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International Journal of Advanced Research in Engineering and Technology (IJARET) Volume 11, Issue 6, June 2020, pp. 877-893, Article ID: IJARET_11_06_079

Available online athttp://www.iaeme.com/IJARET/issues.asp?JType=IJARET&VType=11&IType=6

ISSN Print: 0976-6480 and ISSN Online: 0976-6499

DOI: 10.34218/IJARET.11.6.2020.079

© IAEME Publication Scopus Indexed

MODELING OF RELATIONSHIPS WITH

STAKEHOLDERS ON THE BASIS DYNAMIC

BUSINESS ECOSYSTEM APPROACH

Oleksandr Halachenko

Department of Entrepreneurship and Management, Interregional

Academy of Personnel Management, Kyiv, Ukraine

Viktoriia Niziaieva

Department of Regulatory Policy Problems and Entrepreneurship Development,

Institute of Industrial Economics of National Academy of Sciences in Ukraine,

Kiev, Ukraine

Mykhailo Goncharenko

Sub-Department of International Relations and Tourist Activity Organisation,

Interregional Academy of Personnel Management, Kyiv, Ukraine

Olga Nazarenko

Department of Tourism and Hotel and Restaurant Business

Odessa National University of Economics, Odessa, Ukraine

Ulana Ivaniuk

Department of Management of Organizations, Lviv Institute of

Interregional Academy of Personnel Management, Lviv, Ukraine

ABSTRACT

The article considers the main aspects of modeling relationships with stakeholders

on the basis of a dynamic business ecosystem approach. It is established that the

ecosystem is a networked community, whose members combine their resources on

mutually beneficial principles for the sake of joint achievement of results. The

business ecosystem approach is used to solve specific tasks that can be implemented in

a specific area. Classification of stakeholders, their mapping, identification of

potential stakeholders of the organization is the basis for assessing the most

significant in the degree of influence of stakeholders. The process of identifying key

stakeholders is presented in the form of an algorithm. The map of the key purposes of

interaction of the enterprises with stakeholders with use of criteria of significance,

and also urgency of the decision of a question is constructed. This study proposes an

approach to the formation and development of regional business ecosystems on the

Oleksandr Halachenko, Viktoriia Niziaieva, Mykhailo Goncharenko, Olga Nazarenko and Ulana Ivaniuk


basis of intensifying the coordinated activities of stakeholders. Such tools will

contribute to the institutional modernization of the regional business ecosystem.

Key words: business ecosystem, ecosystem approach, stakeholders, dynamics,

configuration, institutional modernization.

Cite this Article: Oleksandr Halachenko, Viktoriia Niziaieva, Mykhailo

Goncharenko, Olga Nazarenko and Ulana Ivaniuk, Modeling of Relationships with

Stakeholders on the Basis Dynamic Business Ecosystem Approach, International

Journal of Advanced Research in Engineering and Technology, 11(6), 2020,

pp. 877-893.

http://www.iaeme.com/IJARET/issues.asp?JType=IJARET&VType=11&IType=6

1. INTRODUCTION

1.1. Relevance of the Topic and Problem Statement

With the digitalization of all spheres of life, deregulation, globalization and more active

stakeholder participation, the conceptual approach to value creation in business networks and

supply chains is changing. For businesses, value creation is becoming more market-oriented

and end-user, tools for interactive engagement and relationship marketing are being actively

implemented (Lu et al., 2014;Wu, 2008; Romanenko & Chaplay, 2016). Built-in elements of

the service expand the traditional view of the product, updates the unique customer

experience (Bondarenko et al., 2020; Zahra & Nambisan, 2012). Recently, more and more

value is supplied through the implementation of large-scale projects, the life cycle of which

goes beyond the traditional implementation for permanent structures (Dykha et al., 2020;

Arttoet al.,2016). There is a change in the roles of actors in business networks, interaction

becomes more dynamic due to the rapid development of technology and democratization of

information (Holovatyi, 2014). Increases transparency and access to information, which leads

to increased interaction between the subgects of the network economy (Tkachet al., 2019;

Shvets et al., 2013; Voelpel et al., 2004)

Uncertainty in the business environment creates additional problems for actors. The

increased complexity of interactions in the face of rapid change necessitates the use of a

business ecosystem approach. Business ecosystem is a concept of business cooperation based

on the transformation of the term ecosystem into a business sphere (Moore, 1993, 1998;

Danylyshyn, 2020; Sudomyret al., 2020). Within the business ecosystem, a set of values is

formed, such as organizational networks, business networks, value networks, supply chains,

the purpose of organizations, a set of adaptive systems, project networks, projects and

stakeholder networks (Powell, 1990;Ritter & Gemunden,, 2003).

