The Function-and-Value Component of Kinesthetic Controlling (in the Example of State-Owned Aircraft Construction Companies)

Relevance of this study derives from the fact that state-owned companies need new approaches to improving performance of their management systems and maintaining the appropriate balance between external and internal environments. To a greater extent than their counterparts from the private sector, such companies are keen to choose and rationalize specific forms of management control which enable them to retain financial stability and competitive edge in the global market, and to create value through the realization of additional competitive advantages by proactively affecting value factors. The intent of this work is to develop a framework and to validate kinesthetic controlling methodology for state-owned aircraft construction companies that would enable purpose-oriented management actions on a company’s competitive position in the global market. The information contained in this work will be of practical value for both top management and executives at different levels across organization structures of production companies and other entities, both in aerospace and other sectors. As a result of the research conducted, the function-and-value component of kinesthetic controlling model was defined. The model is based on Value Management Concept which includes profit-based and comparative approaches to business value assessment, highlighting controlling indicators at operational and strategic levels, which refer to competence areas of responsibility of different management subjects, considering the possibility and admissibility of reacting to the revealed deviations from critical values and coordination of management actions as they affect strategic priorities of business development in a sustainable way.