Introduction of Strategic Change Management in an Enterprise in the Context of Identifying the Impact of External and Internal Change Drivers
Pryymak N. S.

Pryymak, Natalia S. (2019) “Introduction of Strategic Change Management in an Enterprise in the Context of Identifying the Impact of External and Internal Change Drivers.” The Problems of Economy 3:140–146.
https://doi.org/10.32983/2222-0712-2019-3-140-146

Section: Economics and Enterprise Management

UDC 65.012:338.2

Abstract:
The aim of the study is to substantiate the areas of introducing strategic change management in an enterprise under conditions of the active impact of the business environment. It is indicated that management of strategic changes in an enterprise is the targeted impact of the management system on the enterprise as a platform of strategic changes in order to transfer it from one state to another (desirable) in accordance with the strategic goals defined by its stakeholders and the conditions set by the environment. It is determined that the introduction of strategic change management in enterprises has a number of features determined, first, by the specifics of this process as an integrated component of strategic management; secondly, the operation of the enterprise as a socio-economic system, within the framework of which the functional of strategic changes is connected with the activity of the human factor and the functioning of the team and participants in the changes. The introduction of strategic change management in enterprises is based on the triangle of strategic changes developed by A. Pettigrew, which includes the context, content and process of strategic change management. To choose the areas of strategic changes in an enterprise, the author suggests four directions of management actions based on the prevalence of the type of change drivers and the strategic situation. Within each of the directions there defined: intensity of strategic changes, duration of the implementation lag, recording the state of resources, level of resistance of the corporate culture to the changes and its state with regard to them. It is indicated that a prerequisite for ensuring an effective implementation of strategic changes is the formation of a fiduciary corporate culture with regard to the changes in the enterprise and the minimization of the risks of introducing and implementing the strategic change management system in the enterprise. The study identifies the following types of risks of strategic changes: personnel, process and technological, resource, market and organizational one.

Keywords: strategic change management, change lag, fiduciary corporate culture, change team, change drivers.

Fig.: 4. Bibl.: 9.

Pryymak Natalia S. – Candidate of Sciences (Economics), Head of the Department, Department of Marketing, Management and Public Administration, Donetsk National University of Economy and Trade named after M. Tugan-Baranovsky (16 Tramvaina Str., Kryvyi Rih, Dnipropetrovsk region, 50005, Ukraine)
Email: priymak@donnuet.edu.ua

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