Conceptual Approaches to Managing the Enterprise's International Competitiveness

Анотація

The deployment of European integration processes in the context of the globalization of the market environment, characterized by rapid, almost unpredictable transformations in national and international markets, is a challenge for Ukrainian enterprises from the standpoint of their competitiveness. The article's purpose is the systematization of theoretical provisions and the generalization of conceptual approaches to managing the enterprise's international competitiveness. It was found that the enterprise's international competitiveness is a comparative characteristic that reflects the difference between the level of efficiency of the enterprise's use of all types of resources in comparison with similar indicators of other subjects of a certain homogeneous group operating on the international and world market to achieve the goals of the activity. The main theoretical approaches to revealing the economic essence of an enterprise's international competitiveness are: positional (the strength of market positions and the effectiveness of measures taken in the course of reflexive competition with other market participants); commodity-product (the competitiveness of the enterprise is determined by the competitive advantages of the products and services produced); result-targeted (difference between the level of effectiveness of the use of all types of resources on it in comparison with similar indicators of other enterprises of a certain homogeneous group). The work summarizes the substantive characteristics of the concepts of managing the enterprise's international competitiveness: reflexive-behavioural (the management process is considered in the broad context of the development of models of economic behaviour aimed at harmonizing the interests of key participants in market interaction at the international level); marketing (supporting the target orientation of management to strengthen the competitive advantages of the enterprise through the integration of marketing tools into the general outline of management of production and sales activities); process (based on the study of the prerequisites of managerial support of international competitiveness as a result of the implementation of many interconnected and mutually coordinated business processes); competitive-cooperative (based on the combination within the competitive strategy of elements of market rivalry and integration-cooperative cooperation). The peculiarities of the formation of the enterprise's international competitiveness in the globalized market environment were determined.

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