Revista
de la
Universidad
del Zulia
Fundada en 1947
por el Dr. Jesús Enrique Lossada
DEPÓSITO LEGAL ZU2020000153
ISSN 0041-8811
E-ISSN 2665-0428
Ciencias del
Agro,
Ingeniería
y Tecnología
Año 15 N° 42
Enero - Abril 2024
Tercera Época
Maracaibo-Venezuela
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Strategy for Effective Management of Organizational Change for Agricultural
Enterprises
Tetiana Nemchenko*
Viktoriia Lakiza**
Nila Tiurina***
Zinaida Zhyvko****
Valerii Harbusiuk*****
ABSTRACT
The main purpose of the article is to form the strategy for effective management of organizational
change for agricultural enterprise. The set purpose is achieved through the use of a specific
methodology, which includes the method of functional modeling of the IDEF0 standard. The
object of the study is the functioning system of a separate agricultural enterprise. As a result of the
study the most optimal strategy was formed. This methodology will not only optimize the work of
modern agricultural enterprises, developing their safety and engineering aspects, but also, to some
extent, normalize the development of the regional agricultural sector in which the enterprise
operates. This strategy has three key directions, the implementation of which will fully ensure the
normal functioning and development of the agricultural enterprise. The study has its limitations,
since to form this model only the activities of one agricultural enterprise in Poland were taken
into account; this model may be somewhat limited in use for other enterprises. In this regard, the
prospects for subsequent research should be to expand the boundaries of the use of this model to
the specifics of the functioning of the agricultural sectors of other countries.
KEYWORDS: Agriculture, Agricultural Enterprises, Agricultural Technologies, Food Security,
Sustainable Development and Management, Environmental Aspects, Engineering Solutions.
*Department of Economy, Management and Commercial Activity, Central Ukrainian National Technical
University, Kropyvnytskyi, Kyiv, Ukraine. ORCID: https://orcid.org/0000-0002-4914-5134. E-mail:
nemchenko2015@gmail.com
**Department of Management and International Business, Lviv Polytechnic National University, Lviv, Ukraine.
ORCID: https://orcid.org/0000-0002-6764-8536. E-mail: viktoriia.v.lakiza@lpnu.ua
***State Higher Educational Institution Khmelnitskyi National University, Khmelnytskyi, Ukraine. ORCID:
https://orcid.org/0000-0003-1337-1460. E-mail: nilatyurina@gmail.com
****Academy of Economics and Pedagogy, Praga, República Checa. ORCID: https://orcid.org/0000-0002-4045-
669X. E-mail: professor2007@ukr.net
*****Khmelnytskyi National University, Khmelnytskyi, Ukraine. ORCID: https://orcid.org/0009-0008-5223-
6943. E-mail: Harbusiuk@hotmail.com
Recibido: 28/07/2023 Aceptado: 11/10/2023
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Estrategia para la gestión eficaz del cambio organizativo de las empresas
agrícolas
RESUMEN
El objetivo principal del artículo es formular una estrategia para una gestión eficaz del cambio
organizacional en empresas agrícolas. El propósito planteado se logra mediante el uso de una
metodología específica, que incluye el método de modelado funcional del estándar IDEF0. El
objeto del estudio es el sistema de funcionamiento de una empresa agrícola independiente.
Como resultado del estudio se formó la estrategia más óptima. Esta metodología no sólo
optimizará el trabajo de las empresas agrícolas modernas, desarrollando sus aspectos de
seguridad e ingeniería, sino que también, hasta cierto punto, normalizará el desarrollo del
sector agrícola regional en el que opera la empresa. Esta estrategia tiene tres direcciones clave,
cuya implementación garantizará plenamente el funcionamiento y desarrollo normal de la
empresa agrícola. El estudio tiene sus limitaciones, ya que para formar este modelo sólo se
tuvieron en cuenta las actividades de una empresa agrícola en Polonia; este modelo puede
tener un uso algo limitado para otras empresas. En este sentido, las perspectivas para
investigaciones posteriores deberían ser ampliar los límites del uso de este modelo a las
características específicas del funcionamiento de los sectores agrícolas de otros países.
PALABRAS CLAVE: Empresas agrícolas, tecnologías agrícolas, seguridad alimentaria,
desarrollo y gestión sostenible, aspectos ambientales, soluciones de Ingeniería.
Introduction
In the modern world, characterized by a significant level of uncertainty and change,
change management is a key part of the survival and development strategy of any enterprise.