The evolution of the business ecosystem is due to competition and cooperative

interactions between participants. Creating a healthy business ecosystem requires focusing on

actors and their relationships in the target operational phase. It is important to find effective

tools and methods to ensure the health and success of the business ecosystem.

The purpose of this article is to form toolsmodeling of relationships with stakeholders on

the basis ofdynamic business ecosystem approach.

It is necessary to determine the scope, actors and relationships that make up the

ecosystem, the required level of detail. The study examines the ecosystem as a structural

formation and nature of the relationship of stakeholders, types and levels of relationships,

success criteria and management tasks.

Modeling of Relationships with Stakeholders on the Basis Dynamic Business Ecosystem Approach


The tools of identification of key stakeholders, their ranking, formation of the newest

business models and maintenance of adaptive properties for business on a basis are actual

business ecosystem approach.

Thus, the stakeholder interaction model is a method for understanding and managing the

behavior of the ecosystem business as well as its evolution.

In the framework of this study, the following problematic issues are identified:

the impact of the environment on the modeling and management of the business

ecosystem;

methods for assessing the processes of relationships with stakeholders of the business

ecosystem;

specifics of business ecosystem modeling, taking into account the requirements of

various stakeholders;

decision support tools and the functions of these tools for different stakeholders in

carrying out tasks related to the business ecosystem;

means and tools to influence the formation of the business ecosystem, opportunities

for success and indicators of ecosystem efficiency.

2. THEORETICAL SECTION

2.1. The Essence of a Dynamic Business Ecosystem Approach

The concept of "ecosystem" is borrowed by biology economists, used in the ecosystem

approach, and is seen as a concept that characterizes the evolution of the interaction of

economic agents, models of their innovation and their relationship with the environment

(Mercan & Goktas, 2011).

The concept of collaboration is an expression of a higher, interactive form of cooperation.

Collaboration is the process of formal and informal agreements between autonomous players,

during which they create common rules and organizations to regulate their interactions and

activities or address issues related to the integration of their tasks (Thomson & Perry, 2006).

Such rules are agreed by all participants, bringing them mutual benefits.

Network ecosystems based on the principles of collaboration are called innovation

ecosystems. Innovations are collectively created within the ecosystem. Here, an appropriate

network environment is formed, which operates on the basis of horizontal (non-hierarchical)

connections of legally independent participants.

Ecosystems can be formed on different unifying principles (geographical, political,

industrial, ecological, etc.), as well as at different levels - from local (within organizations,

companies, clusters, science parks) to global, when there are stable relationships and common

vision of the participants. There are different models and channels of intra-industry and inter-

industry collaboration, collaboration within ecosystems (including macro-regional), and

between network ecosystems on a global scale. An ecosystem is considered to be a networked

community whose members combine their resources on mutually beneficial principles for the

common achievement of results (Chessell, 2008). It is a dynamic and adaptive organism that

creates, consumes and transforms knowledge into innovative products (Munro, 2012). Thus,

the ecosystem approach considers systems of interaction at all levels (national, regional,

cluster) - to achieve a specific goal and get results. An ecosystem is not only a dynamic set of

organizations and institutions, but also a mobile set of their multidimensional internal

connections (Bramwell et al., 2012).

The ecosystem approach puts forward the following principles for the formation and

functioning of the system of relationships between participants:



market mechanisms of self-development, ie management by the bottom method,

which creates the preconditions for the continuity of innovation processes, eliminating

excessive government intervention;

the nature and dynamics of the interaction of participants, believing that it is

collaboration that ensures the creation and diffusion of knowledge flows, the

transformation of these flows into innovation and the further dissemination of

innovations;

collaboration of network participants takes place in specific areas and is associated

with the factor of localization of innovation processes.

