FORMATION." Educational Research in Universal Sciences 2, no. 1 (2023): 459–64. https://doi.org/10.5281/zenodo.7612792.

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10

LUKIANOVA, Valentyna, Tetiana HOLOVACH, and Iryna ZAKRYZHEVSKA. "THEORETICAL PRINCIPLES OF THE FORMATION OF THE ECONOMIC STRATEGY OF THE ENTERPRISE IN THE CONTEXT OF STRATEGIC MANAGEMENT." Herald of Khmelnytskyi National University. Economic sciences 316, no. 2 (2023): 167–71. http://dx.doi.org/10.31891/2307-5740-2023-316-2-26.

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The article examines scientific developments in the field of strategic management. Conscious strategic management allows the management of the enterprise to respond constructively to changes in its economic activity, to identify new opportunities and negative trends; evaluate alternative prospects for development in the future. The classification of scientific schools of strategy formation, which are based on different ideas about the determinants of strategic management, is presented. Each enterprise has its own configuration of initial strategic processes. Scientists have developed a wide ra

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11

HAVLOVSKA, Nataliia, Serii YOLKIN, Taras YABLONSKY, and Nazarii NEBELUK. "THEORETICAL BASIS FOR THE FORMATION OF THE ORGANIZATION’S STRATEGY." Herald of Khmelnytskyi National University. Economic sciences 314, no. 1 (2023): 273–78. http://dx.doi.org/10.31891/2307-5740-2023-314-1-41.

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The article examines the evolution of strategic management, which consists of five stages: budgeting and control, long-term planning, strategic planning, strategic management (strategic management), strategic management based on flexibility. The first stage – budgeting and control – involves the development of annual budgets, followed by the analysis of deviations, their causes, and, if necessary, makes decisions about adjustments, the second stage – long-term planning – it is assumed that the trends that were in the past will continue in the future, that is, on based on retrospective data and

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12

Kyrychenko, S., and K. Polovynka. "PRINCIPLES OF ASSORTMENT STRATEGY FORMATION." Agrosvit, no. 1-2 (January 29, 2021): 90. http://dx.doi.org/10.32702/2306-6792.2021.1-2.90.

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13

Kushchik, A. P., and S. V. Kryvosheenko. "FORMATION OF FINANCIAL DEVELOPMENT STRATEGY." Financial Strategies of Innovative Economic Development, no. 4 (2021): 105–10. http://dx.doi.org/10.26661/2414-0287-2021-4-52-19.

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14

Mintzberg, Henry, and Alexandra McHugh. "Strategy Formation in an Adhocracy." Administrative Science Quarterly 30, no. 2 (1985): 160. http://dx.doi.org/10.2307/2393104.

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15

Fayvishenko, Diana. "FORMATION OF BRAND POSITIONING STRATEGY." Baltic Journal of Economic Studies 4, no. 2 (2018): 245–48. http://dx.doi.org/10.30525/2256-0742/2018-4-2-245-248.

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16

L. Romme, A. Georges, and Frank J. Barrett. "Strategy Formation and Corporate Citizenship." Journal of Corporate Citizenship 2010, no. 38 (2010): 93–106. http://dx.doi.org/10.9774/gleaf.4700.2010.su.00008.

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17

Клинова, Е., E. Klinova, Р. Сунгатуллина, and R. Sungatullina. "Formation of Overall Audit Strategy." Auditor 5, no. 1 (2019): 13–19. http://dx.doi.org/10.12737/article_5c4194dc759be9.63386648.

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This article covers the main structural aspects of the formation of an audit strategy. Its functional role is determined; practical recommendations are given on the development of the form of the relevant document.

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18

JOHANSON, JAN-ERIK. "STRATEGY FORMATION IN PUBLIC AGENCIES." Public Administration 87, no. 4 (2009): 872–91. http://dx.doi.org/10.1111/j.1467-9299.2009.01767.x.

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19

Sminia, Harry. "Strategy formation as layered discussion." Scandinavian Journal of Management 21, no. 3 (2005): 267–91. http://dx.doi.org/10.1016/j.scaman.2004.09.002.

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20

JUNNONEN, J. ‐M. "Strategy formation in construction firms." Engineering, Construction and Architectural Management 5, no. 2 (1998): 107–14. http://dx.doi.org/10.1108/eb021065.

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21

Fletcher, Margaret, and Simon Harris. "Seven Aspects of Strategy Formation." International Small Business Journal: Researching Entrepreneurship 20, no. 3 (2002): 297–314. http://dx.doi.org/10.1177/0266242602203004.

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22

Creyer, Elizabeth H., and William T. Ross. "Salesperson impression and strategy formation." Marketing Letters 5, no. 3 (1994): 225–34. http://dx.doi.org/10.1007/bf00993901.

