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KV #19905-9705 PR dated 02.04.2013.

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RESEARCH CENTRE FOR INDUSTRIAL DEVELOPMENT PROBLEMS of NAS of Ukraine (KHARKIV, UKRAINE)

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ID R30-03156

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Liburkina L. M.

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The Organizational and Methodological Support for Strategic Cost Management Controlling in the Enterprise Balanced Scorecard System in the Knowledge Economy
Kuznetsova S. O., Lemeshev O. O.

Kuznetsova, Svitlana O., and Lemeshev, Oleh O. (2026) “The Organizational and Methodological Support for Strategic Cost Management Controlling in the Enterprise Balanced Scorecard System in the Knowledge Economy.” Business Inform 5:757–757.

Section: Management and Marketing

Article is written in Ukrainian
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UDC 658.15:005.52:005.336.1:005.94

Abstract:
The article substantiates the organizational and methodological support for strategic cost management controlling in the enterprise balanced scorecard system in the knowledge economy. It is argued that traditional financial control, which mainly focuses on retrospectively identifying budget deviations, is not sufficient to support the long-term competitiveness of the enterprise, as it does not take into account the strategic role of knowledge-related costs, digitalization, innovation, skills development, customer interaction, and organizational learning. Based on a summary of approaches from the balanced scorecard, strategic management accounting, performance management systems, and intellectual capital research, an original take on strategic cost controlling has been developed as an integrated system of strategic navigation. This system translates the company’s strategic goals into a set of indicators, analytical procedures, information flows, and managerial decisions. A framework model for the organizational and methodological support of strategic cost control has been proposed, covering institutional, methodological, information-analytical, process-regulatory, and behavioral-communication elements. A map of strategic cost control indicators has been developed according to the perspectives of the balanced scorecard, enabling the integration of financial, customer, process, and knowledge factors in creating company value. It is substantiated that including indicators of human, structural, and process capital into a balanced scorecard system enhances the forward-looking nature of controlling and allows costs to be interpreted not only as items to be cut but as resources for building future strategic capabilities. The practical value of the results lies in the ability of business managers, CFOs, controlling departments, and analytical units to use the proposed model to build a cost management system focused on long-term performance and competitiveness.

Keywords: cost management; enterprise balanced scorecard system; strategically oriented management; controlling; key performance indicators (KPI); value creation chain; resource efficiency; performance management system.

Tabl.: 2. Bibl.: 15.

Kuznetsova Svitlana O. – Candidate of Sciences (Economics), Associate Professor, Associate Professor, Department of Accounting and Finance, National Technical University «Kharkiv Polytechnic Institute» (2 Kyrpychova Str., Kharkіv, 61002, Ukraine)
Email: [email protected]
Lemeshev Oleh O. – Postgraduate Student, Department of Accounting and Finance, National Technical University «Kharkiv Polytechnic Institute» (2 Kyrpychova Str., Kharkіv, 61002, Ukraine)
Email: [email protected]

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