Thus, the ecosystem approach is used to solve specific tasks that can be implemented in a

specific area (for example, regional innovation systems based on network interactions).

There are the following internal components of socio-economic ecosystems:

organizational (structural), infrastructure, business process, innovation; as well as two

external attributes: the spatial component - the range and the temporal component - the life

cycle (Bramwell et al., 2012; Mercan & Goktas, 2011). Table 1 presents the characteristics of

the ecosystem from the standpoint of configuration and dynamics.

Table 1 Characteristics of the ecosystem from the standpoint of configuration and dynamics

Parameters Configuration Dynamics

Definition the set of characteristics of the

ecosystem at a certain point in time

change in the characteristics of the ecosystem

over time, compared with its basic characteristics

Kinds branch, spatial (territorial), platform formation, development, recovery

Internal

elements activities, participants, leadership,

rules, positions, connections stages of the life cycle

External

elements goal, inputs, outputs

changing the environment at the input and

output, changing the purpose of the system

Based on the analysis of the most representative ecosystems in the modern economy, it is

possible to determine the typical composition of the ecosystem:

internal components: organizational (structural); infrastructural; business process;

innovative.

external attributes: area (spatial component); life cycle (temporary component).

The following parts of the ecosystem are most often used in scientific discourse:

organizational (structural) component - cluster system (organizational and production

cluster);

infrastructure component - platform, environment (infrastructure-cognitive platform);

business-process component - network (process-educational network);

innovation component - projects (innovation-project business incubator).

Technological and communication-cognitive platforms are characterized by uncertainty of

territorial boundaries and boundaries of life cycles. According to systems theory, the network

is a process system focused on the distribution of inventory and information values in space.

That is, networks are structures with unlimited spatial localization and a limited life cycle.

The operation of business incubators is carried out in the form of development and

implementation of individual innovative projects. Each project has a clear localization in the

space and length of the life cycle. This allows you to place these forms of organization of

economic activity in the quadrants of the coordinate system, which characterizes the presence

(or absence) of the subjects of these forms of certain spatial and / or temporal boundaries.



Figure 1 The ratio of network structures in continuously discrete zones of space - time

The basis of the latest paradigm (communities) is laidthe concept of ecosystem, which is

defined as an approach according to which all activities are formed in the process of

continuous interaction on the principles of interaction marketing, which is embodied in the

paradigm of relations of all stakeholders - stakeholders. The basic principles of the paradigm

of relations coincide with the characteristics of a holistic approach. At the heart of the

community paradigm is the idea of the impact of information and communication

technologies on relationship management strategies. The paradigm of relationships serves to

create the meaning and values of such interaction. The use of new information and

communication technologies within the community paradigm acts as a tactical component of

the ecosystem approach.

It is important to distinguish between the terminology of clusters and real models of

ecosystems that arise during their implementation. There are three typical models of network

structures related to clusters (Figure 2).

Figure 2 Models of network cluster structures

Only one of these models (c), which is built on the principles of a spiral and has dense

horizontal cross-links, is designed for interactive innovation and dynamic self-development

(clusters of Scandinavia, Switzerland, Silicon Valley). Model a - formed as a polycentric

center of many autonomous small firms (Italian "industrial districts" Marshall-Becattini), is

only a protocluster: it lacks an organizing project base, poorly structured and capable only of

Clusters Platforms

Incubators Networks

Continuity of time

Discreteness of time

Dis

cret

enes

s o

f sp

ace

Co

ntin

uity

of sp

ace

The paradigm of

communities



improving the innovations of the industrial age. In model b, each network member is rigidly

tied to an "anchor center" (a large corporation or university). Such a model is not able to

develop a critical mass of horizontal connections and go beyond the creation of linear

innovations (Japanese Sapporo Valley, clusters of South Korea, Germany, France).

