230
www.amazoniainvestiga.info ISSN 2322- 6307
DOI: https://doi.org/10.34069/AI/2021.45.09.23
How to Cite:
Bilyk, V., Kolomytseva, O., Myshkovych, O., Timoshik, N., & Shcherbatykh, D. (2021). Modeling sensitivity indices of industrial
enterprise organizational change. Amazonia Investiga, 10(45), 230-241. https://doi.org/10.34069/AI/2021.45.09.23
Modeling sensitivity indices of industrial enterprise organizational
change
Моделювання чутливості показників розвитку промислового підприємства до
організаційних змін
Received: April 20, 2021 Accepted: August 30, 2021
Written by:
Bilyk Victoriia
91
https://orcid.org/0000-0002-5198-7904
Kolomytseva Olena
92
https://orcid.org/0000-0002-6769-0590
Myshkovych Olha
93
https://orcid.org/0000-0003-3136-0044
Tymoshyk Nataliia
94
https://orcid.org/0000-0003-2089-0648
Shcherbatykh Denis
95
https://orcid.org/0000-0001-5314-1884
Abstract
Evaluation of sensitivity of commercial
enterprises to organizational changes should be
made in terms of short-term planning for which
it is important to ensure the financial results, as
well as in terms of long-term planning, which is
important for non-monetary indicators of
development effectiveness. To solve this
problem, the paper is designed model sensitivity
Descriptive indicators of industrial enterprises to
organizational changes, reflecting monetary and
non-monetary effects of organizational change.
The authors determined that the proposed model
allows for the analysis of organizational change
with regard to their impact on monetary and non-
monetary efficiency.
This paper contributes to the theory and practice
at the border to ensure a balance between short-
term and long-term development of industrial
enterprises. Convincingly demonstrated the
possibility of using research results in practice.
91
Doctor of Economics, Professor, Educational and Socio-Cultural Management Department, Bohdan Khmelnytsky National
University of Cherkasy, Ukraine.
92
Doctor of Economics, Professor, Head of the Department of Economic Cybernetics and Marketing, Cherkasy State Technological
University, Cherkasy, Ukraine.
93
PhD in Economics, Senior Scientific Associate of the research department of Ternopil Ivan Puluj National Technical University,
Ternopil, Ukraine
94
PhD in Economics, Associate Professor of Department Economics, Ternopil Ivan Puluj National Technical University, Ternopil,
Ukraine
95
PhD in Finance, Associate Professor of Department Economics, Finance, Accounting and Audit, Cherkasy branch of Private Higher
Educational Establishments European University, Cherkasy, Ukraine.
Bilyk, V., Kolomytseva, O., Myshkovych, O., Timoshik, N., Shcherbatykh, D. / Volume 10 - Issue 45: 230-241 / September, 2021
Volume 10 - Issue 45
/ September 2021
231
http:// www.amazoniainvestiga.info ISSN 2322- 6307
Keywords: model, sensitivity, indicators,
development, organizational changes, enterprise.
Introduction
In recent years, there has been dynamic changes
in the industrial environment as a result of further
innovations called Industry 4.0 (I.4.0), especially
in the field of digital technology and
manufacturing (Gajdzik, etc., 2021).
Of all the types of changes that occur in an
industrial plant during its development, special
attention should be organizational changes.
Under the organizational changes we mean a set
of changes to any organization providing
transformation in managerial processes,
organizational structures, methods of
management decisions and other administrative
elements of modernization or replacement of
new (Chichkina, 2011).
Today, most organizations use an approach to
enterprise architecture (EA) as a tool to increase
power management in the organization
(Reyhaneh, etc., 2020).
Managing the development of industrial
enterprises through organizational change
requires predicting how these changes will affect
the performance of development. This prediction
should take into account the diversity of
situations that cause the need for organizational
change and based on a structured method of
evaluation of all components of organizational
modernization of industrial enterprises. Almost
any company faced with changes in their lifetime
that require rethinking the business model to be
more innovative. These changes are a great
opportunity to improve revenues and
expenditures, but the associated organizational
complexity also has disadvantages through a set
of relationships and connections within the firm
(Rodríguez, et al., 2020).