Agricultural enterprises are no exception. Enterprises operating in the agricultural sector
today face a significant number of challenges and threats, requiring them to implement
operational mechanisms and strategies for adapting to changes occurring in both the internal
and external environment. The ability of an agricultural enterprise to effectively and quickly
implement change management strategies today is a key condition for ensuring economic
sustainability and food security (Piñeiro, et al., 2020).
Today, food security, taking into account new challenges and risks, has become a
determining condition for the stable development of society, its agricultural sector and the
economy as a whole. Modern food security directly depends on the productivity of the
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agricultural sector and agricultural cluster. In turn, the latter require constant updating of
production capacities and other engineering aspects, as well as the implementation of new
management practices.
The global COVID-19 pandemic has exposed new challenges for the agricultural sector,
demonstrating how vulnerable supply chains can be and how quickly market conditions can
change. Government support in the form of subsidies, loans and other incentives has become
even more important in supporting the agricultural sector, but often does not cover all losses
from unforeseen circumstances, in particular from the harmful effects of extreme weather
conditions (Roopaei, Rad, Choo, 2017).
No less important is the environmental aspect, which occupies a prominent place in
modern state and regional policies of most countries in the world. This is due to new global
trends regulating the importance of a balance between improving the productivity of the
agricultural sector and preserving existing natural resources. According to the modern theory
of agricultural sciences, it is agriculture that acts as the main springboard for the fight against
negative environmental consequences and every year is forced to transform its activities in
accordance with the needs of modern society.
All the problems and challenges that modern agricultural enterprises face today are
becoming more complex and increasing in number every year. This is due to increased prices
for agricultural equipment, raw materials and other production materials. This situation
requires not only the implementation of new management techniques, but also the creation of
qualitatively new strategies for adapting to various kinds of changes and challenges, which
today is not only a trend and a condition for better development, but also a basic necessity for
any agricultural enterprise.
The purpose of the study was to solve the following scientific problems:
1. Identification of key elements that have the greatest impact on the management system
of organizational changes in agricultural enterprises.
2. Using a specific method of modeling and visualization and systematization of the
strategy for managing organizational changes in agricultural enterprises.
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The structure of the article consists of the following elements: an introduction that
includes a structural overview of the selected topic, a review of scientific sources on the
subject, a description of the research methodology, a statement of the main results of the study,
the formation of a model, a discussion of the results and their comparison with existing
research, and conclusions.
1. Literature review
In modern scientific discourse (Balafoutis, 2017; Hena, Jingdong, Rehman, Zhang, 2019),
much attention is paid to research covering agricultural issues, recognizing its integral role in
ensuring food security and stability at the national and global levels. Agriculture, a major
economic sector, impacts the lives of millions of people by providing food and providing the
basis for rural economies.
The great interest of modern scientists (Fountas, Carli, Sørensen, Tsiropoulos, Cavalaris,
Vatsanidou, Tisserye, 2015; Fama, Conti, 2022) in the activities of agricultural enterprises is
directly related to their exceptional importance for the world community. This area is
welcome for any state, since self-sufficiency and preservation of the country’s sovereignty, as
well as its place in the world market, directly depend on it.
At the same time, a large number of scientists (Rezaei-Moghaddam, Izadi, 2019;
Vdovenko, 2022) note that the increase in the world population has led to the active
expansion of the agricultural sector in different countries and an improvement in its
productivity. This expansion led to inevitable problems in the environmental sphere, which in
turn forced a large number of scientists to form new paradigms of agricultural activity and
create new areas of activity of agricultural science.
The issues of assessing the readiness of agricultural enterprises for changes are a pressing
issue for the scientific community. Thus, Toma, Barnes, Sutherland, Mathews, Stott (2014)
and Yang, et al. (2021) in their works proposed the use of modern agricultural enterprise
management strategies, which are actively used by agricultural enterprises around the world.
The particular scientific interest of these studies is a comprehensive assessment of existing
strategies and methods for constructing them.
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One of these areas was engineering technology and principles of sustainable
development. Engineering, in turn, provides valuable tools to implement these changes
through the creation of new types of agricultural technology, energy-saving systems and other
innovative solutions that increase crop yields without increasing the burden on the
environment. The introduction of such technologies can revolutionize approaches to
agriculture and ensure greater adaptability of agricultural enterprises to rapidly changing
market conditions and climatic factors (Sylkin, Buhel, Dombrovska, Martusenko, Karaim,
2021; Kitney et al, 2019).
Thus, the activities of agricultural enterprises are inextricably linked with risks and
threats that are formed both in the external and internal environment of its existence. At the
same time, most scientists note that adaptation or resistance to change is possible only with
the implementation of effective management paradigms. At the same time, in scientific sources
there is still no clear basis that would regulate the process of forming a strategy for effective
management of organizational changes at an agricultural enterprise. Given this, this should be
the scientific goal of our research.
