Innovation and investment bases of management decisions in entrepreneurship

Abstract

The essence, main tendencies of asymmetries and disproportions of development of territorial communities are considered. The basic mechanisms of activation of the internal potential of their revival are outlined. The purpose of the study is to substantiate management decisions regarding choice of business model that provides socio-ecological and economic development in its location. As a result of the research the following tasks were solved: 1) determination of social and ecological problems of the territory and the main priority life needs of its population; 2) justification of the mechanism for implementing the goals of entrepreneurship bases on the creative approach activation to innovation management decisions under the condition of balanced development of territories with appropriate motivation of both managers and employees and increasing their potential. The object of the study is the process of managerial decision making by business leaders on an innovation and investment bases. The research was conducted inductively (by collecting and analyzing qualitative data) and deductively (through generalization of theoretical questions based on a systems approach), which was made possible by analyzing of synergetic transformations of nonlinear self-organized dynamical systems such as society, economy and ecology. Measurement of variables was performed on the basis of sociological survey data. In 2013–2017, 15 small and medium-sized businesses in the northern, central and southern regions of Ukraine were surveyed in order to identify factors of their socio-economic development. The cluster sampling method was used to select the settlement. Socio-economic data was collected using verbal socio and psychological methods using unstructured and semi-structured approaches. The great flexibility of the method allows to obtain comprehensive information about the socio-psychological causes of behavior (for example, methods of management, motivation). Studies of the theory and practice of business management, development of social and industrial infrastructure are illustrated from the standpoint of their impact on small businesses and could be implemented in to the educational process and development strategy of the region. It is generally recognized accepted that the key factors for success in business are trend analysis, market research, long-term goals, business modeling, resource management, team building, and marketing planning, subject to appropriate staffing of business processes. The UN's proclaimed strategy for sustainable development outlined seventeen priority goals for the formation of society, which were reflected in the formation of corporate social responsibility of business entities. It needs to coordinate all activities of society with the surrounding space as a whole determine the level of organization of the business structure as components of smart-organization. Ensuring the sustainable development of the organization is based on the concentration of efforts of participants on the practical goals of the organization and the practice of understanding by management and employees of companies of the tasks facing it. People, their activities, enthusiasm and development is the basis of success of the organization. As a result of the introduction of the system of resource exchange, mainly due to the activation of human capital and attraction of innovation and investment potential in the form of technologies generated by individuals for communities, in particular in rural areas, the mechanism of internal institutionalization becomes involved. It is most active now in ancestral homesteads and ancestral settlements, which are founded by initiative educated youth (the average age of initiators of reverse urbanization is 35 years, 82 % of whom have higher education and activate the average investment flow to rural areas in the amount of 4 thousand US dollars annually per hectare). Thus, the entrepreneurial potential of the territory, estimated by the share of national wealth per capita for poor countries is 59 %, its activation through innovation, creativity and creative technologies can increase the share of human capital in national wealth to 80 %. The corresponding increase in human capital due to the development of tribal settlements will encourage an increase in the capitalization of the territory annually (in the case of revival in each region of one settlement with adjacent territories with an average area of 500 hectares, where 250 families will live) by 3.28 million dollars of United States, which is the source of the development of the newly formed united territorial communities.

Біоекономіка Громад Як Елемент Державного Управління, Основа Сталого Багатофункціонального Інноваційнотехнологічного Розвитку Та Брендингу

“…Створення альтернативи традиційним формам поселень є сучасним трендом та практикою післявоєнного відродження України, де найбільш поширеними залишаються родові садиби. Біоекономіка родових поселень спрямована на інноваційні технології, стимулювання сталого розвитку та циклічності, що веде до скорочення відходів, економії енергії, мінімізації забруднення навколишнього середовища та підвищення біорізноманіття [2][3]. Таку біоекономіку можна розглядати як нову модель сталого інклюзивного розвитку для місцевої громади, оскільки вона враховує соціальні, екологічні та інші взаємопов'язані аспекти розвитку.…”

Gentlemen seek harmony but not uniformity: The heterogeneity of entrepreneurial team and organizational resilience

“…The multi-dimensional and multi-level characteristics of organizational resilience make scholars’ interpretation of its concept gradually enter the “jungle state.” Representative literature, such as Huang (2007) , pointed out from the perspective of ecology that organizational resilience is to re-establish a balanced adaptive behavior between the organization and the existing environment. Khodakovsky et al (2020) constructed the conceptual framework of organizational resilience from the perspective of systems science and believed that organizational resilience results from the combined effects of the three elements of corporate position perception, situational integration, strategy formulation, and execution. From the perspective of crisis management, The Domestic scholar Kristinsson et al (2016) defined organizational resilience as the ability of an organization to reconstruct organizational resources, processes, and relationships in a situation, recover quickly from the crisis and realize countertrend growth by using the crisis.…”

Інноваційні Рішення В Управлінні Інвестиційними Проєктами

“…[6], Ходаківський Є.І., Плотнікова М.Ф., Булуй О.Г. [9], Моргачов І.В., Чорна О.Ю. [1], Лайко О.І., Буркинський Б.В.…”