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This is an Open Access article, distributed under the terms 
of the Creative Commons Attribution CC BY 4.0

1 International Technological University "Mykolayiv Polytechnics", Ukraine (corresponding author)
E-mail: riske2074@gmail.com
ORCID: https://orcid.org/0000-0002-7932-9422
2 State Biotechnological University, Ukraine
E-mail: dv_lypovyi@ukr.net
ORCID: https://orcid.org/0009-0008-5560-9864
3 North-Eastern Office of the State Audit Service of Ukraine, Ukraine
E-mail: yehiozarian.art@gmail.com
ORCID: https://orcid.org/0009-0006-2245-8858

DOI: https://doi.org/10.30525/2256-0742/2023-9-5-223-229

MANAGEMENT SOLUTIONS FOR THE INNOVATIVE 
DEVELOPMENT OF ENTERPRISES USING A CONTROLLING 
SYSTEM WITH INFORMATION AND ANALYTICAL SUPPORT

Yevheniya Polyakova1, Dmytro Lypovyi2, Artur Yehiozarian3

Abstract. The subject of the study is the controlling system in an organisation, which is necessary for information 
support of the management decision-making process. Methodology. The research applied the methods of  
economic research: monographic method (when processing scientific sources and reviewing thematic literature); 
scientific abstraction and generalisation (when studying various methodological approaches to support  
processes of management decision-making); abstract-logical method (when substantiating key factors that have 
an impact on processes of management decision-making in the organisation, formulating conclusions of the 
research conducted); methods of analysis and synthesis (when justifying the phasing of the process of making 
and implementing management decisions based on innovative development). The purpose of the publication 
is to substantiate directions for improving the process of making managerial decisions by improving the  
controlling support. Conclusion. The controlling process is an important function and stage of the management 
process in general and of the organisation's management decision-making in particular. The information support 
of the controlling system is of great importance for the formation of analytical support for the decision-making 
process. The strategic vector of the organisation's development in the current and future conditions is the  
innovation component, which must be taken into account when making, implementing and monitoring the 
implementation of management decisions. In addition to the innovative component, the management decision-
making process must take into account external and internal factors of the company's activity, which must be  
subject to constant monitoring and control. In order to increase the validity of management decisions, it is necessary 
to have a controlling system in the management of innovative processes based on an innovative anticipatory 
element. The paper offers a model of managerial decision-making with the use of controlling support, which  
is aimed at increasing the competitiveness of an organisation on the basis of innovative development.

Key words: management, control, information support, innovation, competitiveness, organisation.

JEL Classification: М10

1. Introduction
Modern management is a complex mix of planning, 

organising, motivating and controlling processes 
necessary to formulate and achieve the objectives  
of an industrial enterprise. The previous sections of 
the study confirmed that the controlling system is 
designed to facilitate this process. The substantiation 
of the feasibility of applying the concept of 
controlling the management of innovation processes 
in an industrial enterprise indicates that the current 
stage of development of the domestic industry is  

characterised by low efficiency in the  
implementation of innovative activities. This has 
a negative impact on the competitiveness of the 
companies themselves. One of the reasons for this is 
the use of outdated management methods. In such 
a situation, controlling is fully justified, since its 
main purpose is to obtain and analyse information 
characterising the innovative development of the 
company and, on this basis, to coordinate the activities 
of the management system in order to achieve the  
set goals.



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The existing trends of complication of the  

management process are due, first of all, to the 
growing dynamics and aggressiveness of the external 
environment of industrial enterprises, which leads to 
an increase in the density of the flow of management 
information and the speed of its updating. In such 
conditions, the discreteness of the management cycle, 
the limited resources of the manager's time and the 
impossibility of simultaneous performance of various 
functions by the subject of management become 
factors of instability of the results of the enterprises.  
On the other hand, the growing demand for  
flexibility and adaptability of management requires 
constant control, analysis and diagnosis of the  
internal and external environment, which leads to 
extensive development of management systems. 
As a result, there is an increase in the number of  
management personnel, which is associated with 
the complication of coordination processes, mutual 
agreements and information exchange between 
management units. In such conditions, there is a need 
to move from extensive to intensive development 
of management systems, which involves revising 
management functions and mechanisms for 
coordinating activities.

