Business Ecosystems: Strategy Maps in Relation to Sustainable Development

2013 ◽  
Vol 837 ◽  
pp. 603-606
Author(s):  
Elena Galateanu Avram ◽  
Silvia Avasilcăi
Keyword(s):  
Sustainable Development ◽  
Balanced Scorecard ◽  
Implementation Process ◽  
Strategy Implementation ◽  
Point Of View ◽  
Strategy Maps ◽  
Academic Environments ◽  
Business Ecosystem ◽  
Business Ecosystems ◽  
Common Strategy

Continuous economic and social changes led to the development of new concepts both in business as well as in academic environments. As a result, one of them is the concept of business ecosystem. This concept brought a new definition of an industry through clear delimitation of organizational roles and relationships which are evolving around a common strategy and through the vision of an industry as a community of interrelated organizations who work together for a common benefit. This paper aims to provide a conceptual framework for a business ecosystem with a view to measure its performance by means of strategy maps. The main purpose of strategy maps is to communicate the strategy throughout the organization and to ensure its proper and successful execution. From this point of view the findings should reveal how the organizations inside business ecosystems are adapting a common strategy and the importance of the value creation processes established inside the business ecosystem. In order to achieve this objective it will be identified the business ecosystems strategy along with specific features and it will be transposed in a Balanced Scorecard framework according to its four perspectives: financial, customer, internal processes and learning and growth. Each perspective respond to organization needs and reflects the most important strategic objectives. The linkage and relations between each perspectives elements will be established by analyzing sustainable development influences as a new trend of organization development and as response to global concern to environment, social and economic evolution. This direction of analysis will provide, for various stakeholders, a new framework to implement the concepts of eco-innovation and eco-development as well as cooperation and co-evolution. Basically these concepts will be considered as key aspects of analysis as well as for the strategy implementation process and will provide knowledge about organizations mechanisms related to its role as a business ecosystem within the context of the internal and external environment. The main outcome, the foreseen result, is to create a strategy map template for a business ecosystem that could foster the importance of cooperation and co-evolution concepts for strategy implementation.

BYSUNESS-ECOSYSTEM CONCEPT OF SUSTAINABLE MANAGEMENT

2020 ◽  
pp. 21-27
Author(s):  
Igor Bystryakov ◽  
Dmitry Klynovyi
Keyword(s):  
Sustainable Development ◽  
Project Management ◽  
Natural Resources ◽  
Sustainable Management ◽  
Public Authorities ◽  
Business Ecosystem ◽  
Collaborative Interactions ◽  
Business Ecosystems ◽  
Spatial System ◽  
Assets Management

The purpose of the article is to define an innovative concept of sustainable management based on the analysis of the institutional configuration of business ecosystem entities. The concept of sustainable (SUST) management is outlined as the creation of conditions for multi-entity management of territorial capital on the basis of digital platform technologies and the principles of partnership between government, business and the population. The institutional configuration of territorial business ecosystems is analyzed. It is determined that the business-ecosystem organization of economic activity is a flexible and dynamic system that creates opportunities for the integration of natural resources into economic circulation in territorial communities. It is established that there is a need for a radical restructuring of the institutional configuration of the spatial management system of natural resources in the direction of creating a system of multi-entity management of territorial capital. The main institutions and institutes of the spatial system of natural resources management of the territorial business ecosystem are outlined, in the field of local government, public-private partnership, corporate-platform and structural-project management, etc., within which economic actors of business ecosystems are endowed with appropriate functions and powers.. The structure of the business-ecosystem concept of sustainable management is detailed, including the basic formats of institutionalization of territorial assets management, informational and communicational platform component and management mechanisms of sustainable management, which are focused on creating a system of multi-entity management of sustainable development of territorial communities. Basic formats and forms of institutionalization of territorial assets management in the conditions of decentralization of power are proposed, including communication platforms of collaborative interactions between public authorities, business and population, as well as a set of mechanisms of structural and project management of sustainable development of territorial communities.

