FACTORS OF STRATEGIC MANAGEMENT OF VITICULTURE AND WINEMAKING ENTERPRISES IN THE CONTEXT OF GLOBALIZATION
Abstract
The relevance of the study is stipulated by the need to adapt the agricultural sector, in particular viticulture and winemaking, to the challenges of the modern globalized world. Globalization is increasing competition in international markets, creating new opportunities for export and cooperation, but at the same time raising requirements for product quality, environmental responsibility and innovation in production processes. The article is devoted to theoretical substantiation of the impacts and identification of factors of strategic management of viticulture and winemaking enterprises in the context of globalization. Theoretical approaches, essence and key features of the globalization process are analysed. A bibliographic analysis of the interpretation of the concept of ‘factor’ and models describing the process of strategic decision-making is carried out. The essence and peculiarities of differentiation of factors of influence on the practice of strategic management at enterprises have been determined. The landscape of factors influencing the strategic management of viticulture and winemaking enterprises in the context of globalization is proposed, which takes into account the influence of factors of the internal and external environment, as well as the immediate environment of economic entities, which are in the process of constant deformation due to the strengthening of globalisation trends. It is determined that viticulture and winemaking enterprises should take into account external and internal factors, such as changes in consumer preferences, climate risks, technological innovations and regulatory requirements, in order to develop strategies that ensure sustainable development and competitiveness in the world market. This issue is of particular importance in the context of integration into international trade networks and the struggle for a sustainable position in the wine industry. The structural and logical interpretation of the landscape of factors influencing the strategic management of viticulture and wine enterprises in the context of globalization proposed in the article takes into account the influence of factors of the internal and external environment, as well as the immediate environment of economic entities, which are in the process of constant deformation due to the strengthening of globalization trends. This allows enterprises of the viticulture and wine industry to flexibly adapt their strategies to changes in the environment, responding promptly to external challenges and new opportunities; to be flexible in the face of dynamic changes in market conditions, changes in regulatory requirements, development of innovative technologies and fluctuations in consumer preferences, which contributes to more efficient resource planning and optimisation of internal processes.
References
1. Adebisi S. (2016) The Role of Management Information System and Factors Influencing Strategic Decision making Processes in an Organization. Texila International Journal, no. 2. Available at: https://www.academia.edu/31402330/The_Role_of_Management_Information_System_and_Factors_Influencing_Strategic_Decision_making_Processes_in_an_Organization (accessed September 24, 2024).
2. Bambaradeniya C., Edirisinghe J. (2009) Composition, Structure and Dynamics of Arthropod Communities in a Rice Agro-Ecosystem. Ceylon Journal of Science (Biological Sciences), vol. 37, no. 1, p. 23. DOI: https://doi.org/10.4038/cjsbs.v37i1.494 (accessed September 9, 2024).
3. Cragg P. B., King M. (1989) Organizational Characteristics and Small Firms’ Performance Revisited. Entrepreneurship Theory and Practice, vol. 13, no. 2, pp. 49–64. DOI: https://doi.org/10.1177/104225878801300207 (accessed September 9, 2024).
4. Dreher A. (2006) Does globalization affect growth? Evidence from a new index of globalization. Applied Economics, vol. 38, no. 10, pp. 1091–1110. DOI: https://doi.org/10.1080/00036840500392078. (accessed September 7, 2024).
5. Hin C. W., Isa F. M., Hee H. C. (2011). Globalization and Application of Strategic Management Model and Theories to Entrepreneurs in a Turbulent Economy. Chinese Business Review, no. 10 (6), pp. 429–437.
6. Porter M. E. (1998) Clusters and the New Economics of Competition. Harvard Business Review, vol. 76. Available at: https://static1.squarespace.com/static/54fe01fde4b068b128045b78/t/568a998c25981d3d913bba04/1451923852664/Clusters+and+the+economy.1998.pdf (accessed September 7, 2024).
7. Rajasekar J. (2014). Factors affecting Effective Strategy Implementation in a Service Industry: A Study of Electricity Distribution Companies in the Sultanate of Oman. International Journal of Business and Social Science, vol. 5, pp. 169–183. Available at: https://ijbssnet.com/journals/Vol_5_No_9_1_August_2014/ 15.pdf#page=1.00&gsr=0 (accessed September 7, 2024).
8. Rutherford M., Oswald S. (2000) Antecedents of Small Business Performance. New England Journal of Entrepreneurship, vol. 3, no. 2. Available at: https://digitalcommons.sacredheart.edu/neje/vol3/iss2/3 (accessed September 7, 2024).
9. Shatilo O. (2020) The Impact of External and Internal Factors on Strategic Management of Innovation Processes at Company Level. Ekonomika, vol. 98, no. 2, pp. 85–96. DOI: https://doi.org/10.15388/ekon.2019.2.6 (accessed September 11, 2024).
10. Gygli S. et. al. (2019) The KOF Globalisation Index – revisited. The Review of International Organizations, vol. 14, no. 3, pp. 543–574. DOI: https://doi.org/10.1007/s11558-019-09344-2. (accessed September 7, 2024).
11. Hetmanets O., Korobtsova D., Yezhelyi Yu. (2023) Hlobalizatsiia ta mizhnarodna ekonomika: skladnist intehratsii rynkiv ta ekonomichni naslidky na rivni krain (ukrainskyi dosvid) [Globalization and the international economy: complexity of market integration and economic consequences at the country level (Ukrainian experience)]. Akademichni vizii, no. 20. Available at: https://dspace.univd.edu.ua/server/api/core/bitstreams/35cea810-1e85-4730-92c2-73e4dde869cf/content. (accessed September 11, 2024).
12. Kamyshnykova E. (2020) Kontseptsiia stratehichnoho upravlinnia korporatyvnoiu sotsialnoiu vidpovidalnistiu [The Concept of Strategic Corporate Social Responsibility Management]. Problemy systemnoho pidkhodu v ekonomitsi, no. 1 (75). DOI: https://doi.org/10.32782/2520-2200/2020-1-16 (accessed September 09, 2024).
13. Lavrov R., Eaton H., Sydoruk I. (2024) Hlobalizatsiini trendy suchasnoho biznes-seredovyshcha: novi vyklyky ta mozhlyvosti dlia pidpryiemnytstva i mizhnarodnoi torhivli [Globalization Trends in the Modern Business Environment: New Challenges and Opportunities for Entrepreneurship and International Trade]. Aktualni pytannia u suchasnii nautsi, no. 2(20). DOI: https://doi.org/10.52058/2786-6300-2024-2(20)-59-72. (accessed September 7, 2024).
14. Ortina H. V. (2010) Metodolohichni kontseptsii vyznachennia stratehichnoho upravlinnia pidpryiemstvom [Methodological concepts for determining the strategic management of an enterprise]. Efektyvna ekonomika, no. 4. Available at: http://www.economy.nayka.com.ua/?op=1&z=197 (accessed September 9, 2024).
15. Kharchyshyna O. V. (2018) Stratehichne upravlinnia diialnistiu pidpryiemstva v umovakh hlobalizatsii [Strategic management of enterprise activities in the context of globalisation]. Visnyk Khmelnytskoho natsionalnoho universytetu, no. 5(1), pp. 91–94.