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23

Andersen, Torben Juul. "Integrating the Strategy Formation Process:." European Management Journal 22, no. 3 (2004): 263–72. http://dx.doi.org/10.1016/j.emj.2004.04.008.

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24

Junnonen. "Strategy formation in construction firms." Engineering Construction and Architectural Management 5, no. 2 (1998): 107–14. http://dx.doi.org/10.1046/j.1365-232x.1998.00051.x.

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25

Harris, Simon, and Pervez Ghauri. "Strategy formation by business leaders." European Journal of Marketing 34, no. 1/2 (2000): 126–42. http://dx.doi.org/10.1108/03090560010306241.

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26

Svitlana, Klepikova, and Sharova Anastasia. "FORMATION OF INTERNATIONAL MARKETING STRATEGY." Energy saving. Power engineering. Energy audit., no. 9-10(175-176) (March 15, 2023): 53–67. http://dx.doi.org/10.20998/2313-8890.2022.09.05.

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The article examines the process of forming an international marketing strategy and its determinants, describes the relationship between the phases of international marketing development and the level of application of an international marketing strategy. Based on this analysis, a set of elements of the company's international marketing strategy was developed, the application of which should contribute to ensuring a systematic approach to its planning, implementation and control. A structural and logical scheme of strategic decision-making regarding the selection of foreign markets and segment

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27

Hax, Arnoldo C., and Nicolas S. Majluf. "The Concept of Strategy and the Strategy Formation Process." Interfaces 18, no. 3 (1988): 99–109. http://dx.doi.org/10.1287/inte.18.3.99.

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28

Gruzd, Maryna. "Estimate of synthesized capital application in regional development strategy formation." Development Management 17, no. 2 (2019): 8–16. http://dx.doi.org/10.21511/dm.17(2).2019.02.

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The analysis of strategic potential for development strategy aimed at the effective use of synthesized capital is fundamental to solving the urgent problems of increasing the well-being of the population and promoting economic growth. Given the analysis of existing approaches on the principles of consistency and complicity, a system of indicators was developed to assess the components of the region’s strategic potential: investment capital, innovation capital, infrastructural capital, entrepreneurial capital, ecological capital has been developed. The author proposed groups of indicators of hu

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29

Amirkulov, Akram Ziyaevich. "Improving The Formation Of Competitive Marketing Strategy For Corporate Structures." American Journal of Management and Economics Innovations 3, no. 06 (2021): 60–66. http://dx.doi.org/10.37547/tajmei/volume03issue06-10.

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The article discusses the issues of improving the formation of a competitive marketing strategy in the corporate structures of the chemical industry in a market economy, consistent with the efficiency of corporate governance.

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30

Lacharity, Jacob J., and Armen Zakarian. "Evolution of a Chemical Strategy Toward the Synthesis of Unsymmetrically Oxidized Nuphar Alkaloids." Synlett 30, no. 14 (2019): 1632–42. http://dx.doi.org/10.1055/s-0037-1611866.

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Here we describe the frustrations, joys, and unexpected turns experienced in our journey toward a successful strategy directed at the total synthesis of unsymmetrically oxidized Nuphar thioalkaloids. While many adjustments were made to our initial synthesis plan, our general approach to the construction of the central bis(spirothiolane) moiety remained unchanged. Specifically, each iteration of our synthesis design involved the formation of the thiaspirane motif through the stereodivergent coupling of a thietane with a metal carbenoid, followed by a Stevens-type rearrangement of the resulting

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31

Lavarda, Rosalia Aldraci Barbosa, María Teresa Canet-Giner, and Fernando Juan Peris-Bonet. "How middle managers contribute to strategy formation process: connection of strategy processes and strategy practices." Revista de Administração de Empresas 50, no. 4 (2010): 358–70. http://dx.doi.org/10.1590/s0034-75902010000400002.

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The role of middle management is essential when managing integrative and emergent strategy formation processes. We stand out the importance of its role connecting micro and macro organizational level offering a very important contribution when examining the strategy-as-practice perspective and integrative strategy formation process. The main goal of this research is to analyse the relationship between the integrative strategy formation process and the roles of middle management under the strategy-as-practice perspective. To check it out we adopted a qualitative methodology droving a case analy

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32

Huang, Junjie, Lei Zhang, and Wenqian Wang. "Passive Positioning and Adjustment Strategy for UAV Swarm Considering Formation Electromagnetic Compatibility." Drones 9, no. 6 (2025): 426. https://doi.org/10.3390/drones9060426.