scholarly journals Basic principles of partnership as the factor of sustainable development in the context of business ecosystems

2021 ◽  
Vol 291 ◽  
pp. 08005
Author(s):  
Natalya Ivashchenko ◽  
Ludmila Isaeva
Keyword(s):  
Sustainable Development ◽  
Natural Ecosystems ◽  
Basic Principles ◽  
Internal Resources ◽  
Business Ecosystem ◽  
Best Response ◽  
External Relations ◽  
Business Ecosystems ◽  
External Conditions ◽  
Economic Reality

It is the ability to adapt to external conditions, correctly build internal and external relations that today is able to bring a business to a higher level of effective and sustainable development. This is the main rationale for building partnerships that mobilize internal resources and create new opportunities for the benefit of all stakeholders. The transformation of business into an ecosystem, the use of the principles inherent in natural ecosystems is the best response to the challenges of modern socio-economic reality. The peculiarity of this stage of business development lies in the management of the organization as an element of the business ecosystem. The activities of business ecosystems are built on the basis of partnerships, which in this context have a number of features. The article examines the main types and aspects of business ecosystems, traces the stages of their formation, systematizes and reveals the features and basic principles of partnerships, based on which, within such systems, organizations may ensure their effective and sustainable development.

scholarly journals Factors influencing countries on their path to sustainable development: implications for organizations

2017 ◽  
Vol 15 (2) ◽  
pp. 474-485 ◽  
Author(s):  
Lenka Veselovská
Keyword(s):  
Sustainable Development ◽  
Organizational Development ◽  
National Level ◽  
Implementation Process ◽  
Well Being ◽  
Point Of View ◽  
Economic Point ◽  
Factors Influencing ◽  
The World ◽  
Global Problems

Nowadays sustainable development is a central concept for our age. It is both a way ofunderstanding the world and a method for solving global problems. It is currently a crucial concept for the world to understand and to implement. This research study focuses on examining the foundations of achieving sustainable development and main factors influencing this process at a national level. The aim is to characterize those factors which influence this implementation process mainly from the economic point of view. However, other noneconomic factors related to human well-being and organizational development are not omitted. Countries’ political and legislative environment are also evaluated since they can have significant implications for development of individual organizations conducting their business activities within countries' borders. The focus of examining the topic of countries’ sustainable development is on the cross-country comparison. Values of some important indicators are also provided in terms of comparison among selected countries which enables us to explain the reasons for differences in countries’ development, as well as predictions for the future. Historical perspective provides data which enable to evaluate influence of selected factors in terms of countries’ path to achieving sustainable development.

Risk Management as a Tool in the Development of Socio-Economic Ecosystems

2021 ◽  
pp. 40-51
Author(s):  
Roman M. Kachalov ◽  
Yuliya A. Sleptsova
Keyword(s):  
Sustainable Development ◽  
Risk Management ◽  
Risk Level ◽  
Economic Agents ◽  
Social Sphere ◽  
Business Ecosystem ◽  
The Social ◽  
Business Ecosystems ◽  
Level Of Risk

The main problems of sustainable development of business ecosystems are considered. It is proved that promising business ecosystems need to master and use modern, including digital, technologies in managing the level of risk. The purpose of this study is to expand the types of tools that can be used to manage the risk level of failure to achieve sustainable development of business ecosystems. To study the problems of risk management and identify the characteristics of the risk phenomenon in the activities of business ecosystems, the methodology and applied tools of the system economic theory and the operational theory of risk management are used. It is shown that the management of risk of harm to the environment, in the social sphere, and development of anti-risk impacts, reducing the level of risk of not achieving the necessary quality of management, improve the investment attractiveness of economic agents, members of the business ecosystem. The realization research may be of interest to enterprises and organizations that are developing their own strategies for sustainable development within the framework of emerging business ecosystems, or developing their own strategy for choosing and joining some hypothetical business ecosystem.