The research is focused on substantiating the 
directions of improving the process of making 
managerial decisions of an organisation on the basis of 
improving its controlling support.

2. Theoretical Approaches to Management 
Decisions on Innovative Development  
of Enterprises Using the Controlling System 
with Information and Analytical Support

As a tool to support management decisions, 
controlling becomes an essential management  
function in all types of management systems.  
Controlling is one of the functions of the management 
process, which is implemented at its final stage.  
Along with this, the effectiveness of the controlling 
system determines the effectiveness of the 
management process as a whole (Negulescu & Doval, 
2014). According to Lueg et al. (2016), corporate  
performance management controls management 
decisions. The most widespread form of controlling 
management decisions is administrative control –  
about 70% of all cases.

Avino Z. B. (2013) proves that quality management 
decisions, supported by an effective control system, 
have a significant impact on the efficiency of business 
processes and improve the company's performance 
indicators.

In order to achieve the maximum efficiency and 
effectiveness, the controlling system in management  
must take into account several factors: personal 
characteristics of controllers, information 

provision of conditions for the development of 
management decisions, several organisational factors, 
a system of control methods, technical and time  
factors (Murotjonova, 2023).

Samad T. et al. (2022) associate the effectiveness 
of controlling in the management decision-making  
system primarily with the human factor and with 
common business practices and management principles.

Parshukov A. et al. (2021) suggest building 
a controlling system based on a matrix model to  
support business management decisions. Matrix  
zonal segments of controlling are organised  
according to functional and linear relations of the 
organisation and provide opportunities for decision 
control in the development of new projects. The 
proposed matrix model of controlling also takes  
into account several internal and external influencing 
factors, which are analysed on the basis of  
PESTEL analysis.

The information environment and technologies  
of the organisation, the level of corporate management 
culture and the level of development of the country's 
economy are of exceptional importance for the 
effectiveness of the organisation's control system. 
Based on the research results of Bieńkowska A.  
et al. (2020), it was proved that in organisations  
and companies operating in the conditions of  
developed mature economies, the reliability and 
completeness of information have a more significant 
impact on the effectiveness of the controlling  
system and the validity of management decisions  
of managers.

Papamichail K., Robertson І. (2005) proposed 
a model of controlling an organisation based on an 
integrated approach, the main principle of which  
is to minimise disagreements and views on the  
results of management decisions by their executors 
and managers. This approach makes it possible to  
fully involve direct executors in the achievement  
of the company's goals and to increase their motivation  
and awareness of how to perform the assigned tasks.

The role of controlling in achieving the goals of 
sustainable development is exceptional in modern 
conditions. Scientists have systematised data 
on the impact of controlling on the state of the 
company's performance of tasks related to sustainable  
development. The obtained results showed that 
companies most often prefer to control management 
decisions related to the environmental component 
of management. The highest level of complexity 
characterises management decisions related to the  
social component of sustainable development. 
Accordingly, the system of control over their 
implementation becomes the most problematic  
(Lueg et al., 2016).

The complexity and dynamism of the modern 
development stage determine the need to improve the 



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existing support systems for management decisions 
and management. As Ball А. & Milne М. (2005) note, 
many types of control in organisations could ensure  
full achievement of set goals and compliance with 
existing regulations. Control measures should be 
complementary and aimed at achieving a single 
objective. At the same time, the forms and methods 
of control, which are based only on accounting and 
management accounting data, can no longer cover all 
aspects of the company's sustainable development  
and need improvement and additions. Other  
researchers follow the same point of view (Pylypenko  
et al., 2023; Poltinina, 2011).

Birch С. et al. (2015) complement this approach, 
noting that it is inappropriate for the control system 
to seek compromises between social, environmental 
and economic objectives. The organisation needs to 
make management decisions that ensure their synergy. 
Research along these lines is continued by Guarini 
et al. (2022), who point out that the weak link of 
administrative control in supporting management 
decisions is their strategic orientation. Therefore,  
it is necessary to restructure the existing control  
systems in order to increase their orientation towards 
the achievement of long-term goals and objectives  
of the organisation's development.

To solve this problem, Mykytenko V., Sheludko  N. 
(2021) proposed homeostatic mechanisms for  
control of stability of organisations. The basis of 
such mechanisms should be regulators of adaptation 
of management systems to external and internal 
factors, stable forms and methods of management, 
organisational resources and mutually complementary 
complexes of the management system.