The triple helix is considered a universal model of collaboration (MacGregor et al., 2012),

because it forms a mechanism of self-development of complex nonlinear systems of any level,

which is based on the interaction of three key subsystems (state, science, business). As a

result of the interaction of the state, science and business in the system, mutual information

(new knowledge) is formed and circulated, which is disseminated between all economic

agents, which gives the system integrity and dynamic stability (Leydesdorff, 2012). The

quality of the network partner environment ensures the formation of local triple helices, which

expands its opportunities for sustainable self-development. For example, the Scandinavian

economies have the most advanced growth model in its organization, based on the cultivation

of a networked partner environment - institutional growth stimulants.

The ecosystem approach is widely used in all OECD countries, many other economies

(USA, Canada, UK, South Korea, China, Australia) - for emerging regional innovation

ecosystems aimed at achieving innovative effects of global importance (Bramwell et al.,

2012). Such ecosystems are innovation hubs, or networks of the innovation community,

which contributes to the continuous renewal of territories, the production of goods - through

the ability to respond flexibly to technological and market changes.

Thus, to launch an innovative model of economic growth requires not only modern

infrastructure (research centers, technology parks, development institutes, etc.), but also the

creation of a horizontal network environment of communication between all sectors and

organizations. Such an environment promotes the self-development of various innovation

ecosystems, the totality of which forms the innovative landscape of the territory where the

flows of new knowledge are formed and circulated.

The concept of the business ecosystem approach concerns the modeling of networks of

organizations, power relations of actors and the dynamics associated with the creation of

common value. That is, the business ecosystem is a network interaction of actors who have a

common goal in their activities and are interested in obtaining a common end result. Each of

the participants has its own goals, but there is an interdependence of network interaction as a

single ecosystem, where participants together create greater value for the end user, ie

synergistic effects are formed (Lappiet al., 2015;Peltoniemi, 2006). Typically, business

ecosystems are formed around a core (technology, goods, or services) run by a focus company

or a central ecosystem actor company (Gobble, 2014; Kinnunenet al.,2013). For example,

Apple in the iOS mobile ecosystem or Google in the Android ecosystem.

Moreover, the subjects of the business ecosystem are both internal and external

stakeholders. Based on their role, there are interactions between the participants in the

interaction and the ecosystem. The diversity of roles is recognized by the state of the

ecosystem. This determines the categorization of actors, their ranking and the degree of

possible influence on the main processes in the business system (Thomas & Autio, 2014).

Business ecosystem participants are focused on creating collective value. Value creation is a

complex dynamic process of interaction between a system of actors who jointly create value

and at the same time ensure the commercialization of such value, which acquires the qualities

of an asset, with its value characteristics (Pinho & Fisk, 2014).

Thus, the main resource for increasing the efficiency of the economy as a whole, entire

industries and individual companies are not new physical processes, but organizational

processes and information flows.



3. METHODOLOGY

The methodological basis of this article are general and special research methods, concepts,

approaches, methods of management disciplines: management theory, business economics,

economic theory, corporate governance theory, strategic management, corporate social

responsibility, stakeholder theory. The research was conducted according to the general

scientific principles of the system approach; methods of analysis - logical, factorial,

comparative, strategic, managerial; methods of classifications of causal relationships, ranking,

expert assessments and analysis of consistency of opinion. Scientific research was based on

the principles of logical and qualimetric modeling, systematization of factors. Proof of

working hypotheses was performed on the basis of calculations of data, methods of economic-

mathematical and organizational-structural modeling, quantitative and qualitative study of

major trends and directions of formation and development of network and digital

infrastructures, method of expert evaluation, analysis and synthesis, comparison, survey

method.

4. ANALYSIS OF RESULTS

4.1. Fundamentals of Forming Relationships with Stakeholders

The formation of interactions with stakeholders is based on standards, using improved actions

that achieve sustainable development. There are the following main documents in the field of

relations with stakeholders:

GRI Sustainability Reporting Guide (for compilation rules and reporting indicators);

SA8000 (concerning the certification of enterprises in the field of labor relations);

AA1000 series of documents (concerning the systematic preparation of social reports

based on dialogue with stakeholders);

EFQM quality management model.

