No abstract

The analysis of one of the global problems of today — the crisis of spirituality — is provided. It is shown that the spirituality of a modern personality among other life values (family, career, money, health, friendship, love, leisure time) in the context of the Wheel of Life by Paul J. Mayer occupies an insignificant place. It is proved that the mentioned fact is a litmus test of the disharmony of modern human life. The destruction of value imperatives of the spiritual basis leads inevitably to a crisis, which applies to both the individual and society as a whole. Accordingly, the spiritual devastation's possible effects and the ways to prevent it based on the implementation of the New Humanism ideas are revealed.

In the article the authors stated that management had become one of the major factors in the efficiency and competitiveness of developed countries' economies during the twentieth century. The tendency of scales steady growth and a share of organizational-managerial innovations in the total volume of organization management activity is proved. The essence of the «creative management» concept is revealed as a component of the enterprise management system. The paper aims to analyze the approaches to define the main research directions in creative management and creativity in management. The analysis findings proved that creative management or creativity in management issues is one of the mainstream of investigation in papers devoted to modern management, which formed different scientific directions. The findings of investigation allow concluding that the topic of «creative management» or «creativity in management» wasn't popular among scientists until 2004 according to the WoS database and 2006 according to Scopus. After these years, the numbers of papers were growing up to 2018 throughout the analyzed period at an average growth rate of almost 50% in WoS database and 39% in Scopus database. Using VOSviewer software allowed defining 8 clusters of keywords that analyzed the creative management or creativity in management issues. All of them have close connections. The biggest cluster consists of 60 items and includes the follows big data, commerce, communication, competition, competitiveness, creative management, creative society, information and communication, information society, information management, information system, information technology, knowledge-based system, knowledge management, SMEs, surveys, strategic planning, sustainable development, technological development etc. The second biggest cluster merged the sphere of urban economy and the development of the creative industry. The findings proved that intellectual property rights protection is an important part of creative management or creativity in management issues. Creative management or creativity in management issues is becoming popular in the last decade in analyses.

Abstract. The article is devoted to the adaptation of the GAP analysis tools and techniques to the formation of functional strategies for the development of the financial potential of travel companies aiming to obtain future competitive advantage. The complexity of the adaptation of the gap analysis method for the formation of the development strategy for the travel companies' financial potential is partly conditioned by the ambiguity of the interpretation of the structure of this potential. Using the systematic approach to creating a model of the system of the financial potential allows to identify its elements, such as the potential of resources, human resources, information and organisational support. Despite the discrepancy between the planned strategy and the implemented strategy, in order to form the developmental strategy for the travel companies' financial potential, it is appropriate to use the gap analysis method to identify a strategic gap between the current state and the desired state of the company. The author has carried out the decomposition of the internal strategic gap on the constituent elements of the financial potential (for five corporations and ten small businesses in Zhytomyr region in 2015), which allows forming effective management strategic initiatives to bridge the gap and, on this basis, to ensure the implementation of the companies' strategic goals. Keywords: Financial Strategy; GAP analysis; Travel Company; Financial Strength; Strategic Initiatives JEL Classification: R10; M41; L83; C40; O12 DOI: https://doi.org/10.21003/ea.V162-16 Саух І. В. докторант, Житомирський державний технологічний університет, Житомир, Україна GAP-аналіз як методика формування стратегії розвитку фінансового потенціалу туристичного підприємства Анотація. Статтю присвячено адаптації методики GAP-аналізу до формування функціональних стратегій розвитку фінансового потенціалу туристичних підприємств, спрямованих на одержання майбутніх конкурентних переваг. Зважаючи на невідповідність як запланованої, так і реалізованої стратегій, для суб'єктів господарювання доцільно використовувати методику GAP-аналізу, яка дозволяє виділити «стратегічні розриви» між існуючим та бажаним станом підприємства. Автором було здійснено декомпозицію внутрішніх стратегічних розривів за складовими елементами фінансового потенціалу (для акціонерних товариств та малих підприємств), що надало можливість сформувати дієві управлінські стратегічні ініціативи щодо подолання розривів і на цій основі забезпечити реалізацію стратегічних цілей підприємства. Ключові слова: фінансова стратегія; GAP-аналіз; туристичне підприємство; фінансовий потенціал; стратегічні ініціативи. Саух И. В. докторант, Житомирский государственный технологический университет, Житомир, Украина GAP-анализ как методика формирования стратегии развития финансового потенциала туристического предприятия Аннотация. Статья посвящена адаптации методики GAP-анализа к формированию функциональных стратегий развития финансового потенциала туристических предприятий, направленных на пол...

Saukh, I. (2016). Otsinka naukovykh pidkhodiv do traktuvannia sutnosti stratehii pidpryiemstva ta yii zmistovni kharakterystyky [Evaluation of scientific approaches to interpretation of enterprise strategy essence and its substantive characteristics]. SocioEconomic Problems and the State. 14 (1), 145-151.