2. Materials and Methods
To formulate a strategy for effective management of organizational changes for agricultural
enterprises, we chose to use the functional modeling methodology of the IDEF0 standard. This
methodology is part of the methods of system analysis, which focuses on the study and
visualization of the key functions of the system and the internal relationships between its
elements. In the context of agricultural enterprises, this approach allows the interaction
between various processes of management, production, supply and distribution, as well as
other key functional areas, to be considered.
The advantages of the functional modeling method in the context of developing a strategy
for effective management of organizational changes for agricultural enterprises are:
1. Systematicity. This methodology allows you to include the largest possible number of
aspects of the activities of modern agricultural enterprises, while reflecting internal and
external functional connections.
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2. Visualization. The basis of this methodology are diagrams and diagrams filled with
blocks and arrows. Such simple visualization allows you to better understand the complex
processes of an agricultural enterprise.
3. Versatility. This model can be used to simulate the activities of agricultural enterprises
in different countries.
4. Adaptability and shiftability. Existing models can be changed partially or completely,
while maintaining the basic modeling paradigm and their goals.
The disadvantages of the functional modeling method in the context of developing a
strategy for effective management of organizational changes for agricultural enterprises are:
1. Static. Although the methodology can be updated, the models themselves are static and
cannot always adequately reflect the dynamics of real processes.
2. Limitation in taking into account the human factor. A focus on functionality can
undermine understanding of the role of human input and culture.
The use of this model will take place in three key vectors:
- planning, which will allow identifying key business processes that determine the need for
change in an agricultural enterprise;
- implementation. The formation of a model will make it possible to create detailed
instructions and procedures for implementing changes in the activities of an agricultural
enterprise;
- assessment and adjustment. Using this methodology will allow for periodic assessments
of effectiveness and subsequent changes to improve efficiency.
For better clarity, we decided to formulate a strategy for effective management of
organizational changes for agricultural enterprises in Poland, in particular in the
Podkarpackie Voivodeship. The reason for choosing this country was that the authors live on
this theory and have direct and indirect connections with representatives of the agricultural
sector and state and regional authorities. Thus, the use of this methodology will make it
possible to introduce an integrated approach to change management, which will take into
account both strategic and operational aspects of the work of agricultural enterprises.
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3. Research Results
Thus, having described and determined that this methodology can be used in the
context of forming an optimal strategy for effective management of organizational change for
agricultural enterprises, the next step will be the direct formation of models.
First of all, it is important to formulate a diagram of the elements of forming a strategy
for effective management of organizational changes for agricultural enterprises (Fig. 1).
Figure 1.
Scheme of the elements of forming a strategy for effective management of
organizational changes for agricultural enterprises
Formed by authors
So, in Fig.1. depicts the main elements that play the most important role in the formation
and implementation of an effective change management strategy in agricultural enterprises.
Let us consider the essence of these elements in more detail:
A1 - At this stage, the emphasis is on processes to ensure food security. It is implemented
through a detailed analysis of market trends, consumer needs and demands, and an assessment
of risks that may affect the level and stability of supplies of agricultural products. Based on the
information received, a clear action plan is formed in the agricultural enterprise, which
includes the formation and implementation of new agrotechnical methods, diversification of
crops for which the enterprise is specified. In addition, this plan may include the formation
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and implementation of alternate logistics supply routes to prevent possible shortages of raw
materials.
A2 - During this adaptation phase, advanced agricultural techniques and practices are
integrated to optimize production processes and increase productivity. Modern land
cultivation methods are being introduced, high-quality seed materials are being used, and
water management systems are being improved. There is also a special focus on staff training
and strengthening agroecological aspects to ensure sustainable use of natural resources and
conservation of biodiversity.
A3 - This stage includes the use of modern and innovative engineering technologies and
techniques aimed at improving production efficiency. This area includes such engineering
technologies as the integration of intelligent agricultural enterprise management systems, the
use of automated production means, as well as digital platforms for monitoring and analysis of
the agricultural enterprise. With this help, the agricultural enterprise will have the
opportunity to effectively respond to external challenges and dangers.
To detail the above elements using the IDEF0 standard, we formed decomposition
models for the implementation of the latter. So Fig.2. shows a decomposition model of the
implementation of element A1 – « Analysis and planning of food security».