For organizational change is inherent in complex,
where changes in some processes necessitate
corresponding adjustment and modernization of
the organizational structure of industrial
enterprise. Also, the need for organizational
change are often the result of changes in the
technological and production in industrial
enterprises where new technologies and
transition to production of new or improved
products, entering new markets, etc. are to be
accompanied by organizational changes. In
addition to typical organizational change is the
emergence of resistance when some part of the
labor collective is interested in modernizing
administrative processes and organizational
structure. All this makes the complexity of the
problem study effects of organizational changes
in terms of the final account of their impact on
the performance of the industrial enterprise.
This paper presents a model of sensitivity
Descriptive indicators of industrial enterprises to
organizational changes that could reflect
monetary and non-monetary effects of
organizational change. Implementation of the
proposed model provides a balance between
short-term and long-term development of
industrial enterprises.
Literature Review
In recent years, published many reports and
articles about the need to introduce changes in
the production processes in the context of
sustainable development. The use of IT systems
in production companies creates an opportunity
to support the changes implemented in the
context of adapting to the concept of sustainable
development (Patalas-Maliszewska & Łosyk,
2020).
The main purpose of the study Arsenieva N., et
al. (2019) an analysis and practical application of
methods for assessing the studied processes for
their future development.
The study Linling et al, (2018) analyzed changes
in business performance and examined the
corporate attributes that correspond to these
changes.
The need for the introduction of organizational
changes, new technologies and innovative
products in the development of this area is
beginning to define competitiveness (Tutak,
Brodny & Dobrowolska, 2020).
The solution of various components of the
problem of assessing the consequences of
organizational change in terms of their impact on
the development of industrial enterprise was
Bezchasny O. (2018 а,b), who proposed to
analyze the consequences of organizational
change by assessing the effectiveness of
organizational communications in industrial
development projects. He proposes to evaluate
organizational communications in the following
areas: product design and development,
232
www.amazoniainvestiga.info ISSN 2322- 6307
production, implementation of orders, support,
cooperation, technical control, testing of finished
products (Rodríguez, et al., 2020). It is also
proposed to carry out optimization of
communication depending on the type of
information (internal or external) and the entity
that is the source of information (government
agencies, financial institutions, partners,
competitors, owners and managers of businesses,
and ordinary workers). However, it should be
noted that this study presents evaluation criteria,
but does not establish their relationship with the
types of organizational change and the situations
that necessitated these changes. In addition, the
concept of industrial enterprise development and
its connection with the quality of organizational
communications needs to be clarified, and
criteria for optimizing organizational
communications should be established.
The study (Chang & Cheng, 2019) developed an
integrated multianalytical model of decision
analysis to assess the sustainable development of
manufacturing enterprises.
Dunska A. (2014) substantiated that the
development of adaptive mechanism innovation
management of industrial enterprise requires an
appropriate organizational form separate to
ensure consistency and coherence interests of the
innovation process. To build the necessary
organizational form of internal organizational
practices such as changing the organizational
structure, innovative forms of cross-functional
relationships, new approaches to planning and
control. In addition, Dunska A. (2014) proposes
to create specialized units for the development of
innovation proposals and program-target groups
for the organization of the entire cycle of the
innovation process. However, despite the need to
use tools of economic and mathematical
modeling to predict the development of the
enterprise and the consequences of change, the
necessary attention is not paid to the
development of such tools.
Tarasova А. etc., (2019) offers industrial
enterprises adapt to sudden changes in the
external economic environment or changes in the
trajectory of enterprises. Like others above, this
approach lacks formal methods for calculating
the quantitative effects of structural changes and
justification of indicators of industrial enterprises
should be used in the management of industrial
enterprise.