General and specific economic research methods  
were used to write the article. The literature review  
and the clarification of the nature and specifics 
of the problem were carried out on the basis of a  
monographic method, which included familiarity 
with the data presented in scientometric databases,  
in particular Scopus and Web of Science. The  
methods of scientific abstraction and generalisation 
are used in the study of different methodological 
approaches and scientific schools involved in the 
study of management decision-making processes.  
The methods of induction and deduction were  
used to justify the choice of the research topic and to 
formulate its purpose. The abstract-logical method  
was used in the process of substantiating the key  
factors that have an impact on the processes of 
management decision-making in the organisation. 
The methods of analysis and synthesis were used to 
substantiate the stages of making and implementing 
managerial decisions on the basis of innovative 
development. The conclusions of the study are 
substantiated on the basis of the abstract and logical 
method.

3. Management Decision-Making System  
for Innovative Development  
of Enterprises Using a Controlling System  
with Information and Analytical Support

The increase in the workload of staff complicates  
not only the problem of delegation and specialisation 
of management activities, but also their reorganisation 
up to the complete separation of the control function 
with its transfer to headquarters staff. In this sense, 
the organisational aspect of controlling consists  
in the creation of a central unit that performs the  
control and analysis function, separated from 
the general scope of management functions. In 
the functional aspect, in the context of the study,  
controlling is a process of constant monitoring of 
innovative development, the internal and external 
environment of the company, and analysis of the  
results in order to increase manageability and  
efficiency. If the ultimate goal is to increase the 
efficiency of innovative activity in conditions of 
increasing instability, then the demand for continuity 
in the management process is raised, which implies  
the need for its reorganisation, which, however,  
implies significant changes in the distributed  
decision-making system. The problem of optimising 
the amount of managerial workload automatically 
comes to the fore, since the effectiveness of any  
system of information and analytical support for 
management decision-making depends on the 
management entity, which has a significantly limited 
individual time resource. Workload management  
means regulating the activities of managers, which is 
still a particular problem.

In the context of the above implementation,  
controlling requires the reorganisation of  
management processes in an industrial enterprise,  
and the controlling unit itself is a "compensating" 
analytical subsystem of the innovative process 
management system (Kniazevych et al., 2021). This 
reduces the burden on managers, on the one hand, 
and ensures the continuity of the control function,  
on the other. Its particular importance lies in the  
fact that control is a "routine" management function  
that requires significant time. The separation of this 
function ensures the intensification of management 
processes without a significant expansion of the 
distributed decision-making and implementation 
system. At the same time, the intensification of 
management systems means more efficient use of 
managers' limited time resources by improving the 
system of delegation of authority.

Scientists (Barabash, 2008, p. 121) refer to the dele-
gation of authority as a factor that directly affects the 
effectiveness of management decision-making, namely:
– Hierarchy in decision-making – delegation of 
authority to make decisions closer to the level that 



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has more information and is directly involved in the 
implementation of the decision;
– use of targeted cross-functional groups with  
members drawn from different departments and  
levels of the organisation;
– application of direct (immediate) horizontal links in 
decision-making. In this case, especially at the initial 
stage of the decision-making process, information is 
collected and processed without recourse to senior 
management. This approach helps to make decisions 
in a shorter timeframe, increasing responsibility for  
the implementation of decisions.

Centralised decision-making means that the  
decision-making process should be in the hands of  
one manager. In this case, there is a hierarchy in  
decision-making, when each lower manager resolves 
his/her issues (makes decisions) with his/her  
immediate superiors, rather than with a higher  
manager, bypassing the immediate superior.

Another factor that ensures the effectiveness of 
management decision-making is compliance with the 
following principles (Matviychuk, 2010, p. 42):
– Systematicity (focuses on the comprehensive 
consideration of relevant factors);
– standardisation;
– optimal awareness;
– consideration of possible consequences;
– freedom of choice;
– responsibilities;
– creativity;
– timeliness;
– collegiality, etc.

At this stage in the development of market  
relations, the process of making managerial decisions 
is becoming increasingly complicated. Today,  
scientific opinion has already formed a sufficient 
number of methods to support managerial decision-
making, the choice of which, as a rule, depends on 
a specific situation. Researchers distinguish four  
groups of methods (Barabash, 2008, pp. 121–122): 
traditional, economic, mathematical, systematic and 
systemic.

