Metallurgical Enterprises Performance Indicators in the Context of the Corporate Social Responsibility Model Implementation

Hanna Yangol ()
Additional contact information
Hanna Yangol: Kyiv National Economic University named after Vadym Hetman, Kyiv, Ukraine

Oblik i finansi, 2019, issue 2, 164-172

Abstract: The performance of a separate metallurgical enterprise depends, on the one hand, from the industry-wide development and changes in the economic situation at both the state and global levels, and, secondly, from the correct management decisions on the development strategy to achieve the desired results. The management system to ensure the high performance of the metallurgical enterprise should be based on the principles of continuous improvement with the development of modern tools for measurement and ensuring the highest possible results. It should be the single integrated model that allows determine the key competitive advantages. In addition to the choice of such an optimal system, it is necessary to determine the trajectory of improvement with the phased design of its implementation and use. The purpose of the article is to determine the improvement direction of the system of the strategic management indicators of metallurgical enterprises based on the detailed description of the implementation of the integrated corporate social responsibility model. Based on the analysis of the full range of existing management systems and measurement models, the author proposed to consider the implementation of the integrated management system like SURE BPMS life cycle excellent (SBLCE) integrated strategy. The central element of this model is the design, implementation, use, review and re-evaluation of key strategic performance indicators based on the principles of corporate responsibility and sustainable development. The structure was formed and the directions of socially responsible performance management of the metallurgical enterprise were determined. The set of potential key indicators of strategic performance (KPI) of the industry was proposed. It was revealed that building a system of KPI is quite a creative process that requires an immediate response to the situation both inside the enterprise and in its relationship with the external environment. Each stage of SBLCE implementation was described in detail and graphically reflected.

Keywords: strategic performance; KPI life cycle; sustainable development; performance measurement system; corporate responsibility; metallurgical enterprise (search for similar items in EconPapers)
JEL-codes: D91 L21 L61 M14 M21 M41 (search for similar items in EconPapers)
Date: 2019
References: View complete reference list from CitEc
Citations:

Downloads: (external link)
http://www.afj.org.ua/pdf/670-indikatori-rezultati ... -vidpovidalnosti.pdf (application/pdf)
http://www.afj.org.ua/en/article/670/ (text/html)

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:iaf:journl:y:2019:i:2:p:164-172

Access Statistics for this article

Oblik i finansi is currently edited by Valeriy Zhuk

More articles in Oblik i finansi from Institute of Accounting and Finance Contact information at EDIRC.
Bibliographic data for series maintained by Serhiy Ostapchuk ().