INCLUSIVITY INDEX IN THE STRATEGIC MANAGEMENT SYSTEM AND ENTERPRISE DEVELOPMENT
DOI:
https://doi.org/10.32782/inclusive_economics.13-1Keywords:
inclusivity, strategic management, enterprise, inclusive leadership strategy, enterprise personnel, inclusivity indexAbstract
The article examines issues of improving the strategic management system of enterprises, taking into account the level of inclusivity, conditioned by the peculiarities of their functioning in the context of war, labour resource deficits, growing numbers of socially vulnerable population groups, and persons with disabilities. It is demonstrated that traditional approaches to strategic management do not always account for the level of enterprise inclusivity as a factor of economic resilience and competitiveness, which complicates the assessment of human resource policy effectiveness, staff engagement levels, barrier-free accessibility, adaptability, and social responsibility. The application of the inclusivity index within the strategic management system enables enterprises to identify social and human resource risks in a timely manner, increase labour productivity, improve corporate culture, and effectively utilise human capital. Furthermore, inclusivity is increasingly regarded as a key driver of innovative development, business resilience, and enterprise competitiveness amid the ongoing transformation of Ukraine's economy. The purpose of the study is to substantiate the scientific and methodological foundations for the application of the inclusivity index within the strategic management system of an enterprise in order to enhance its economic resilience, effectiveness of human resource management, and competitiveness in the context of contemporary socio-economic challenges. The scientific novelty lies in the advancement of theoretical and methodological approaches to strategic enterprise management through the application of the inclusivity index as an integral indicator for assessing the level of staff engagement, barrier-free accessibility, and social responsibility, thereby enhancing the validity of managerial decisions. The research has yielded the following outcomes: - the integration of inclusive leadership into strategic management has been refined, and the use of the inclusivity index for assessing human resource and managerial policies has been proposed; - approaches to evaluating staff engagement, trust, diversity, and satisfaction have been clarified; - the relationship between inclusivity and the effectiveness of managerial decisions has been demonstrated, and a strategic management framework based on this relationship has been developed. The practical significance of the obtained results consists in the potential application of the inclusivity index for the strategic management of an enterprise.
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