At the national level, different countries have established their own guidelines and

standards for corporate social responsibility. For example, in France it is the SD21000

standard; in the UK - SIGMA; in Australia - AS8003; in Israel, the SI 10000 Standard. At the

international level, these documents are complemented by the development of an international

guide to social responsibility (International Organization for Standardization) (ISO), in which

interaction with stakeholders plays an important role.

Significant attention is paid to ensuring the quality of procedures for the organization's

interaction with its stakeholders in the modern management system. Such processes enable

the involvement of stakeholders in the generation of strategies, policies and programs, as well

as socially related indicators, goals and communication systems.

This allows you to effectively manage decision-making, performance indicators of the

organization.

The basis for the classification of stakeholders, as a rule, is their interests. Differentiation

of stakeholders' interests in certain areas allows us to understand the holistic picture of the

corporation's relationship with stakeholders and identify, if possible, conflicts of interest.

For the purposes of systematization of stakeholders, the Mitchell-Agle-Wood model is

used, and the Influence-Significance matrix is constructed. The Mitchell-Agle-Wood model

reflects the classification and evaluation of stakeholders. According to this model,

stakeholders can have different degrees of the following attributes: power, legitimacy,

urgency (Figure 3).



Figure 3 ModelMitchel - Agle - Wood: determining the significance of stakeholders (Mitchel, Agle &

Wood, 1997)

Classification of stakeholders, their mapping, identification of potential stakeholders of

the organization is the basis for assessing the most significant in the degree of influence of

stakeholders. The management task for the organization is to identify which stakeholder

groups surround it, to identify key stakeholders. The key stakeholders for each company are

certain groups of stakeholders, on which the development of the company and the success of

its activities depend. The classification of stakeholders for large companies can be presented

in Figure 4.

The stakeholder map includes two groups: direct impact stakeholders and indirect

(indirect) impact. Such a card is a tool for large enterprises, as it provides for the allocation to

the group of direct influence of subsidiaries and affiliates.

The key stakeholders are the stakeholders who have the greatest degree of influence and

importance. Support or counteraction of such stakeholders affects the efficiency and

sustainable development of the company. The process of identifying key stakeholders is not

regulated by law, so companies choose the methods of analysis and interaction with

stakeholders. Management of the company's relationship with stakeholders includes the

following areas:

shareholder relations management (corporate governance);

customer relationship management - CRM-system (Customer Relationship

Management);

supply chain management (supplier relationship) - SCM-system (Supply Chain

Management);

demand chain management - DCM-system (Demand Chain Management);

personnel management - HR (Human Resource);

public relations management;

management of relations with government bodies, etc.



Figure 4 Stakeholder groups of an industrial enterprise

Managing the company's key stakeholders means that the main focus of management is on

building relationships with key stakeholders. Such activities include event planning,

interaction based on the principles of partnership, transparency and openness, assessment of

stakeholder satisfaction in order to reduce the negative impact on the company and achieve its

sustainable development. Sustainable development of the enterprise means the process of

constant changes in the economic, social and environmental spheres, coordinated with each

other in order to increase the efficiency of current activities and achieve strategic goals of the

organization.

Stakeholder groups The composition of groups of stakeholders

Employees Board of Directors and Top Management; management;

employees; trade unions; novice employees; potential

employees; employees who left the company

Investors institutional investors; pension funds; banks; fund managers

and analysts; rating agencies; international donor organizations

Customers end consumers; intermediaries; persons who influence

the choice of goods

Suppliers suppliers of materials and raw materials; subcontractors;

R&D consultants; outsourcing; providers of services and

products related to infrastructure

Competitors

Government and

regulators line ministries, departments, committees

Business

partners licensees; R&D partners; universities.

Local

communities neighbors; local government; charitable and

volunteer organizations

Universities and

the scientific

community

Media radio; TV; printed publications; Internet resources

Non -

governmental

organizations and

pressure groups

human rights organizations;

animal protection organizations; environmental

protection organizations.