Let us consider the essence of these elements in more detail:
A11 - Assessment of the external environment. At this substage, the agricultural
enterprise must conduct a full environmental analysis. The analysis under consideration
should include determining the state of the market and market conditions, demand and
supply of agricultural products, consumption trends, as well as determining the basis of
modern public administration policy in the agricultural sector. At the same time, this stage
includes an analysis of potential and existing threats to the activities of an agricultural
enterprise, such as climate change, emergency crisis situations, crises of an economic and
other nature.
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Figure 2. Decomposition model of the implementation of element A1 – « Analysis and
planning of food security»
Formed by authors
A12 - Internal audit of resources.This substage involves an in-depth study of the
enterprises internal resources, including its financial condition, human resources, technical
equipment and infrastructure. It is important to assess the extent to which current resources
can facilitate or hinder the implementation of an adaptation strategy. This audit also analyzes
supply chains, inventory availability and the company's ability to quickly switch to alternative
sources of raw materials or materials in the event of disruptions in usual supplies.
A13 - Development of a strategic plan. At the final stage, a strategic plan for ensuring
food safety of the agricultural company is formed. This plan should contain goals, objectives
and goals that must be achieved to ensure a consistently high level of long-term safety of the
agricultural enterprise. Undoubtedly, this plan should contain methods and vectors for
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assessing the improvement of mechanisms for ensuring food security. In addition, the plan
should contain scenarios for responding to possible threats and dangers.
The next step will be the formation of similar models for elements A2 and A3. So Fig.3
shows a decomposition model of the implementation of element A2 – «Development of
agricultural practices».
Figure 3. Decomposition model of the implementation of element A2 – «Development of
agricultural practices»
Formed by authors
Let us consider the essence of these elements in more detail:
А21 - Innovations in agricultural technologies. At this stage, agricultural enterprises
conduct a detailed analysis of existing innovative agricultural methods and techniques, test
compatibility with the activities of their own enterprise, and then attempts are made to
introduce the latter. Thus, these techniques include such methods as natural farming, organic
production, innovations associated with biotechnology and the creation of new types of crops
that are more resistant to unfavorable climatic conditions.
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А
22 - Optimization of production processes. At this stage, existing production processes
are analyzed and rethought in order to optimize them. Particular attention is paid to
improving logistics, reducing costs and improving the quality of final products. Important
aspects are the rational use of resources and minimizing losses at each stage of production,
from sowing to harvesting and storage.
А23 - Human resource development and sustainable management. Ultimately, the vector
of activity of an agricultural enterprise in this area comes down to the development of human
capital and the adaptation of the principles of sustainable development and management. At
the same time, comprehensive training and constant professional and personal development of
personnel becomes a key element of the management system of an agricultural enterprise. A
culture of continuous learning will be an important element in this. At the same time, the
introduction of sustainable development practices into the operating system of an agricultural
enterprise, in particular in the field of agriculture, will contribute to the development of the
latter’s competitiveness and increase its efficiency.
Ultimately, form a similar model for element A3 – «Implementation of engineering
solutions» (Fig.4).
Let us consider the essence of these elements in more detail:
A31 - Technological upgrade of equipment. At this stage, a comprehensive assessment of
the existing technical equipment of agricultural enterprises is carried out. At the same time, it
is necessary to evaluate the level of integration of modern engineering technologies, process
automation, as well as the level of attraction of renewable energy sources.
A32 - Adaptation to climate change. Agricultural enterprises must adapt their
production strategies to rapidly changing climate conditions. This sub-phase involves the
introduction of engineering solutions to modify the microclimate (for example, drip irrigation
systems, climate-controlled greenhouses), as well as the development and use of crops that are
resistant to extreme conditions. An important aspect is also the development of effective
methods for collecting and storing water resources.
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Figure 4. Decomposition model of the implementation of element A3 – « Implementation
of engineering solutions»
Formed by authors
A33 - Environmental Design and Waste Management. This final stage has a vector
towards the environmental aspect of engineering in the activities of an agricultural enterprise.
Thus, agricultural enterprises form and implement specific mechanisms for greening key
elements of production and management, with the goal of reducing the level of negative
impact of polluting agents and preserving resource provision. This group includes measures
for proper waste management, recycling of intermediate production products, as well as the
replacement of traditional energy sources with renewable ones. Thus, the implementation of
green engineering ring solutions that simultaneously ensure efficiency and sustainable
development becomes the basis for the long-term competitiveness of an agricultural enterprise.
Thus, we have formed a strategy for effective management of organizational changes for
agricultural enterprises. It should be noted that this strategy includes only basic elements of
efficiency. These elements were determined by the authors based on a detailed analysis of the
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modern theory of agricultural science and systematized in accordance with the rules for
constructing the model.