Traditional methods are used when decisions 
are made on the basis of the manager's experience 
and intuition or certain calculations, including 
economic ones. It is advisable to use these methods 
for solving tasks under conditions of certainty, i.e., in 
typical standard situations. Their advantages include 
simplicity and reliability, but they also have 
disadvantages: the scope of their application becomes 
more and more limited as production and economic 
relations become more complex.

Economic and mathematical methods are based on 
the simultaneous use of mathematical and economic 
methods in solving practical problems. These 
include economic and statistical methods, economic 
cybernetics, optimisation and econometrics methods.

Systematised methods include heuristic approaches 
based on experience and logic that allow a manager to 
make the right decisions, as well as expert evaluation 
methods and others. Systematic methods are effective 
in solving problems under conditions of risk and 
uncertainty. In this case, human intelligence is the  
main modelling tool, and statistical methods are  
used to process expert assessments.

System-targeted methods are necessary for 
solving relevant strategic tasks. These include system 
analysis methods and programme-targeted methods.  
The main methods of system analysis are decom-
position, which involves dividing the system into  
parts, elements and subsystems to identify 
interconnections and their impact on achieving the  
goal, and diagnostics, which examines each of the 
elements and the system as a whole to identify the  
most sensitive points or bottlenecks.

Programme-targeted methods are based on 
the dominant role of the goal and offer means to  
achieve it. For example, after defining a global goal, 
a programme for achieving it is developed in the  
form of a "goal tree", and measures are identified to 
achieve lower-order goals.

Making management decisions with the support 
of controlling can be assigned to different groups of 
methods depending on the specific situation, since 
almost all of the specified methods can be used  
within the limits of controlling. In this case,  
however, it is precisely this that gives flexibility and 
efficiency to the process of managing the innovative 
development of an industrial company.

The process of managerial decision-making is 
characterised by a precise sequence of steps and 
procedures. In business literature, there are several 
schools of management, each with its own decision-
making techniques. The peculiarity of the American 
school of management, for example, is that, when  
making a decision, the head of the company is  
concerned not only with the decision itself, but  
also with everything that is connected with it and  
arises from it. Solving the problem does not require 
a single decision, but a series of decisions. Thus, 
although representatives of the American School 
of Management, such as M. Mescon, M. Albert and 
F. Hedouri, describe the decision-making process 
as having five stages, including implementation and 
feedback, they believe that the actual number of  
stages depends on the problem.

The German school of management sees the  
decision-making process as an integral part of the 
planning and control processes. It includes stages 
such as problem formulation, information search, 
evaluation and decision-making. The Japanese school  
of management believes that the most critical stage 
is the correct formulation of the task, after which 
the decision comes quickly. They also emphasise the 



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stages of presenting different options for solutions  
and selecting the best one.

Representatives of Russian and Ukrainian schools 
of management have different approaches to the  
decision-making process. Depending on which  
aspects of the decision-making process are  
emphasised, this process can be structured into  
separate stages guided by different principles. The 
mechanism of management decision-making using 
controlling support can be reduced to an algorithm  
that takes into account the number of stages,  
sequence and interrelationships determined by the 
specific conditions of the tasks.

The authors of the publications note that in 
modern economic conditions management decision-
making systems should be built on the basis of 
digital technologies, which will increase the speed of 
implementation and ensure the competitiveness of 
enterprises (Kramarenko, et al., 2022; Irtyshcheva,  
et al., 2022; Pryshchepa, Kardash, Yakymchuk,  
et al., 2020).

In this case, from an organisational point of view, 
the process of making and implementing management 
decisions for the innovative development of an 
industrial enterprise, based on controlling, is a  
sequence of stages, operations and procedures, 
between which there are direct and feedback links.  
This implementation is carried out in order to  
ensure the efficiency of the innovative activity of the 
industrial enterprise.

Once the task has been defined, the first stage  
involves collecting, processing and analysing 
information. The main goal of this stage is timely 
detection of signals of complications in the innovative 
activity of the enterprise, preliminary determination 
of the causes and notification of decision-makers. 
In this case, the system of controlling the innovative 
development of the industrial enterprise is the  
primary source of information, which accumulates in 
the bank of controlling information.