Shareholders owners of shares in the share capital corporations

Dir

ect

imp

act

sta

keh

old

ers

direct competitors; manufacturers of substitute goods

research centers; scientific and pedagogical

workers; students

Ind

irec

t st

ak

eho

lder

s



4.2. Identification and Ranking of Stakeholders by Criteria of Significance and

Impact

Stakeholder management, in terms of the concept of creating shared values, is management

from the standpoint of finding and implementing new opportunities for all groups of

stakeholders involved in the process of creating value / value. According to this concept,

companies generate economic value by creating social value in three ways:

1) rethinking the concepts of products and markets. For example, in the food industry, the

emphasis is on meeting the needs of a healthy diet. That is, the business becomes customer-

oriented and solves the social needs of society, while ensuring the economic efficiency of

activities;

2) a new definition of productivity in the value chain. Benefits are provided by increase of

productivity. At the same time, social problems are considered from the standpoint of

common values, such as health, energy efficiency, ecology, occupational safety, staff

qualifications, logistics, etc.;

3) promoting the development of local clusters - the concentration of companies in a

particular region, which have interrelated areas of activity, are suppliers, educational

organizations, service companies, etc. The common values of such clusters are the formation

of open and transparent markets. That is, the development of clusters provides a relationship

between business success and the welfare of society.

The main principles of interaction with stakeholders are:

constant monitoring and recognition of all stakeholders, the need to take into account

their interests in decision-making and activities;

open communication about the interests, participation and risks of stakeholders;

introduction of processes and behaviors that take into account the interests,

requirements and capabilities of stakeholder groups;

awareness of the dependence of rewards on the efforts of stakeholders, achieving

justice in the distribution of corporate activities and privileges between them, taking

into account weaknesses and risks;

interaction and coordination between managers when working with all stakeholders;

refusal of activities that carry the risk of restricting human rights or creating dangerous

situations that are unacceptable to stakeholders;

settlement of conflicts between managers and their responsibilities to stakeholders.

The company's key stakeholders are determined by identification and ranking. The

process of identifying key stakeholders is presented in the form of an algorithm in Figure 5.

A stakeholder is considered key if his interests and expectations are paramount for the

company in a given period of time.

The result of the first stage is an information base that includes a list of stakeholders with

feedback. In this case, the existing communication channels are considered as an information

platform for interaction with stakeholders.



Figure 5. Stages of implementation of the method of identification of key stakeholders

Figure 5

In the second stage, a survey of stakeholders is conducted, the questionnaire contains

questions for ranking stakeholders according to the criteria of "degree of influence" and

"support / counteraction". The final score of the stakeholder is determined by the formula:

∑

(1)

where - stakeholder, assessed by the method;

- the average score on the indicator "support / counteraction", which has a numerical value

of -5 <x <5, obtained as the arithmetic mean of the scores among the i-th surveyed experts /

managers of the company;

- the average score on the indicator "strength of influence", which has a numerical value of

0 <y <5, obtained as the arithmetic mean of the scores among the i-th surveyed experts /

managers of the company;

i = 1, 2, ..., n - the number of experts / managers, rated by the –th stakeholders on the

indicators.

In the third stage, key stakeholders from the general environment of the company are

identified. This stage summarizes the main results of the first and second stages, stakeholders

are expertly ranked according to the criteria of significance for the company, impact on the

company, support or counteract the sustainable development of the company. Based on the

results of the stage implementation, a list of key stakeholders is formed for their further

questionnaire.

The fourth stage is related to the identification of interests, key expectations and

requirements of stakeholders through their questionnaires. A key questionnaire is sent to key

stakeholders. The result of this stage: an information table that contains the main interests and

expectations of stakeholders about the company.

Stage 1.Analysis of external and internal environment. Formation of the stakeholder base

according to the classification

Stage 2. Assessment of the degree of influence of stakeholders, on the indicator "support /

counteraction", "force of influence", assessment on the model Mitchel - Agle - Wood

(company management questionnaire)

Stage 3. Identification of key stakeholder groups (criteria of significance, impact, support

/ counteraction)

Stage 4. Analysis of interests and key expectations of stakeholders (survey of key

stakeholders)

Stage 5. Experts' selection of expectations and requirements of key stakeholders that the company

will meet (mapping important issues). Prioritization of stakeholders



The fifth stage involves the selection by experts of the expectations or requirements of

stakeholders that the company will meet in the current period: a map of significant issues or

expectations of stakeholders.