Integration of sustainable development in the strategy implementation process: proposal of a model

2013 ◽  
Vol 13 (5) ◽  
pp. 511-526 ◽  
Author(s):  
Maria João Bettencourt Gomes de Carvalho ◽  
Jorge Francisco Bertinetti Lengler ◽  
Nelson José dos Santos António
Keyword(s):  
Sustainable Development ◽  
Implementation Process ◽  
Strategy Implementation

scholarly journals METHODICAL ASPECTS OF APPLYING STRATEGY MAP IN AN ORGANIZATION

2013 ◽  
Vol 11 (1) ◽  
pp. 153-167 ◽  
Author(s):  
Piotr Markiewicz
Keyword(s):  
Strategic Management ◽  
Balanced Scorecard ◽  
Performance Indicators ◽  
Implementation Process ◽  
Strategy Implementation ◽  
Management Process ◽  
Methods And Techniques ◽  
Strategy Map ◽  
And Performance ◽  
Strategic Management Process

One of important aspects of strategic management is the instrumental aspect included in a rich set of methods and techniques used at particular stages of strategic management process. The object of interest in this study is the development of views and the implementation of strategy as an element of strategic management and instruments in the form of methods and techniques. The commonly used method in strategy implementation and measuring progress is Balanced Scorecard (BSC). The method was created as a result of implementing the project “Measuring performance in the Organization of the future” of 1990, completed by a team under the supervision of David Norton (Kaplan, Norton 2002). The developed method was used first of all to evaluate performance by decomposition of a strategy into four perspectives and identification of measures of achievement. In the middle of 1990s the method was improved by enriching it, first of all, with a strategy map, in which the process of transition of intangible assets into tangible financial effects is reflected (Kaplan, Norton 2001). Strategy map enables illustration of cause and effect relationship between processes in all four perspectives and performance indicators at the level of organization. The purpose of the study being prepared is to present methodical conditions of using strategy maps in the strategy implementation process in organizations of different nature.

Corporate Social Responsibility Implementation - Lessons from Uganda

10.33117/512 ◽  
2017 ◽  
Vol 13 (1) ◽  
pp. 47-69
Keyword(s):  
Sustainable Development ◽  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Stakeholder Involvement ◽  
Implementation Process ◽  
Structured Interviews ◽  
Implementation Success ◽  
Success Model ◽  
Strategic Csr ◽  
Corporate Social

Purpose: This paper presents aspects of a Corporate Social Responsibility (CSR) Implementation Success Model to guide CSR engagements. Design/methodology/approach: A qualitative case methodology is used to investigate two CSR companies in Uganda. Semi-structured interviews with managers and stakeholders are conducted. Data triangulation includes reviewing CSR reports and documents, and visiting communities and CSR activities/projects mentioned in the case companies’ reports. Grounded theory guides the data analysis and aggregation. Findings: The findings culminate into a “CSR Implementation Success Model. ” Key aspects of CSR implementation success are identified as: (i) involvement of stakeholders and management (i.e., co-production) at the start and during every stage of CSR implementation; (ii) management of challenges and conflicts arising within/outside of the company itself; and (iii) feedback management or performance assessment—i.e., accountability via CSR communications and reporting. Stakeholder involvement and feedback management (accountability) are pivotal, though all three must be considered equally. Research limitations: The studied companies were large and well-established mature companies, so it is unclear whether newer companies and small and medium-sized enterprises would produce similar findings. Practical implications: Successful CSR implementation starts with a common but strategic understanding of what CSR means to the company. However, CSR implementation should (i) yield benefits that are tangible, and (ii) have a sustainable development impact because these two aspects form implementation benchmarks. Additionally, top management should be involved in CSR implementation, but with clear reasons and means. Originality/value: This paper unearths a CSR Implementation Success Model that amplifies views of “creating shared value” for sustainable development. It guides organizations towards strategic CSR, as opposed to the responsive CSR (returning profits to society) that largely dominates in developing countries. Additionally, it explains how to add value to the resource envelope lubricating the entire CSR implementation process

