Vyacheslav Dzhedzhula, Iryna Yepifanova


Modern economic world tendencies and practice of the developed countries testify that in the conditions of the high level of financial risks and influence of various crisis factors, one of the main problems of operation of enterprises is to ensure sustainable development. In such conditions, the innovative activity is the basis for ensuring the competitiveness of domestic enterprises and provision of sustainable development. Effective implementation of innovation activities involves the introduction of strategic management. An enterprise, which is a part of the external environment, must be able to adapt to existing and possible changes in the external environment to ensure effective activity. Success can be achieved not by those enterprises that are capable of forming a successful strategy, but those capable of adapting it in time to changes. In this regard, the issues of strategic management of innovation activity are very relevant for domestic enterprises. The question of the analysis of strategic management effectiveness is presented by I. Ansoff, Michael E. Porter, by Robert S. Kaplan, by David P. Norton. Issues related to the strategic management of innovation activities are studied by such scholars as S.M. Ilyashenko, N.M. Poliova, V.O. Shpyliova, I.L. Fedulova, T.M. Yankovets and others. The aim of the work is to improve the methodological bases for the formation of concepts and choice of innovative business strategies. Methodology. On the basis of the retrospective analysis, synthesis, and generalization, the existing methodological bases of the formation of concepts and choice of innovative strategies of enterprises are systematized and improved. The results of the study show that the innovative strategy is a certain interrelated sequence of actions to ensure the effective innovation of the enterprise in the light of the general strategy in the conditions of resource limitation and the impact of the external environment. It is established that the perspective direction of activation of the innovative strategy is the introduction of strategic maps and the system of balanced indicators. The practical implementation. It is reasonable to introduce one of the stages of the formation of an innovative strategy for drawing up a strategic map that will take into account different variants of the course of innovation activity and can serve as a basis for the formation and adjustment of the following innovative strategies of industrial enterprises. Value/originality. The inclusion of the strategic map to the stages of formation of innovative strategy will increase the efficiency of the financial support of innovation activity, as the management of the enterprise will work out a plan of action under different conditions of the course of innovation activity. In addition, an innovative strategy, especially in terms of financial support for innovation, must be integrated into a system of Balanced Scorecard of the enterprise.


strategic map, innovative strategy, strategy, innovation activity, Balanced Scorecard

Full Text:



Ansoff I. (1989). Strategicheskoe upravlenie [Strategic management]. Moscow: Economics. (in Russian)

Antonyuk L.L., Poruchnik A.M. and Savchuk V.S. (2003). Innovacii: teorija, mehanizm rozrobky ta komercializacii [Innovation: theory, mechanism of development and commercialization]. Kyiv: KNEU. (in Ukrainian)

Batkovsky A.M. and Merzlyakova A.P. (2011). Ocenka innovacionnyh strategij predprijati [Assessment of enterprise innovation strategies]. Voprosy innovacionnoj jekonomiki, No 7(7), pp. 10-17. Retrieved from: (Accessed 20 May, 2018)

Blackwell Alan F., Phaal Rob, Eppler Martin and Crilly Nathan Strategy Roadmaps: New Forms, New Practices. Diagrammatic Representation and Inference. Vol. 5223 of the series Lecture Notes in Computer Science, pp. 127-140.

Bogdanov A.I. (1991). Strategicheskoe upravlenie nauchno-tehnicheskim progressom na predprijatii [Strategic management of scientific and technological progress at the enterprise]. Moscow: VAF. (in Russian)

Chaffee E. Three models of strategy. Academy of Management Review, vol. 10, № 1.

Dissel М. (2010). Value roadmapping. Research Technology Management. № 6, pp. 28-30.

Fedulova I.L. (2008). Konceptualni zasady ekonomiky znan [Conceptual foundations of the knowledge economy]. Ekonomichna teorija, № 2, pp. 37-59.