Chernyavska I. (2018) investigated the
mechanism of action of organizational and
management transformation on the development
of industrial enterprises and structural model
proposed restructuring of industrial enterprises in
accordance with the process of structural changes
in the adapting to the environment. The
directions and types of structural transformations
are determined and the factors influencing the
market value of an industrial enterprise are
selected. Among the organizational changes that
affect the value of the enterprise, I. Chernyavska
separates transformation in the following areas:
manufacturing, inventory management, working
capital management, cost management, debt
management, and financial management. The
main change is the restructuring of equity
production, management, liabilities, and assets
management. Among the remarks to this
approach is the lack of justification as to why its
market value is chosen as an indicator of
industrial enterprise development, as well as the
insufficiently formalized approach to calculating
the effects of organizational transformations on
enterprise development.
Hroznyi I., et al., (2018) developed a simulation
model base diversification of foreign
interactions, enabling to evaluate the interplay of
key economic indicators and their response to
changes in balance. However, without denying
the importance of the findings in the study, it
should be noted that the proposed principles are
not brought to the level of practical evaluation
tools.
Shmatko N. (2016) believes that the main
problems encountered in the implementation of
organizational changes and assessing their
effects are the contradictions that exist between
the operational and strategic levels of planning
structural changes. Therefore, assessing the
implications of organizational changes proposed
to use the design matrix approach and create a
project team to manage the structural and
organizational changes.
Despite significant scientific achievement
obtained in these studies, it should be noted that
the development has not made adequate
sensitivity performance evaluation model of
industrial enterprise organizational change.
Therefore, the basic idea of the study is to
develop a model that will meet the following
conditions:
take into account the different types of
organizational changes and their impact on
typical indicators of industry;
Volume 10 - Issue 45
/ September 2021
233
http:// www.amazoniainvestiga.info ISSN 2322- 6307
have formalized and structured instruments for
quantifying the impact of organizational changes
on the development of industrial enterprises;
take into account the specifics of the domestic
industry and available economic changes taking
place in the economic environment.
Methodology
The paper presents the research exercise
sensitivity indicators of industrial enterprises to
organizational changes in three main phases:
situation analysis environment analysis solution
space for the implementation of organizational
changes and goal-setting. To calculate the
efficiency formalized organizational changes and
their impact on the development of industrial
enterprise proposed to use the model sensitivity
Descriptive indicators of industrial enterprises to
organizational changes, reflecting cash and non-
cash effects of organizational change.
In managing the industry now proposed to
separate the three main types of effects of
organizational changes:
negative, leading to degradation of the
organizational system;
neutral, supporting the activities of industrial
enterprises in a state of homeostasis;
positive, ensuring the development of an
industrial enterprise.
Moreover, the same organizational change can
have a combination of different consequences for
different components of the organizational
system of an industrial enterprise. Also,
organizational change can be both desirable and
planned within the development and forced
undertaken to minimize negative consequences.
Last often lead to the degradation of the system
for example, such changes include reduction
units responsible for forecasting and
development of industrial enterprises by
reducing costs under the economic crisis
condition.
Analysis of how organizational changes in the
industrial enterprise affect its development is
proposed to be carried out according to the
scheme is shown in Figure 1.
Figure 1. Research of sensitivity of indicators of development of the industrial enterprise to organizational changes.
Source: developed by the authors
234
www.amazoniainvestiga.info ISSN 2322- 6307
First of all, the study of the sensitivity
performance of the industrial enterprise to the
organizational changes necessary to carry out
situational analysis of the environment in which
operates an industrial enterprise.
Measuring the sustainability of industrial activity
in manufacturing firms remains a major
challenge for both policymakers and industry
decision-makers, as many firms, especially small
and medium-sized enterprises, try to interact
properly with them (Trianni, etc., 2019).
The results of principal components analysis and
cluster analysis show different clusters of firm
behavior, depending on external stimuli and
internal obstacles (Franco, 2021). It is necessary
to determine exactly what factors caused the need
for change, because it depends in which direction
to development of industrial enterprises. Such
factors may be changes in the external
environment or internal processes of the
industrial enterprise. Set these factors constitute
an appropriate description of the situation that
characterizes the state of the company and the
type of situation that characterizes the state of the
environment. Based on them, the type of
situation is determined, which requires
organizational changes.