Assessment and analysis of efficiency system management by innovative factors for sustainable development of national economy from the position satisfaction of vital interests population in Ukraine

2019 ◽  
pp. 6-16
Author(s):  
Оксана Василівна Бондар-Підгурська ◽  
Алла Олександрівна Глєбова
Keyword(s):  
Sustainable Development ◽  
Human Development ◽  
National Economy ◽  
Public Debt ◽  
Methodological Approach ◽  
State Regulation ◽  
Point Of View ◽  
Financial Policy ◽  
System Management ◽  
Stage Of Development

The scientific and methodological approach to the evaluation and analysis of the efficiency of system management by innovation factors for sustainable development of national economy from the point of view satisfaction vital interest’s population is developed. This is the calculation of the modernized index human development based on the adjective model based on 26 indicators (social, economic and environmental subsystems), as well as using the methods of the main components and the slip matrix. The resultant value is the modernized Human Development Index (MHDІ) of Ukraine. The architectonics MHDІ of Ukraine in 2007–2017 from the position of sub-indices of the ecological, social and economic subsystems is analyzed. Consequently, the scientific and methodological approach based on the MHDI change allows us to draw conclusions regarding the effectiveness of the work and public administration bodies in the context of making managerial decisions regarding the satisfaction of the vital interest’s population. MHDI considers the main regulated parameter of the system management in the innovation factors of sustainable development in socially oriented economy. The tendency of steady decline MHDI of Ukraine in 2007–2017 on 53.45 % was confirmed, which confirms inefficient state regulation of crisis situations in Ukraine. In order to increase the efficiency management of innovative factors by sustainable development of the national economy, from the standpoint of satisfaction vital interest’s population, it is proposed to intensify the use of public debt and savings bonds, market and non-market methods of relief and debt load. This is due to the fact that at the current stage of development in the national economy, public external debt is one of the most significant indicators of the state economy. It is at the same time a criterion for the effectiveness of public financial policy, as well as a threat and opportunity for the Ukrainian economy. In order to optimize its size, various methods, approaches, tools are used. Based on the analysis of world experience, it has been established that the securities market, in particular debt securities, plays a strategic role in regulating this issue. Therefore, it makes sense to recommend government debt bonds and government savings bonds to optimize the amount of external public debt.

scholarly journals Linkages between Energy Delivery and Economic Growth from the Point of View of Sustainable Development and Seaports

Energies ◽  
2021 ◽  
Vol 14 (14) ◽  
pp. 4255
Author(s):  
Elżbieta Szaruga ◽  
Zuzanna Kłos-Adamkiewicz ◽  
Agnieszka Gozdek ◽  
Elżbieta Załoga
Keyword(s):  
Sustainable Development ◽  
Crude Oil ◽  
Cross Correlation ◽  
Point Of View ◽  
Oil Products ◽  
Modern Approach ◽  
Economic Cycles ◽  
Study Results ◽  
The One ◽  
Oil And Oil Products

This paper presents the synchronisation of economic cycles of GDP and crude oil and oil products cargo volumes in major Polish seaports. On the one hand, this issue fits into the concept of sustainable development including decoupling; on the other hand, the synchronisation may be an early warning tool. Crude oil and oil products cargo volumes are a specific barometer that predicts the next economic cycle, especially as they are primary sources of energy production. The research study applies a number of TRAMO/SEATS methods, the Hodrick–Prescott filter, spectral analysis, correlation and cross-correlation function. Noteworthy is the modern approach of using synchronisation of economic cycles as a tool, which was described in the paper. According to the study results, the cyclical components of the cargo traffic and GDP were affected by the leakage of other short-term cycles. However, based on the cross-correlation, it was proved that changes in crude oil and oil products cargo volumes preceded changes in GDP by 1–3 quarters, which may be valuable information for decision-makers and economic development planners.

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