Organizational development of agro-industrial complex on basis of cooperation and integration

Expediency of organizational development of the agro-industrial complex of the economy on the principles of cooperation and integration has been proved. This allows to improve organizational and economic relations between enterprises of the agriculture and food industry. Two approaches have been gro...

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Datum:	2016
Hauptverfasser:	Ivanov, S., Perebyynis, V., Oleksenko, L., Svitlychna, A.
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Sprache:	English
Veröffentlicht:	Інститут економіки промисловості НАН України 2016
Schriftenreihe:	Економічний вісник Донбасу
Schlagworte:	International and Regional Economics
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spelling	nasplib_isofts_kiev_ua-123456789-1148982025-02-23T20:01:03Z Organizational development of agro-industrial complex on basis of cooperation and integration Організаційний розвиток агропродовольчого комплексу на засадах кооперації та інтеграції Организационное развитие агропродовольственного комплекса на основе кооперации и интеграции Ivanov, S. Perebyynis, V. Oleksenko, L. Svitlychna, A. International and Regional Economics Expediency of organizational development of the agro-industrial complex of the economy on the principles of cooperation and integration has been proved. This allows to improve organizational and economic relations between enterprises of the agriculture and food industry. Two approaches have been grounded: the first is based on the developed raw material basis; the second is limited with a lack of agricultural raw materials. The model of cooperation of agricultural enterprises and enterprises of the food industry has been formed. Доведено доцільність організаційного розвитку агропродовольчого комплексу економіки на засадах кооперації та інтеграції. Це дозволяє удосконалити організаційно-економічні зв’язки між підприємствами сільського господарства та харчової промисловості. Обґрунтовано два підходи: перший, що ґрунтується на розвиненій сировинній базі; другий, що обмежений недостатньою кількістю сільськогосподарської сировини. Сформована модель кооперації сільськогосподарських підприємств і підприємств харчової промисловості. Доказана целесообразность организационного развития агропродовольственного комплекса экономики на основе кооперации и интеграции. Это позволяет усовершенствовать организационно-экономические связи между предприятиями сельского хозяйства и пищевой промышленности. Обосновано два подхода: первый, основанный на развитой сырьевой базе; второй, ограниченный нехваткой сельскохозяйственного сырья. Сформирована модель кооперации сельскохозяйственных предприятий и предприятий пищевой промышленности. 2016 Article Organizational development of agro-industrial complex on basis of cooperation and integration / S. Ivanov, V. Perebyynis, L. Oleksenko, A. Svitlychna // Економічний вісник Донбасу. — 2016. — № 4 (46). — С. 41–46. — Бібліогр.: 8 назв. — англ. 1817-3772 https://nasplib.isofts.kiev.ua/handle/123456789/114898 338.43:334+664 en Економічний вісник Донбасу application/pdf Інститут економіки промисловості НАН України
institution	Digital Library of Periodicals of National Academy of Sciences of Ukraine
collection	DSpace DC
language	English
topic	International and Regional Economics International and Regional Economics
spellingShingle	International and Regional Economics International and Regional Economics Ivanov, S. Perebyynis, V. Oleksenko, L. Svitlychna, A. Organizational development of agro-industrial complex on basis of cooperation and integration Економічний вісник Донбасу
description	Expediency of organizational development of the agro-industrial complex of the economy on the principles of cooperation and integration has been proved. This allows to improve organizational and economic relations between enterprises of the agriculture and food industry. Two approaches have been grounded: the first is based on the developed raw material basis; the second is limited with a lack of agricultural raw materials. The model of cooperation of agricultural enterprises and enterprises of the food industry has been formed.
format	Article
author	Ivanov, S. Perebyynis, V. Oleksenko, L. Svitlychna, A.
author_facet	Ivanov, S. Perebyynis, V. Oleksenko, L. Svitlychna, A.
author_sort	Ivanov, S.
