Open AccessOrganizational and Economic Plateau in Forming Digital Strategic Partnership
Author(s) -
Alona Goloborodko,
AUTHOR_ID
Publication year - 2021
Publication title -
problemi ekonomìki
Language(s) - English
Resource type - Journals
eISSN - 2311-1186
pISSN - 2222-0712
DOI - 10.32983/2222-0712-2021-4-108-113
Subject(s) - general partnership , process management , business , maturity (psychological) , service (business) , consistency (knowledge bases) , business model , knowledge management , strategic planning , industrial organization , computer science , marketing , finance , psychology , developmental psychology , artificial intelligence
The article presents the models of competitive behavior and characterizes them in accordance with the stages of enterprise development. It is proved that at the stage of maturity and reformatting, it is necessary to take proactive measures to ensure sustainable development of the enterprise in the future. Bearing this in mind, the paper suggests two main models for building a successful company from the viewpoint of business reformatting: the progressive development model and the model of digital strategic partnership. Factors influencing the choice and justification of the scenario for enterprise development through the formation of digital strategic partnerships are highlighted. The models of progressive development and digital strategic partnership are compared in detail as for their maintenance, conditions of application, advantages and disadvantages. The organizational and economic plateau in forming digital strategic partnership is developed, the partnership being based on the principles of complexity, consistency and coherence of all the flows and business processes taking place at an, in order enterprises to ensure its efficiency and digitalization. At the same time, the integrated digital platform should provide comprehensive automated management of all flow processes of partner companies, and material flows should be mutually consistent and provided with flow processes, namely: transport logistics and financial, personnel, information and service processes. None of these processes can be considered separately from others, and the main goal of building digital strategic partnership should be systemic coordinated regulation of the activities of all these flow processes.