Ilyashenko S.M. (2010). Strategichne upravlinnja innovacijnoju dijalnistju pidpryjemstva na zasadah marketyngu innovacij [Strategic management of innovative activity of the enterprise on the bases of marketing of innovations]. Aktualni problemy ekonomiky, № 12, pp. 111-119.

Kaplan R.S. & Norton D.P. (2004). Strategy Maps: Converting Intangible Assets into Tangible Outcomes. Boston: Harvard Business School Press.

Korzenkov D.E. (2011). Osnovni vymogy do formuvannja systemy strategichnogo upravlinnja pidpryjemstvom [The main requirements for the formation of the system of strategic management of the enterprise] Akademichnyj ogljad, № 1(34), pp. 83-88.

Makedon V.V. & Rubec D.S. (2013). Strategichnyj innovacijnyj rozvytok pidpryjemstv: teorija ta metodologija [Strategic Innovative Development of Enterprises: Theory and Methodology]. Visnyk NTU „HPI”. Serija: Tehnichnyj progres i efektyvnist vyrobnyctva, № 45(1018), pp. 75-86.

Michael E. Porter (2008). On Competition: Updated and Expanded Edition. Harvard Business School Press.

Poliova N.M. & Shpyliova V.O. (2009). Formuvannja mehanizmu upravlinnja innovacijnoju dijalnistju mashynobudivnyh pidpryjemstv [Formation of the mechanism of management of innovative activity of machinebuilding enterprises]. Aktualni problemy ekonomiky, № 4, pp. 130-134.

Phaal R., Farrukh Clare J.P. and Probert David R. (2004). Technology roadmapping – A planning framework for evolution and revolution. Technological Forecasting & Social Change, № 71, pp. 5-26.

Phaal R. (2010). Roadmapping for strategy and innovation. University of Cambridge, Institute for Manufacturing, 2010. Retrieved from: (Accessed 20 May, 2018)

Poreckova K.V. (2013). Klassifikacija innovacionnyh strategij promyshlennyh predprijatij [Classification of innovative strategies for industrial enterprises]. Sovremennye problemy nauki i obrazovanija (Electronic journal), № 2. Retrieved from: (Accessed 20 May, 2018)

Robert S. Kaplan & David P. Norton (1992). The Balanced Scorecard – Measures That Drive Performance. Harvard business review, No 70(1), pp. 71-79.

Santo B. (1990). Innovation as a Means of Economic Development: trans. from Hungarian; ed. by B.V. Sazonov. – Moscow: Progress. (in Russian)

Thompson Arthur A., Jr. & Strickland III A.J. (1993). Strategic management: concepts & cases. 7th ed. Burr Ridge, IL: Irwin.

Twiss B. (1992). Managing Technological Innovation. 4th Ed, Pitmans, London.

Vergal K.Ju. (2011). Teoretychni pidhody do klasyfikacii innovacijnyh strategij [Theoretical approaches to the classification of innovative strategies]. Teoretychni i praktychni aspekty ekonomiky ta intelektualnoi vlasnosti, vol. 2, pp. 214-219.

Vodachek L. & Vodachkova O. (1989). Strategija upravlenija innovacijami na predprijatii [Strategy of innovation management at the enterprise]. Moscow: Economics. (in Russian)

Yankovets T.M. (2010). Innovacijni strategii pidpryjemstva legkoi promyslovosti jak zasib realizacii jogo innovacijnogo potencialu [Innovative strategies of the light industry enterprise as a means of realizing its innovative potential]. Aktualni problemy ekonomiky, № 2, pp. 167-174.

Yankovets T.M. (2012). Realizacija innovacijnyh strategij dlja dosjagnennja konkurentnyh perevag [Realization of innovative strategies for achievement of competitive advantages]. Problemy nauky, № 12, pp. 33-40.

Yudanov А.Y. (1998). Konkurencija. Teorija i praktika [Competition. Theory and practice]. Moscow: GNOME PRESS. (in Russian)



  • There are currently no refbacks.

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