Among the factors that characterize the state of
the environment of an industrial enterprise, and
which give rise to the need for organizational
change, can be distinguish the following:
occurrence of extensive growth opportunities for
industrial enterprises to capture new markets or
increase market share;
lack of competitiveness of industrial enterprise
that needs improvement in the area of
organization management;
changes in economic, tax, economic and other
types of legislation;
the development of the general economic crisis,
which requires changes in the system of
industrial enterprises for the content or use of
targets for management development in new
directions.
Typical factors that characterize the state of the
company and require analysis in terms of
organizational aspects are:
constant non-fulfillment of planned indicators,
which is not caused by the influences of negative
external factors;
the change Development Targets given to owners
and senior managers of the enterprise, for
example, shift from maximizing profits to
maximize the value of industrial enterprises;
the transition of the enterprise to another stage of
the life cycle, which requires appropriate changes
in its structure and management methods.
Thus, as a result of factors external or internal
environment formed situation that requires
organizational change. These situations are:
lack of resources for the maintenance of the
current organizational structure, leading to
negative changes due to the reduction and
minimization of costs;
the need to implement business processes that are
not able to master the current organizational
structure, resulting in the need to carry out
reorganization or increase;
the need to introduce other types of changes,
which result is organizational change, which can
lead to a simplification of the organizational
structure and its expansion or reorganization.
Together with the situational analysis of the
environment of the industrial enterprise at
research of organizational changes it is necessary
to carry out the analysis of space of decisions
concerning realization of organizational
changes.This is determined by: the availability of
resources to implement the planned changes;
initiators of organizational change;
environmental restrictions.
For organizational change main resource is
human resources that a sufficient number of
qualified professionals who can perform
improved or reorganized business processes. An
alternative to human resources can be financial,
ie attracting qualified professionals outside, but
it is not always possible due to lack of necessary
specialists in the labor market.
Initiated organizational changes can be both
senior management at the enterprise
development strategy of industrial enterprise, her
middle management, who first noticed the
discrepancy organizational capacity of industrial
enterprise environmental requirements.
Limitations of this environmental factors that
prevent industrial enterprise to desired
organizational changes. For example, the cost
required to attract external funding, availability
of appropriate experts in the labor market, legal
restrictions and more.
Situation analysis and environmental analysis
solution space to implement organizational
changes give reason for Targeting industrial
enterprise in terms of implementation of
organizational changes. The following stages are
Volume 10 - Issue 45
/ September 2021
235
http:// www.amazoniainvestiga.info ISSN 2322- 6307
implemented: determine the impact on the
organizational development of industrial
enterprise implementation of organizational
changes; analysis of the possible trajectories of
organizational structure of industrial enterprise
as a result of the changes.
The objectives of the organizational development
of industrial enterprise by implementing
organizational changes determined depending on
what organizational changes are set to potential
industrial enterprises within the constraints of the
environment and the availability of resources to
implement these changes.
Goals are set by interviewing the initiators of
change, which should justify their consequences.
It is necessary to assess what is the expected
effect of the organizational changes in
characteristics such global efficiency of
industrial enterprises as costs, revenues, market
value. The analysis is proposed to be carried out
in the following areas: changes in the
organizational structure, changes in business
processes, changes in staff qualifications. For
each of these areas initiators changes required
clarification and specification of what changes
are expected for each of these areas. As a result,
every change initiator must complete Table 1 of
estimates how changes affect the key indicators
of industrial enterprises (KPI, Key Performance
Indicators).
Companies have to deal with different KPI,
which helps to focus on the parameters of a
particular company and are powerful tools in the
management (Kaganski, etc., 2017).
Industry and academia require the development
of a common and managed set KPI (Neri, etc.,
2021).
For industrial enterprises of Ukraine, carrying
out organizational changes are most relevant key
performance indicators such as production
equipment load, percentage of the plan, index of
customer satisfaction, the coverage ratio of
strategic competencies. However, this list may be
edited depending on the characteristics of each
industrial enterprise.
Table 1.
Template for determining the relationship between the effectiveness of organizational development of
industrial enterprises and organizational change according to the initiators of change.