This technique was tested on the example of Ukrainian enterprises: PJSC "Bolgrad

Winery", PJSC "Kharchovyk", PJSC "Koblevo", LLC "PTK Shabo", LLC "Vinconcern",

LLC JV "Aqua-Vintex", LLC "Vinogradna dolina" . The survey was attended by managers

and specialists who perform controlling functions, in the amount of 58 people.The results of

the evaluation on the indicators of "support / response" and "degree of influence" in the

studied companies are presented in table 2.

Table 2 Evaluation of stakeholders on the indicators "Degree of support / counteraction" and

"Strength of influence"

A group of stakeholders

Average score on the

indicator "support /

counteraction »

Average score on the

indicator "strength of

influence"

Direct impact stakeholders

Employees 4.2 4.8

Business partners 4.4 4.2

Customers 3.9 5.0

Shareholders 5.0 5.0

Suppliers 2.5 4.9

Indirect stakeholders

Competitors 1.4 4.6

Government and regulators 4.6 5.0

Investors 5.0 5.0

Local communities 3.1 2.4

Universities and the scientific

community 2.1 2.3

Media 1.2 4.3

Non - governmental organizations

and pressure groups 3.6 2.1

As can be seen from the table, high support and influence are provided by shareholders

and investors, company management and public authorities. In particular, among domestic

stakeholders, in addition to shareholders and management, subsidiaries and affiliates have a

high degree of influence. The company is strongly influenced by the media, which present

information about the product and the company as a whole to the general public, but they

have the lowest rate of "support / opposition" of the company.

The key stakeholders of the surveyed enterprises have been identified: shareholders,

investors, business partners, customers / clients, employees, public authorities, regional and

municipal administrations. Based on the survey of enterprise management, internal

stakeholders and reporting analysis, the main interests of internal or intragroup stakeholders,

external strategic and operational stakeholders, external regulatory and controlling

stakeholders, and other external stakeholders were identified.On the basis of the surveyed

enterprises, the survey provided an opportunity to identify the most significant business goals

in the framework of corporate social responsibility.

A map of the key objectives of the interaction of enterprises with stakeholders using the

criteria of significance, as well as the urgency of the issue, is presented in Figure 6.



Figure 6 Map of key goals of stakeholders using criteria of significance in the framework of corporate

social responsibility of business,%

As you can see, the greatest importance is attached to increasing the competitiveness of

the enterprise (94%). Obviously, this goal can be achieved only by innovation. It is clear that

the company will become competitive based on the preferences and choices of consumers.

Therefore, it is logical that the goal of sales growth is in second place (91%), and consumer

satisfaction, respectively, the third position (86%). Next, reducing business costs (83%),

employee satisfaction (68%) and improving technological processes (45%). The least

important goals of stakeholders are environmental protection (38%), maintaining a decent

wage (33%) and the well-being of society (19%). These results are important to consider

when choosing a methodological approach to modeling relationships with stakeholders.

4.3. Ecosystem Model Based on Relationships with Stakeholders

The condition for creating a regional business ecosystem is to provide an environment for the

coherence of the interests of key stakeholders. The ecosystem becomes the basis for

increasing the productivity of all participants and entrepreneurship in the region, ie the

increase in the number of active business structures in the region per unit time. Maximizing

the productivity of the region's business ecosystem can be ensured by a quality state policy. A

limiting factor in the productivity of the business ecosystem is the resource security of

business processes.

To create a model of the business ecosystem of the region, two variables are used, for

business entities and for regional authorities:

- the number of business entities in the time period ;

- resources of regional authorities, which are directed to the formation and maintenance

of a favorable institutional configuration of the created business ecosystem.

If the number of business entities in a certain region increases, competition will increase

and resource constraints will increase. The value of real income per business entity is a

decreasing function of the number of economic entities:

(

) (2)

where λ - is the real rate of income of the business entity;



- the dynamics of change in the average rate of return in the presence of resource

constraints;

- number of business structures (units);

- the number of business structures at which λ = 0 (units).

For > l additional profitability of business structures is negative (the level of

profitability of the set of business structures in the territory is lower than necessary for

profitable business activities).

