strategic management

The infl uence of Covid-19 on small and medium sized enterprises’ managerial activities in Nigeria: A qualitative impact assessment

Introduction. The influence of Covid-19 is yet to be measured across many economies of the world, as many countries are still grappling with the eff ects of diff erent variants of the virus within its economy. However, within Nigeria, life is mostly returning back to normal with all restrictions removed and businesses seeking to get back to pre-pandemic activity levels. Theoretical analysis. Researchers within the business sector in Nigeria have now begun conducting an impact assessment of the pandemic on businesses that were active during the pandemic, in order to understand how these fi rms’ attained resilience, the problems they faced and how the lessons learned can be curated for management consulting. Methodology.The paper refl ected a qualitative enquiry into the impact of Covid-19 on selected small businesses in the business and fi nancial hub of Nigeria. Using data obtained from ten businesses and fi ve business experts in Lagos, Nigeria, this paper outlined the key themes of how the pandemic impacted the business of small and medium sized enterprises (SMEs) in Nigeria. The study adopted a qualitative, semi-structured interview tool for data collection, convenience sampling and thematic analysis as the approach to data analysis. The data was presented across themes and using fi gures/tables. Results. The paper presented three main themes of impact within these small businesses, namely structural, strategic and fi nancial impacts. These three themes form the main areas where the businesses were aff ected and the paper explores the themes on a macro and micro level, presenting both the positive and negative impact that the pandemic had on businesses. The results cover small businesses in Nigeria mainly, but the fi ndings can be applied to other contexts within Africa or developing nations with similar political and economic environments such as Nigeria. The study found that fi nancial impact was the most critical and common issue presented by small businesses to have aff ected their businesses, especially the issues of income loss and HR related costs. Under the structural impact, business closures due to lockdowns were a prominent issue that arose, with the closure impacting fi rms selling physical products and tourism-focused businesses mostly. Logistical issues were also a critical structural challenge raised, with the impact of reverse logistics being something that negatively impacted a lot of businesses. Сonclusion. It was mentioned in terms of strategic impacts, the lack of government support in terms of policy was a critical issue highlighted amidst a myriad of learning points that will be crucial for future policy and strategizing for SMEs.

 Izv. Sarat. Univ. Economics. Management. Law, 2022, vol. 22, iss. 2
Elements of Fright Transport CompanyResource Strategy’s Methodology

There area lot of strategic planning science papers focused on the strategy development; each of ones has its own specific form. However, the enterprise’ resource strategy is often neglected, that causes a lack of methodology aspects elaboration and implementation. Meanwhile, the resource-based view, which is one of the areas of firm strategic theory, founded on the assumption that the enterprise resources are the basis of its competitiveness and provide a high market rate, increasing the interest to the resource strategy. The paper attempts to fill this gap, by formation the methodology basic elements. Methods. Strategy’s methodology adopted in strategic management theory includes such basic elements as: a description of strategy theory base, its characteristics (principles), logical and temporal structures, and technology (tools) of creating. The resource strategy, as any other ones, also has all of structural elements, however differ in their specific features. That allows to elicit resources strategy as an allocate plan in the enterprise’ strategic planning system. Results. The results of the developed by the authors methodology for the resource strategy of the freight transport enterprise is the offering of integration-and-priority approach. Its conceptual framework focuses on the resource strategy dominant position in the enterprise strategic plans and on-line association the enterprises, acting on the transportation market, in the union information database for strategic resources identification and making core competencies.

 Izv. Sarat. Univ. Economics. Management. Law, 2013, vol. 13, iss. 3(2)
Management of Innovative Development in the System of Management of the Industrial Enterprise

In recent decades, more and more research addressing the problems of innovative development at the microeconomic level (including level of industrial enterprises). For formation of a corresponding system of management of innovative development of industrial enterprises is necessary to give a description of the essential features of such management, to define its role and place in the overall system of management of the enterprise. Theoretical analysis. By the moment in the field of management of innovative development there is a certain conceptual apparatus that was reviewed and clarified in the article. Revealed the characteristic features of management of innovative development, leading to the need to integrate different types of management in the management process. Methods. Management of innovation development is carried out at the strategic and operational level, which predetermines the synthesis of innovative, strategic and operational management. Also in the management of the innovation development of one of the key roles played by project management (innovative design). Becoming increasingly widespread process approach. Results. The study proposed a scheme for integration of different types and approaches to the management in the process of management of innovative development of industrial enterprises. Conclusions. The developed approach allows increasing the quality of management of innovative development of industrial enterprises.

 Izv. Sarat. Univ. Economics. Management. Law, 2013, vol. 13, iss. 3(2)
The System of Strategic Management of Innovation Development of the Furniture Enterprises

Introduction. Some theoretical studies and best practices proven that the effectiveness of innovative development of industrial enterprises (including furniture) largely depends on how the management of such development is synthesized with the strategic management, it inter- acts with the system. This is due to the fact that in modern conditions first of all innovations must determine the strategic direction of the company. Theoretical analysis. To the present time in a number of studies have shown the mechanism for the integration of innovation and strategic management, describes the innovative strategies of enterprises, their relationship with other strategies described elements of the system of management of innovative development and the associated control mechanism. A Systematic approach to the management of innovative development of the enterprise, which is one of the key involves including the establishment of an integrated management system that includes both strategic and operational circuits, and based on the methodology of management of innovative development. Results. In the study made some contribution to the formation of a comprehensive scientific understanding of the system of management of innovative development of the company the furniture industry. The developed approach allows us to systematically organize the strategic management of innovative development of industrial enterprises.

 Номер журнала 496