At the second stage, the identified problem is 
diagnosed, its problematic nature is determined,  
which appeared as a result of the influence of a  
certain set of factors not previously taken into  
account, and its causes are eliminated.

At this stage, all information comes from the 
previous bank of controlling information formed 
by the controlling system using the appropriate  
theoretical and methodological tools. The purpose 
of this stage is to provide the necessary information  
and analytical support for making management 
decisions at an industrial enterprise.

At the third stage, the management receives a  
detailed description of the identified problem  
situation for timely management decision-making. 
One of the main tasks of the innovation development 
management system is to be proactive.

The fourth stage involves searching for existing 
alternatives to solve the problem. There is always 
a danger that some of the best alternatives will be  
missed. Therefore, efforts are usually directed at 
thoroughly identifying and justifying all existing  
options using the controlling information and  
analytical base.

The fifth stage is the selection of the best  
alternative. After a detailed analysis of the  
alternatives, taking into account the achievement of 
the set goals, resource expenditures, and the forecast  
of possible consequences and risks, a conclusion is  
made about the superiority of one alternative over 
another.

At the sixth stage, decision makers take a final  
decision based on the information provided and  
taking into account the defined criteria or principles  
of optimal choice, which is then explained to the 
executors (usually at the operational level).

At the last, seventh stage, the decision is  
implemented. That is, measures are developed to  
specify the decision and pass it on to the executors; 
control over its implementation is exercised;  
necessary adjustments are made; and the result  
obtained as a result of the decision is evaluated.

As a result of the study, controlling information has 
been formed, which should become an information  
and analytical basis for making managerial decisions  
on the innovative development of industrial  
enterprises. At the same time, the controlling 
system combines the first and second stages of the  
mentioned mechanism (Figure 1).

At the same time, the strategic goal of using the 
concept of controlling is to increase the efficiency 
of implementing innovative processes in companies 
by improving the management system in order to 
ensure their competitiveness. The implementation 
of an anticipatory element in the management of 
innovative development and the increase in the 
validity of management decisions are the results of 
the implementation of the controlling system in the 
management of innovative processes. It should be  
noted that the use of advanced management  
methods in the management process, to which 
controlling in particular belongs, allows not only 
the use of standard methods of diagnosis and  
information gathering, which ignore essential 
indicators of threats and opportunities, but also 
the development of practical approaches, thanks to  
which it is possible to assess the situation properly, 
make effective management decisions and be several 
steps ahead of competitors.

The analysis of the state of innovative development  
of the leading industrial enterprises of the Kharkiv 
region confirmed the importance of innovative  
activity for ensuring the competitiveness of  
economic entities in modern conditions.



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4. Conclusions
The conducted research has shown the exceptional 

importance of controlling systems for making 
and implementing management decisions of an 
organisation. The modern management decision-
making process is a complex and dynamic process 
that should take into account a wide range of  
external and internal management factors and be 
focused on achieving sustainable development goals. 
Building an effective control process should be 
based on a system of principles: consistency, full and 
timely information support, responsibility, creativity, 
timeliness and collegiality. The specific nature of 
the organisation's management dictates the choice 

of methods for supporting management decision- 
making, among which the most promising are 
economic and mathematical, system-targeted and 
software-targeted. Controlling information, which 
should become the information and analytical basis 
for making management decisions, should take 
into account innovative principles of management 
and business development. To create such 
a basis for the organisation, it is advisable to propose an  
organisational component of management decision-
making with controlling support. The main goal 
of improving the organisation and its controlling  
support should be to ensure its competitiveness on  
the basis of innovative development.

Business management based on controlling

1. Collection, analysis, processing 
of information

Stages

Operational level

5. Justification for the choice

3. Problem statement

2. Diagnostics

Strategic level

Task

Controlling information 

7. Monitoring the implementation 
of the decision

6. Decision-making and 
implementation

Controlling as a system

4. Alternative decision tree

Theoretical 
management tools

Information and analytical support 
for management decision-making

The goal is to increase the adoption of innovative technologies 
in the context of competitiveness

Figure 1. Improvement of management decision-making 
of the organisational component using controlling support

Source: authors' development



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Received on: 05th of October, 2023
Accepted on: 24th of November, 2023
Published on: 28th of December, 2023