Direction of
organizational
change
Concretization of
the content of
organizational
changes
KPIs that depend on organizational change
Loading of production
equipment
Percentage of
implementation of plans
Customer satisfaction
index
The coverage ratio of
strategic competencies
Changes in the
organizational
structure
Changes in
business processes
Changes in staff
qualifications
Source: developed by the authors
Possible trajectory organizational development
of industrial enterprise as a result of
organizational changes depend on the following
factors:
resource costs required for organizational
change:
connection of key indicators of industrial
enterprise activity with development indicators;
confidence interval, which depends on the
distance of the forecasting period.
Determining the impact on the organizational
development of industrial enterprises
236
www.amazoniainvestiga.info ISSN 2322- 6307
implementing organizational change provides an
opportunity to assess what organizational
changes associated with the development of
enterprises, and analysis of possible trajectories
organizational efficiency of industrial enterprises
from changes provide grounds for evaluating the
strength of the connection and deviations. Thus,
the stage is set sensitivity parameters Targeting
organizational development of industrial
enterprise organizational change by calculating
the appropriate economic and mathematical
models.
Model sensitivity indices of industrial enterprise
organizational change is descriptive that can be
used in management decisions based on
simulation. First of all, it is necessary to
synthesize the index of industrial enterprise that
is representative in terms of display quality
organizational development. This index should
reflect both quantitative efficiency of
organizational development in the form of profit
growth as a result of organizational changes and
increase the efficiency of quality that can be
measured through the monetary effects, but
affects the overall competitiveness of industrial
enterprises in today's dynamic environment.
The effectiveness of organizational change in an
industrial plant in monetary terms proposed to
evaluate the ratio of increase in income from
organizational changes and costs of these
changes. The effectiveness of organizational
change at the industrial enterprise in non-
monetary terms offered viewed as integral index
of key indicators of industrial enterprises in the
field of organizational support.
The overall efficiency of organizational
development of industrial enterprises in
monetary terms is calculated as:

where
– evaluating the effectiveness of
the organizational development of industrial
enterprises in monetary terms in the t-th month;

– increase in income of an industrial
enterprise in the t-th month due to the
implementation of the n-th organizational
change;
– costs of industrial enterprise in the t-th
month because of the n-th organizational
changes.
In turn, the effectiveness of organizational
change on industrial enterprise in non-monetary
terms is estimated as the arithmetic mean of all
changes, and each change is evaluated by several
key indicators as a geometric mean:



where
– evaluation of the effectiveness of
industrial enterprise organizational changes in
non-monetary terms in the t-th month;


– z-year growth of key performance
indicators of industrial enterprises in the
organizational field in the t-th month because of
the n-th organizational changes;
– number of organizational changes planned in
the strategy.
The calculation of the efficiency of each
organizational change as geometric mean
grounded so that it better meets the objective
analysis of normalized values and analysis of
dynamic phenomena (Senthil, 1997) Thus the
key indicators of industrial enterprises, which
can be from 0 to 100, normalized using a power
function to provide greater importance growth
rate at its low values (which are critical for
industry) and reduce the importance of
approaching the maximum possible value.

 

 

 
 

 

 
where 
– increase normalized value z-th
key performance indicators of industrial
enterprises in the organizational field in the t-th
month;
– normalized value z-th key performance
indicators of industrial enterprises in the
organizational field in the t-th month;
– saturation factor that reflects the importance
of changing the key indicator of industrial
enterprises in the field of organizational
depending on approaching the maximum
possible value;
Volume 10 - Issue 45
/ September 2021
237
http:// www.amazoniainvestiga.info ISSN 2322- 6307
– the z-th key performance indicators of
industrial enterprises in the organizational field
in the t-th month.
Thus, while reducing the growth rate of the
importance of efficiency in the process of
approaching the maximum possible value,
respectively, decreases the growth rate of this
index as shown in Figure 2.