In a favorable institutional environment and existing resource constraints, the increase in

the number of business structures exceeds the resource capacity of the region. The specific

growth rate of the number of business structures is a linear function of the average real

business income ( ). The model of increasing the number of business structures

when creating an ecosystem is as follows:

(

) (3)

where, , аnd - an indicator of the dynamics of change in the number of

business structures depending on the state of the business ecosystem (relative value).

The parameter reflects the business capacity of the business ecosystem.

The business capacity of the business ecosystem is an indicator of the maximum possible

saturation of the business structures of the business ecosystem of the region, in which all

business entities are provided with a regime of sufficient profitability of economic activity.

When < l business operates in a profitable mode (resources required for profitable

activities of economic entities, enough to organize and operate profitably new business

entities).

If > l, resources for profitable activities of all business structures are not enough, there

is a reduction in the number of business entities.

When compiling the differential equation for resources sent by the authorities to form and

maintain a favorable business environment of the ecosystem ( ), it should be noted that part

of the total business income is withdrawn by the state in the form of tax payments ( ), which

is calculated by the formula:

(4)

where - the share of real income of business structures, which goes to the budget in the

form of tax deductions (relative value).

The costs of the authorities directed to the formation of a favorable business environment

of the ecosystem are considered to be directly proportional to the number of business

structures in the region.

For ( ) the equation will look like this:

(

) (5)

where - the rate of taxation of income of business structures, taking into account tax

benefits (relative value);

- average unit costs for maintaining a favorable business environment of the ecosystem

per business structure (cost units).



For each specific region there is a threshold value , which is determined by the

resource potential of the territory. Accordingly, it can be concluded that the return on

investment in the formation and maintenance of a favorable business environment of the

ecosystem complies with the law of gradual reduction of returns.

Accordingly, the function can be represented as follows:

(

) (6)

where - the business capacity of the business ecosystem, in the absence of unjustified

non-market intervention by public authorities (units);

- the maximum possible increase in the number of business structures, with positive

profitability with unlimited resources (relative value);

- an indicator that indicates how it depends on (relative increase with increasing

from zero to is / 2).

The parametric model of development of the business ecosystem, based on the formation

of a favorable business environment in the region, will look like this:

{

(

)

(

)

(7)

The proposed tools can be useful for regional authorities. The model will make it possible

to calculate the parameters of a favorable business environment for the ecosystem. This will

facilitate the adoption of rational management decisions for the most effective and efficient

maintenance of comfortable conditions for the development of the business ecosystem in the

region.

5. CONCLUSION

In this study the main aspects of modeling relationships with stakeholders on the basis of a

dynamic business ecosystem approach are considered. It is established that the ecosystem is a

networked community, whose members combine their resources on mutually beneficial

principles for the sake of joint achievement of results. The ecosystem approach considers

systems of interaction at all levels (national, regional, cluster) - to achieve a specific goal and

get results. That is, the ecosystem approach is used to solve specific problems that can be

implemented in a specific area. The analysis shows that to launch an innovative model of

economic growth it is necessary to create a horizontally networked environment of

communication between all sectors and organizations. For the purposes of systematization of

stakeholders, the Mitchell-Agle-Wood model is proposed, use of the matrix "Impact-

Significance". Classification of stakeholders, their mapping, identification of potential

stakeholders of the organization is the basis for assessing the most significant in the degree of

influence of stakeholders. The company's key stakeholders are determined by identification

and ranking. The process of identifying key stakeholders is presented in the form of an

algorithm. This technique was tested on the example of Ukrainian wineries. The map of the

key purposes of interaction of the enterprises with stakeholders with use of criteria of

significance, and also urgency of the decision of a question is constructed. This study

proposes an approach to the formation and development of regional business ecosystems on



the basis of regulating the interests of key stakeholders. The developed tools will serve to

ensure the integration of the interests of stakeholders of the regional business ecosystem in

terms of business environment development. Such tools will contribute to the institutional

modernization of the regional business ecosystem. This approach will help to intensify the

coordinated activities of stakeholders.

The direction of further research is to develop a methodology for designing a favorable

business environment of the regional business ecosystem.

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