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In recent years, UAV formations have garnered significant attention in fields such as reconnaissance, communications, and transportation. This paper aims to design an efficient passive localization method for UAV formations that satisfies system electromagnetic compatibility (EMC) requirements. A self-adjustment model characterized by internally active communication and externally silent operation for UAV formations is proposed, which optimizes the positions of the UAVs under test based on their current locations and standard reference positions while adhering to formation geometry constraints

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33

Ismail, Tubagus, and Darjat Sudrajat. "Interactive Control System, Intended Strategy, Implemented Strategy dan Emergent Strategy." Winners 13, no. 2 (2012): 93. http://dx.doi.org/10.21512/tw.v13i2.655.

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The purpose of this study was to examine the relationship between management control system (MCS) and strategy formation processes, namely: intended strategy, emergent strategy and impelemented strategy. The focus of MCS in this study was interactive control system. The study was based on Structural Equation Modeling (SEM) as its multivariate analyses instrument. The samples were upper middle managers of manufacturing company in Banten Province, DKI Jakarta Province and West Java Province. AMOS Software 16 program is used as an additional instrument to resolve the problem in SEM modeling. The

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34

Idoko, Onyaglanu, and Robert Bradley MacKay. "Strategy Tools as Active Participants in the Strategy Formation Process." Academy of Management Proceedings 2015, no. 1 (2015): 18999. http://dx.doi.org/10.5465/ambpp.2015.18999abstract.

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35

Tolstikov, V. A., J. S. Izvekova, and T. L. Kashina. "EDUCATIONAL STRATEGY AS A KEY ELEMENT OF LIFE STRATEGY FORMATION." KAZAN SOCIALLY-HUMANITARIAN BULLETIN 10, no. 5 (2019): 38–43. http://dx.doi.org/10.24153/2079-5912-2019-10-5-38-43.

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36

Hax, Arnoldo C. "Redefining the concept of strategy and the strategy formation process." Planning Review 18, no. 3 (1990): 34–39. http://dx.doi.org/10.1108/eb054290.

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37

Soloviy, Serhiy, Lesya Kushnir, Olha Vivcharuk, and Volodymyr Martsynovskyi. "Formation of the investment strategy of tourist business structures." Market Relations Development in Ukraine 238, no. 12(283) (2025): 33–41. https://doi.org/10.5281/zenodo.15038621.

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The subject of the study. The article notes the impact of globalization processes on thedevelopment of the economy and business entities in particular. The importance of investments asa source of development of entrepreneurship, territories and the country in general, the formationof the investment strategy of each business entity in particular, is determined. The interpretationof the economic content of investments is given and the participants of the investment process areindicatedThe purpose of the study. Investment activity is defined as activity related to the investment ofinvestment reso

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38

Šmidrkal, J., V. Ilko, V. Filip, et al. "Formation of acylglycerol chloro derivatives in vegetable oils and mitigation strategy." Czech Journal of Food Sciences 29, No. 4 (2011): 448–56. http://dx.doi.org/10.17221/212/2011-cjfs.

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The most important acylglycerol chloroderivatives identified in foods are 3-chlorpropane-1,2-diol fatty acid esters (3-CPD esters) that are accompanied by epoxypropanol fatty acid esters formed in processed foods and, particularly, during the deodorisation of vegetable oils. Their content in refined vegetable oils is influenced by the oil composition, refining process conditions and process conditions of hydrogenation. Described and discussed here are the main pathways that lead to the formation of acylglycerols chloroderivatives and epoxypropanol fatty acid esters. The article offers detailed

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39

Chen, Jim Q. "A Framework for Cybersecurity Strategy Formation." International Journal of Cyber Warfare and Terrorism 4, no. 3 (2014): 1–10. http://dx.doi.org/10.4018/ijcwt.2014070101.

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A good cybersecurity strategy consists of the most effective and the most optimal course of actions available at the moment of operation in order to ensure the success of a cyber operation. How to form such a strategy is always a challenge. The current literature does not have much discussion about this topic. This paper intends to explore this process, which supports decision-makers in the cyber domain. It applies the Cybersecurity Formation Framework proposed in Chen and Duvall (2014), and shows how it can integrate varied actions into a systematic and consolidated course of actions to guara

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40

Pakhomova, Y. V., N. N. Kudryavtseva, and Y. N. Duvanova. "Formation of the enterprise investment strategy." Proceedings of the Voronezh State University of Engineering Technologies 83, no. 2 (2021): 237–42. http://dx.doi.org/10.20914/2310-1202-2021-2-237-242.

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Currently, modern methods used to evaluate the effectiveness of investment projects are most focused on quantitative assessment, do not take into account the peculiarities of project implementation at different stages, and also lack the ability to take into account investment risks in conditions of sectoral characteristics. Risks are associated with postponing the implementation of the investment project over time, so taking into account uncertainties should be an integral part of the assessment of the effectiveness of projects. When creating and implementing an investment project, it is neces

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41

Hendry, John. "Strategy Formation and the Policy Context." Journal of General Management 20, no. 4 (1995): 54–64. http://dx.doi.org/10.1177/030630709502000404.