Figure 2. The valuation of key performance indicators of industrial enterprises in organizational sphere at
k=1,03
Source: developed by the authors
Significantly improve performance indicator
industrial enterprise organizational changes in
non-monetary terms could lead to deterioration
of efficiency in monetary terms, since the
implementation of all planned changes will
increase costs and do not always lead to a
proportional increase in revenues. At the same
time, too much attention is given to that
performance indicators in monetary terms can
lead to short-term increase revenues or reduce
costs, but also the degradation organizational
areas of the company. For example, the reduction
of non-production departments can reduce costs,
but to leave the company without the necessary
planning and forecasting system. The objective
of organizational development management in
industrial enterprises is to provide such a path of
development, in which both performance
indicator are in balance.
Thus, the model sensitivity indices of industrial
enterprise organizational change provides an
opportunity to analyze organizational changes
with regard to their impact on the effectiveness
of monetary and non-monetary, thus ensuring a
balance between short-term and long-term
development of industrial enterprises.
Results and Discussion
Approbation proposed model implemented at
JSC Starokramatorsk Machine-Building Plant.
This company has organizational problems in the
area, one manifestation of which is the
continuous increase in administrative costs that
do not have the desired effect as improve
profitability, increase in sales etc. Thus, from
2015 to 2020, the administrative costs of JSC
Starokramatorsk Machine-Building Plant
increased threefold, from 15,719 thousand UAH
up to 49042 thousand UAH is shown in Figure 3.
0,98
0,99
1
1,01
1,02
1,03
1,04
0
0,2
0,4
0,6
0,8
1
1,2
0
6
12
18
24
30
36
42
48
54
60
66
72
78
84
90
96
Growth
Kz
Kz
The value of key performance indicators of industrial enterprise in
organizational sphere
238
www.amazoniainvestiga.info ISSN 2322- 6307
Figure 3. Dynamics of revenues from sales and administrative costs of JSC Starokramatorsk Machine-
Building Plant.
Source: developed by the authors
At the same time labor costs from 2015 to 2020
increased by only 51%, operating expenses
decreased by 18%, revenues from sales of
products (goods and services) increased by 46%.
The net financial result of JSC Starokramatorsk
engineering plant did not meet the increased
costs, and in the last two years became negative
as shown in Figure 4.
Figure 4. Dynamics of net financial result of JSC Starokramatorsk Machine-Building Plant, thouthand
UAH
Source: developed by the authors
Consequently, a significant increase in available
administrative costs, which was not accompanied
by effects such as improving financial results, on
the contrary, the effectiveness of JSC
Starokramatorsk Machine-Building Plant
deteriorated and the last two years the company
is unprofitable. This is due mainly targeting
businesses in the internal market, non-
compliance of the organizational structure of the
task, lack of qualified personnel, too many
administrative staff. To overcome the problems
in the organizational sphere of JSC
Starokramatorsk Machine-Building Plant should
make reducing the administrative personnel by
consolidation units, training of marketing
personnel to enter foreign markets, staff
development planning and finance department,
professional production staff to increase
productivity, improve business process planning
and forecasting.
230468
148263
332561
264120
164474
333159
15719
13186
35960
37163
40665
49042
0
10000
20000
30000
40000
50000
60000
0
50000
100000
150000
200000
250000
300000
350000
Administrative expenses
, thousand
UAH
Sales of products, thousand UAH
2015 2016 2017 2018 2019 2020
Volume 10 - Issue 45
/ September 2021
239
http:// www.amazoniainvestiga.info ISSN 2322- 6307
Expected effects of the implementation of
organizational changes at JSC Starokramatorsk
Machine-Building Plant as key indicators of
growth and income businesses are shown in
Table 2. Estimates given in percentage points,
that calculation is a refinement of the basic
prediction of the enterprise without change.
Table 2.
Expected effects of the implementation of organizational changes at the JSC Starokramatorsk Machine-
Building Plant.
Organizational changes
Expected effects
Increase revenue
or reduce costs
Increasing the load
factor of
production
equipment
Increasing the
percentage of
implementa
tion
plans
Increase customer
satisfaction index
Increased
coverage ratio
strategic
competencies
Reduction of management staff by
consolidation of divisions
+3,5 р.р.
---
---
---
---
Advanced training marketing
personnel to enter foreign markets
+10 р.р.
