1st ICAI 2020

International Conference on Automotive Industry 2020

Mladá Boleslav, Czech Republic

a sequential structure is such a structure of an industrial enterprise in which when the activity of any elements (segments) of the enterprise is terminated, the production process is completely violated. Accordingly, a parallel structure is such a structure of an industrial enterprise in which when the activity of any of the elements (segments) is stopped, the production process will not be disturbed (i.e. it will only be a matter of reducing the volume of production). Based on the proposed typification of production structures, the authors hypothesized that two basic types of types – sequential and parallel – replace each other in the process of growth of developing industrial enterprises. That is, the authors proceed from a dialectical approach to the development of industrial enterprises, according to which it is carried out in a spiral: by moving from sequential production structures to parallel and, then, at a new stage of development, again to sequential ones. This approach was previously tested by the authors in relation to some sectors of the economy of the Czech Republic (Bobkov et al., 2017, Bobkov et al., 2018, Bobkov et al., 2019), and the obtained results confirm the hypothesis. In the framework of this study, the authors selected enterprises for the production of electrical equipment, electronic equipment, as well as other products and equipment for motor vehicles (NACE codes 29310 and 29320) as the objects of investigations. The choice of these enterprises was determined by the following factors: The selected enterprises belong to the industrial production sector (earlier studies were conducted for organizations in the service sector, – retail and education); the selected enterprises operate within a fairly narrow production segment and, therefore, should have similar approaches to the organization of production processes and the formation of the production structure; The number of enterprises studied and a list of their indicators should ensure the correct research results in accordance with the selected methodology. 2. Problem Formulation and Methodology Studies to identify patterns of organizational development using quantitative indicators have been previously conducted by various researchers (Hanks et al. 1993, Shirokova, 2009). Those studies were carried out according to a methodology generally similar to that used in this article, and included the following steps: 1. collection of information about the studied companies; 2. the allocation of variables characterizing the structure of organization; 3. conducting cluster analysis by the Word method; 4. summary information on clusters, sorted by total assets; 5. interpretation of the results. In those studies, there was made an attempt to identify empirically the levels of the development of organizations in a particular cluster and then to propose a model of their organizational development. However, the obtained results according to the opinion of the researchers, did not allow to come to certain conclusions about the sequence of stages of development of organizations assigned to different clusters.

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