MANAGEMENT ASPECTS OF STIMULATING INTEGRATION PROCESSES OF AGRICULTURAL COMMODITY PRODUCERS
Abstract
The research is prompted by the need to develop effective management mechanisms to stimulate integration processes in the domestic agricultural sector amid intensifying global competition, volatility of agricultural markets, and transformation of the institutional environment for agribusiness. The aim of the work is to develop a comprehensive approach to the management of integration processes through the systematization of mechanisms, instruments, and measures to stimulate the creation and development of various forms of agricultural integration. The objectives of the study are to identify key management functions in the process of forming integration structures, adapt strategic management tools to the specifics of agricultural production, the development of a differentiated system of management measures at various levels of the management hierarchy, and the justification of mechanisms for reconciling the conflicting interests of heterogeneous participants in integration associations. The methodological basis of the study consists of a systematic approach to the analysis of management processes, structural and functional analysis of mechanisms for stimulating integration, methods of typology and classification of management tools, comparative analysis of the practices of integration formations, and the method of tabular visualization of systematized information. The results of the study are presented through the conceptualization of management mechanisms for stimulating integration as a multicomponent system of interrelated economic, organizational, legal, socio-psychological, and informational levers of influence on the behavior of potential and actual participants in integration structures. Six key strategic management tools have been systematized, detailing their purpose, features of application in agricultural integration, and expected results. A system of management measures to stimulate integration processes has been developed with a clear division of responsibilities among management entities at the micro level of individual enterprises through training of managers and demonstration of successful cases, at the meso level of regions through the creation of coordination centers and the formation of territorial clusters, and at the macro level of the state through the improvement of legislation and the introduction of financial support mechanisms. Five typical conflicts of interest in integration structures have been identified. The practical value of the study lies in the possibility of using the developed systems of management mechanisms, tools, and measures in the formation of development strategies for specific integration associations, the development of regional programs to support cooperation, and the improvement of state policy to stimulate integration processes in the domestic agricultural sector.
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