+6 р.р.
---
+8 р.р.
+4 р.р.
Advanced training of the staff of
the planning and finance
department
---
+3 р.р.
+6 р.р.
---
+2 р.р.
Advanced training production
personnel to increase productivity
---
+3 р.р.
+2 р.р.
+4 р.р.
---
Improving business planning and
forecasting
+1,5 р.р.
+2 р.р.
+2,5 р.р.
---
---
Source: developed by the authors
Thus, the estimation of sensitivity performance
of the industrial enterprise organizational change
provide grounds for development strategy of
overall development of JSC Starokramatorsk
Machine-Building Plant.
Conclusions
The study authors found that organizational
change is one of the most important components
of change industrial enterprises, as domestic
industrial organizational inertia inherent in the
management due to inheritance of institutions
since the Soviet planning system. For
organizational change is inherent in complex,
where changes in some processes necessitate
corresponding adjustment and modernization of
the organizational structure of industrial
enterprise. Also, the need for organizational
change are often the result of changes in the
technological and production in industrial
enterprises where new technologies and
transition to production of new or improved
products, entering new markets, etc. are to be
accompanied by organizational changes.
The authors propose to study the sensitivity of
industrial development indicators to
organizational change in three main stages:
situational analysis of the environment, analysis
of the space of decisions on the implementation
of organizational change and goal setting. To
calculate the efficiency formalized
organizational changes and their impact on the
development of industrial enterprises Descriptive
models developed sensitivity indices of industrial
enterprise organizational change, reflecting
monetary and non- monetary effects of
organizational change.
The presented model in this study can be used in
management decisions based on simulation. The
authors have shown that it is necessary to
synthesize the index of industrial enterprise that
is representative in terms of display quality
organizational development. This index should
reflect both quantitative efficiency of
organizational development in the form of profit
growth as a result of organizational changes and
increase the efficiency of quality that can be
measured through the monetary effects, but
240
www.amazoniainvestiga.info ISSN 2322- 6307
affects the overall competitiveness of industrial
enterprises in today's dynamic environment.
Further development of indicators of sensitivity
studies of industrial enterprise organizational
change will be to clarify and expand the list of
effects of organizational changes on the basis of
their features.
Bibliographic references
Arsenieva, N., Putyatina, L., Barsova, T., &
Golov, R. (2019). Modern problems of
diversification of the activities of high-tech
enterprises in the context of economic
growth. Amazonia Investiga, 8(24), 353-362.
https://amazoniainvestiga.info/index.php/am
azonia/article/view/993
Bezchasny, O. (2018a). Optimization of
organizational communications in the
process is an industrial enterprise. Scientific
notes of Tavriya National University named
after VI Vernadsky, Economics and
Management, 29(68), № 3, 54-58.
Bezchasnyi, O. (2018b). Evaluation of the
effectiveness of organizational
communications at an industrial enterprise in
the process of implementing development
projects. Scientific Bulletin of Kherson State
University, Economic sciences, 30(3), 78-83.
Chang, A.Y., & Cheng, Y.T. (2019). Analysis
model of the sustainability development of
manufacturing small and medium- sized
enterprises in Taiwan. Journal of Cleaner
Production, 207, 458-473.
https://doi.org/10.1016/j.jclepro.2018.10.025
Chernyavska, I. (2018). Mechanisms of
influence of organizational and managerial
transformation on the development of
industrial enterprises. Economic analysis,
28(2), 200-212.
Chichkina, V. (2011). Methodological aspects of
organizational transformations based on
business processes of an industrial enterprise.
National economy. Issues of innovative
development, 1, 19-23.
Dunska, A. (2014). Organizational methods of
ensuring the functioning of the innovative
mechanism of development of industrial
enterprises. Scientific Bulletin of Kherson
State University, Economic sciences,7(2),
190-193.
Gajdzik, B., Grabowska, S., & Saniuk, S. (2021).
