Articles

MECHANISMS FOR ACHIEVING MANAGERIAL RESONANCE IN THE FRAMEWORK OF INTERACTION BETWEEN PARTICIPANTS IN THE PROCESS OF CREATING ADDED VALUE IN THE OIL INDUSTRY

Received: 15.04.2019 Published: 15.04.2019

DOI: 10.22394/2079-1690-2019-1-4-42-45

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Abstract

The article deals with the problem of achieving managerial resonance in the framework of innovative interaction of participants of a single closed technological cycle to create added value in the oil industry from oil production to the stage of delivery of products of its processing to the final consumer. Focuses on reconciling divergent interests of participants at each stage of technological chain (oil production, oil transportation, oil refining, transportation and marketing of petroleum products, etc.), since the balance of these interests is a major factor in the effectiveness of the whole process of interaction and achieve managerial consensus in the implementation of innovations at all stages. An approximate model of harmonization of management decisions taken by participants of technological interaction in the oil industry, aimed at increasing the efficiency of their potential.

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Для цитирования:

Маркин О.В. Механизмы достижения управленческого резонанса в системе взаимодействий участников процесса создания добавочной стоимости в нефтяной отрасли // Государственное и муниципальное управление. Учёные записки. 2019. Т. 1, № 4. С. 42–45. https://doi.org/10.22394/2079-1690-2019-1-4-42-45

For citation:

Маркин О.В. MECHANISMS FOR ACHIEVING MANAGERIAL RESONANCE IN THE FRAMEWORK OF INTERACTION BETWEEN PARTICIPANTS IN THE PROCESS OF CREATING ADDED VALUE IN THE OIL INDUSTRY // State and Municipal Management. Scholar Notes. 2019. Vol. 1, no. 4. P. 42–45. https://doi.org/10.22394/2079-1690-2019-1-4-42-45

How to Cite

Маркин О.В. MECHANISMS FOR ACHIEVING MANAGERIAL RESONANCE IN THE FRAMEWORK OF INTERACTION BETWEEN PARTICIPANTS IN THE PROCESS OF CREATING ADDED VALUE IN THE OIL INDUSTRY // State and Municipal Management. Scholar Notes. 2019. Vol. 1, no. 4. P. 42–45. https://doi.org/10.22394/2079-1690-2019-1-4-42-45