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42

Nielsen‐Englyst, Linda. "Operations strategy formation – a continuous process." Integrated Manufacturing Systems 14, no. 8 (2003): 677–85. http://dx.doi.org/10.1108/09576060310503474.

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43

Miyata, Mayuko, and Shao-Chin Sung. "Coalition Formation Based Staffing Strategy Development." Journal of Advanced Computational Intelligence and Intelligent Informatics 16, no. 3 (2012): 430–35. http://dx.doi.org/10.20965/jaciii.2012.p0430.

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In this paper, we propose game theoretical models for developing staffing strategies, i.e., strategies which support managers’ decision making on hiring, head hunting, staff reassignment, and implementation of staff development policy in enterprises. Our staffing models are hedonic coalition formation games with newly proposed stability concepts calledinvitation based stabilities, in which players’ activities of changing their coalitions are motivated based on invitation from other coalitions. These stabilities capture behaviors of managers, employees, and contractors depending on the balance

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44

Xiao, Yingzhao. "Entrepreneurial Network and Entrepreneurial Strategy Formation." Academy of Management Proceedings 2015, no. 1 (2015): 15832. http://dx.doi.org/10.5465/ambpp.2015.15832abstract.

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45

Romme, A. Georges L. "Vertical Integration as Organizational Strategy Formation." Organization Studies 11, no. 2 (1990): 239–60. http://dx.doi.org/10.1177/017084069001100204.

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This paper contributes to research into the strategy-environment relationship, especially looking at the issue of vertical integration. It aims at a synthesis of process and content approaches to strategic change on the level of the organization's dominant group. The key factor is uncertainty, which will be defined as the gap between perceptual competence of the dominant group and environmen tal difficulty. After presenting a typical vertical integration case, the vertical integration literature is surveyed. Next, a framework of strategy-making under uncertainty serves as a vehicle to formulat

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46

Худяков and S. Khudyakov. "Investment portfolio strategy formation (multiobjective optimization)." Economics of the Firm 2, no. 1 (2013): 0. http://dx.doi.org/10.12737/303.

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In the article the transition from business process reengineering, the formation of the investment portfolio to the problems of optimization, formulated in a general form of multiobjective problems of a linear programming. The toolssupport reverse engineering on different levels of the value chain organization can justify the choice of the optimal economic strategies for the development and operation of companies.

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47

Mandych, Oleksandra, Natalia Babko, Tetyana Ustik, and Natalia Kolodnenko. "Formation of the company's digital strategy." Ukrainian Journal of Applied Economics and Technology 7, no. 4 (2022): 10–15. http://dx.doi.org/10.36887/2415-8453-2022-4-1.

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Today's realities of comprehensive digital development of society require companies to reorient their activities digitally. Most of them have already partially or fully implemented elements of digitization in their practice, but for the comprehensive immersion of business in the world of numbers, the formation of an effective digital strategy is necessary, which makes this issue of research extremely relevant. The article examines the peculiarities of the formation and influence of the digital strategy on the company's activities. The main stages of implementation through research stages are o

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48

Hock, Howard S., Cynthia L. Park, and David F. Bjorklund. "Temporal Organization in Children's Strategy Formation." Journal of Experimental Child Psychology 70, no. 3 (1998): 187–206. http://dx.doi.org/10.1006/jecp.1998.2457.

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49

Adamides, Emmanuel D. "Linking operations strategy to the corporate strategy process: a practice perspective." Business Process Management Journal 21, no. 2 (2015): 267–87. http://dx.doi.org/10.1108/bpmj-07-2013-0107.

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Purpose – The purpose of this paper is to provide a micro-level, human-activity-centred interpretative framework for the way operations strategy is formed, linked and aligned with corporate-level strategies, and to apply it to gain insights on these processes. Design/methodology/approach – Relying on the theoretical foundations of social practice theory and actor-network theory, as well as on the analysis of the organisational realities of the operations strategy formation process embedded in pluralistic organisational contexts, a conceptual framework for analysing the production and alignment

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50

Gruzina, Inna, and Maryna Poliukhovych. "Formation of competitive development strategy key performance indicators’ system for consulting companies." Development Management 18, no. 1 (2020): 53–60. http://dx.doi.org/10.21511/dm.18(1).2020.05.

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The information on the main stages of key performance indicators selection and formation for the process of estimating the competitive development strategy effectiveness of consulting companies is analyzed, the types of indicators, their differences are examined, the existing views and recommendations of researchers and experts on the expediency of using certain indicators directly by consulting companies are generalized. Various areas of consulting are described and it is suggested to take into account the specifics of the consulting business when selecting relevant performance indicators of

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