A Theoretical Framework for Industry 4.0
and Its Implementation with Selected
Practical Schedules. Energies, 14(4), 940.
https://doi.org/10.3390/en14040940
Hroznyi, I., Kuzmak, O., Kuzmak, O., &
Rusinova, O. (2018). Modeling management
of diversification of foreign economic
interactions. Problems and Perspectives in
Management, 16(1), 155-165.
https://doi.org/10.21511/ppm.16(1).2018.15
Kaganski, S., Majak, J., Karjust, K., &
Toompalu, S. (2017). Implementation of Key
Performance Indicators Selection Model as
Part of the Enterprise Analysis Model.
Procedia CIRP, 63, 283-288
https://doi.org/10.1016/j.procir.2017.03.143.
Kanashchenkov, A.I., Novikov, S.V., &
Veas Iniesta, D.S. (2019). Technology
formation of the mission of micro-level
management enterprise in aviation. IOP
Conference Series: Materials Science and
Engineering, Volume 537, Issue 4. Doi:
10.1088/1757-899X/537/4/042040
Mirsalari, S.R., & Ranjbarfard, M. (2020). A
model for evaluation of enterprise
architecture quality. Evaluation and Program
Planning, 83, 101853.
https://doi.org/10.1016/j.evalprogplan.2020.
101853.
Neri, A., Cagno, E., Lepri, M., & Trianni, A.
(2021). A triple bottom line balanced set of
key performance indicators to measure the
sustainability performance of industrial
supply chains. Sustainable Production and
Consumption, 26, 648-691
https://doi.org/10.1016/j.spc.2020.12.018
Patalas-Maliszewska, J., & Łosyk, H. (2020). An
Approach to Assessing Sustainability in the
Development of a Manufacturing Company.
Sustainability, 12(21), 8787.
https://doi.org/10.3390/su12218787
Pinkovetskaia, I.S.; Aleksandrova; Natalya R.;
Treskova, Tatyana,Veas Iniesta, D. S.
(2021). Present Innovation Policy: Russian
Regions Data. Cuestiones Políticas, 39(69)
http://dx.doi.org/10.46398/cuestpol.3969.08
Rodríguez, R., Molina-Castillo, F.J. &
Svensson, G. (2020). The mediating role of
organizational complexity between enterprise
resource planning and business model
innovation, Industrial Marketing
Management, 84, 328-341,
https://doi.org/10.1016/j.indmarman.2019.09
.007.
Senthil, M. (1997) Applications of the Geometric
Mean. University of Toronto Mathematics
Network,
http://www.math.toronto.edu/mathnet/questi
onCorner/geomean.html.
Shmatko, N. (2016). Organization of planning of
structural changes in the process of industrial
enterprise development. Development
management, 4, 138–143.
Stefano, F. (2021). The influence of the external
and internal environments of multinational
Volume 10 - Issue 45
/ September 2021
241
http:// www.amazoniainvestiga.info ISSN 2322- 6307
enterprises on the sustainability commitment
of their subsidiaries. A cluster analysis,
Journal of Cleaner Production, 297, 126654
https://doi.org/10.1016/j.jclepro.2021.12665
4.
Tarasova, H., Zaharov, S., Vereskun, M., &
Kolosok, V. (2019). Preventive anticrisis
strategy for development of industrial
enterprise. Independent Journal of
Management & Production, 10(5),
1405-1420.
https://doi.org/10.14807/ijmp.v10i5.890
Trianni, A., Cagno, E., Neri, A., & Howard, M.
(2019). Measuring industrial sustainability
performance, Empirical evidence from Italian
and German manufacturing small and
medium enterprises. Journal of Cleaner
Production, 229, 1355-1376,
https://doi.org/10.1016/j.jclepro.2019.05.076
Tutak, M., Brodny, J., & Dobrowolska, M.
(2020). Assessment of Work Conditions in a
Production Enterprise - A Case Study.
Sustainability, 12(13), 5390.
https://doi.org/10.3390/su12135390
Zhang, L., Long, R., Chen, H., & Huang, X.
(2018). Performance changes analysis of
industrial enterprises under energy
constraints. Resources, Conservation and
Recycling, 136, 248-256
https://doi.org/10.1016/j.resconrec.2018.04.0
32.