Enterprise value management based on the stakeholder approach

  • 176 Views
  • 70 Downloads

Creative Commons License
This work is licensed under a Creative Commons Attribution 4.0 International License

The need to ensure the growth of enterprise value in the context of strengthening intangible factors’ role in its formation and maintaining sustainable development of society requires the introduction of new value-oriented management models, taking into account the interests of a wide range of stakeholders.
The paper aimed to develop an approach to enterprise value management based on the stakeholder approach. Based on the presented conceptual vision of the enterprise as an SRPR system (stakeholders-resources-processes-results), a two-level system of SRPR value indicators for the main stakeholder groups has been developed, as well as an integral indicator of sustainable economic value added (EVA), which allows assessing the potential growth of enterprise value through a sustainable network of stakeholders. The possibility of using SRPR indicators in the process of planning activities has been substantiated: a model for maximizing EVA is formulated subject to a number of restrictions reflecting the standards of relationships with stakeholders, its transformation into a matrix of SRPR indicators.
The results of approbation of the proposed approach by questioning processing and wholesale trade enterprises in the B2B segment are presented, confirming the compliance of the proposed system of indicators with the interests of stakeholders and implementation at Europroject Ukraine LLC, which proved its practical value.
The need for further empirical studies of the dependence of EVA on changes in indicators of satisfaction of stakeholders’ interests is emphasized.

view full abstract hide full abstract
    • Figure 1. Enterprise as an SRPR system
    • Figure 2. Pyramid of SRPR indicators
    • Figure 3. Matrix of SRPR indicators
    • Table 1. Financial interests of stakeholders and their contribution to the development of the enterprise
    • Table 2. Personalized performance indicators that reflect the financial interests of stakeholders
    • Table 3. Model of integrated assessment of EVA storage potential
    • Table 4. Indicators of the enterprise resource and process state
    • Table 5. Expectations of stakeholders from resource exchange and the problem of ensuring effective enterprise development
    • Conceptualization
      Hanna Sytnyk, Iryna Vysochyn, Tetiana Zhuk
    • Formal Analysis
      Hanna Sytnyk, Iryna Vysochyn, Tetiana Zhuk, Inna Olesenko
    • Investigation
      Hanna Sytnyk, Iryna Vysochyn, Tetiana Zhuk
    • Funding acquisition
      Hanna Sytnyk, Iryna Vysochyn, Tetiana Zhuk, Inna Olesenko, Viktoriia Stratiichuk
    • Methodology
      Hanna Sytnyk, Iryna Vysochyn
    • Resources
      Hanna Sytnyk, Inna Olesenko, Viktoriia Stratiichuk
    • Project administration
      Hanna Sytnyk
    • Supervision
      Hanna Sytnyk, Iryna Vysochyn, Inna Olesenko
    • Validation
      Hanna Sytnyk, Iryna Vysochyn
    • Writing – original draft
      Hanna Sytnyk, Iryna Vysochyn, Inna Olesenko
    • Writing – review & editing
      Hanna Sytnyk, Inna Olesenko
    • Visualization
      Tetiana Zhuk, Inna Olesenko, Viktoriia Stratiichuk
    • Data curation
      Inna Olesenko, Viktoriia Stratiichuk
    • Software
      Inna Olesenko, Viktoriia Stratiichuk