4. Discussions
Thus, we have formed a strategy for effective management of organizational changes for
agricultural enterprises. In this context, it is also important to compare our research and its
results with existing research on this topic.
The issue of developing models for effective management of agricultural enterprises is
quite relevant and is the subject of research by a large number of scientists (Shepherd, Turner,
Small, Wheeler, 2020). A number of scientists have also resorted to the formation of similar
models, which include both the principles of effective operation and the principles of
sustainable development. The difference between our research and others is that it brings
understanding not so much to the paradigm of formation of management strategies for
agricultural enterprises, but to the understanding of the dynamics of adaptation of
agricultural enterprises to changing and often unstable external and internal conditions.
Other scientists (Leipold, Petit-Boix, 2018; Malorgio, Marangon, 2021) who have studied
this issue took into account in the process of constructing change management strategies for
agricultural enterprises only in the context of individual components of its activities. While
our research is comprehensive, it goes beyond traditional strategies that often focus on one-
size-fits-all solutions without taking into account specific local conditions and needs. Our
proposed strategies cover a wide range of possible scenarios and are specifically tailored to
Poland's unique socio-economic and environmental context, allowing businesses to not only
survive, but thrive in a rapidly changing environment.
Other scholars (Cheng, Stough, Jackson, 2009; Izadi, Rezaei-Moghaddam,
Asadollahpour, 2016) who have studied the formation of strategies for effective management of
organizational change for agricultural enterprises have not fully taken into account the
importance of ensuring the security aspect, in particular food security. In our opinion, food
security today is a key condition for the survival and development of the region and the entire
country, and we are talking not only about Poland, but also about the entire world society.
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It is worth noting that when comparing our study with a number of others scholars
(Rehman, Jingdong, Khatoon, Hussain, Iqbal, 2016; Schöggl, Lukas, Rupert, 2020) that also
tried to create a theoretical basis for the strategy of effective management of organizational
change for agricultural enterprises, our study differs in that in the latter process a specific
modeling method is used - the functional modeling methodology - the IDEF0 standard. This
methodology allows us to provide the most in-depth and detailed analysis of the selected
issues. In addition, the defining advantage of this model is the ability to make local changes
without destroying its basic structure. This methodology involves the use of advanced
technologies and algorithms to accurately model the complex relationships between various
factors, such as climate conditions, market fluctuations and political decisions that affect the
activities of agricultural enterprises.
Thus, our study not only expands the theoretical basis of adaptation strategies in the
agricultural sector, but also offers practical tools for decision-making based on in-depth
analytical forecasting.
Conclusions
Summarizing the results obtained, we can note that the formation and implementation
of the most effective strategies for adapting to organizational changes in the activities of an
agricultural enterprise, which today are especially relevant in the context of a fast-moving and
variable external and internal environment, as well as for long-term ensuring their
sustainability and ability to contribute significantly contribution to the sustainable
development of the region and its food security. At the same time, the very essence of change
management includes a large list of conditions that must be taken into account and to which
it is necessary to adapt. These are conditions such as weather conditions, pandemic challenges,
the level of local and state support, the specifics of agriculture, current economic difficulties
faced by an agricultural enterprise.
It must be recognized that, despite the efforts made, there are a number of unresolved
problems that require further research. Particular attention should be paid to studying the
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local characteristics of the agricultural sector of each country, including geographical, climatic,
cultural and economic factors that influence its effectiveness.
Prospects for the activities of modern agricultural enterprises in different countries
should be the formation of individual, specific or unified forecasting models that take into
account regional climatic conditions and changes, their real and potential impact on
agricultural cycles, as well as analysis of the impact of global economic trends on regional
markets of the agricultural complex.
Given the rising prices of agricultural equipment and products, it is important to
explore alternative cost reduction opportunities, including innovations in energy efficiency
and renewable energy, and the development of more efficient logistics and distribution
strategies.Considering this relevance and problematic nature of the topic under study,
according to the authors, the most preferable way to optimize the activities of a modern
agricultural enterprise would be the formation of a specific strategy for the effective
management of organizational changes for an agricultural enterprise.
The strategy we have developed has three key areas, which include: innovation in
agricultural technologies, optimization of production processes of an agricultural enterprise,
as well as human resource development and sustainable management, the implementation of
which will fully ensure the normal functioning and development of the agricultural enterprise.
The study has its limitations, since to form this model only the activities of one agricultural
enterprise in Poland were taken into account; this model may be somewhat limited in use for
other enterprises. In this regard, the prospects for subsequent research should be to expand
the boundaries of the use of this model to the specifics of the functioning of the agricultural
sectors of other countries.
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