Please use this identifier to cite or link to this item:
Title: Enterprise development factors’ control
Authors: Pavlenkov, Mikhail Nikolaevich
Larionov, Valeryi Glebovich
Voronin, Pavel Mikhaylovich
Pavlenkov, Ivan Mikhaylovich
Keywords: Small business -- Management
Economic development
Industrial management
New business enterprises -- Management
Business enterprises
Enterprise resource planning
Competition -- Economic aspects
Issue Date: 2017
Publisher: University of Piraeus. International Strategic Management Association
Citation: Pavlenkov, M. N., Larionov, V. G., Voronin, P. M., & Pavlenkov, I. M. (2017). Enterprise development factors’ control. European Research Studies Journal, 20(2A), 581-591.
Abstract: The relevance of the topic is determined by the fact that the problem of controlling the factors of enterprise development remains understudied and needs theoretical research and practical testing. The main methods of the research are: empirical; experimental and theoretical methods. The article describes a mechanism by which not only the enterprise lagging behind the leaders is assessed, but also their achievements in the research-engineering, organizational, and other areas. The analysis of these deliverables allows developing alternatives how to use the leaders’ achievements in enterprises. High-quality and objective information about achievements is essential for professionals to make better decisions, so the implementation of the controlling mechanism for enterprise development factors is of great practical importance, firstly, for assessing the condition of the enterprise, and secondly, for the elaboration of the enterprise development plans. The research results have been tested in a number of enterprises, and received a positive feedback.
ISSN: 11082976
Appears in Collections:European Research Studies Journal, Volume 20, Issue 2, Part A

Files in This Item:
File Description SizeFormat 
Enterprise_Development_Factors_Control_2017.pdf719.15 kBAdobe PDFView/Open

Items in OAR@UM are protected by copyright, with all rights reserved, unless otherwise indicated.