title	Organizational development of agro-industrial complex on basis of cooperation and integration
title_short	Organizational development of agro-industrial complex on basis of cooperation and integration
title_full	Organizational development of agro-industrial complex on basis of cooperation and integration
title_fullStr	Organizational development of agro-industrial complex on basis of cooperation and integration
title_full_unstemmed	Organizational development of agro-industrial complex on basis of cooperation and integration
title_sort	organizational development of agro-industrial complex on basis of cooperation and integration
publisher	Інститут економіки промисловості НАН України
publishDate	2016
topic_facet	International and Regional Economics
url	https://nasplib.isofts.kiev.ua/handle/123456789/114898
citation_txt	Organizational development of agro-industrial complex on basis of cooperation and integration / S. Ivanov, V. Perebyynis, L. Oleksenko, A. Svitlychna // Економічний вісник Донбасу. — 2016. — № 4 (46). — С. 41–46. — Бібліогр.: 8 назв. — англ.
series	Економічний вісник Донбасу
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fulltext	S. Ivanov, V. Perebyynis, L. Oleksenko, А. Svitlychna 41 Економічний вісник Донбасу № 4(46), 2016 UDC 338.43:334+664 S. Ivanov, DrHab (Economics), Academician of the Academy of Economic Sciences of Ukraine, “International Centre of Research of Social and Economic Problems of Cooperation Modernization and Development“, V. Perebyynis, DrHab (Economics), Academician of the Academy of Economic Sciences of Ukraine, L. Oleksenko, PhD (Economics), Poltava University of Economics and Trade, А. Svitlychna, PhD (Economics), Polatva State Agrarian Academy ORGANIZATIONAL DEVELOPMENT OF AGRO-INDUSTRIAL COMPLEX ON BASIS OF COOPERATION AND INTEGRATION Problem statement. When development is dis- cussed, what is meant is progressive development under which qualitative changes in the system, including or- ganizational ones, are positive. Objectively, according to the criterion of novelty, this condition can be more perfect or seem so. Development is associated with pro- gress because it is a universal trend of the nature and society evolution. It is in this sense that we can speak about development as transition from the simple to com- plex, from lower to higher. However, everything is not so good when what we discuss is not evolution in the biological sense but individual development, ontogeny of an organization as a system, particularly, the agro-in- dustrial complex as a social and economic organization. Development of the agro-industrial complex can be not only progressive but regressive as well, when degra- dation, transition from the highest to the lowest, less per- fect, occurs. The life cycle of an organization includes both progressive (creation, growth, maturity) and re- gressive (recession, liquidation) development. Both progress and regression have their opposites: under the condition of rapid progress, it is possible to lose sustainablity and caution; while under the condition of regression, it is possible to prevent decline of certain parts of the agro-industrial sector as an organization. In this case, development appears to be the most vivid manifestation of the dialectical law of unity and struggle of opposites. Any organization is between the desire for progress and regressive standstills and retreats (caused by inter- nal and external destructive barriers), between ongoing work to organize itself and disorganizing circumstances and routine. Development of the agro-industrial sector is due to instability, volatility, bifurcation. Instability contributes to selection of the better. Progress and regress are closely interrelated and constitute a dialectical unity. There is no progress without regress and vice versa. Due to this, organizational development of the agro-indus- trial sector is unstable to some extent. Unresolved conflicts between economic agents of the agriculture and industry constitute one of the reasons for an insufficient pace of their economic growth. Co- operation and integration is an important mechanism for eliminating these contradictions. A special position is occupied by enterprises of the food industry, which, in our opinion, constitute an inte- grational foundation for effective development of food production. They perform basic functions of coordinat- ing to establish sustainable and mutually beneficial eco- nomic, industrial and technological relations, to ensure rational use of their capacity. They act as organizers and integrators of complex productional and technological processes of food production and satisfying require- ments of the public in them. It allows to create a strong export potential of the country and ensure an access to the world food markets. Analysis of the latest studies and publications. To develop a full readiness of an organization to accept changes, its management has to provide capacity for such a perception in the very structure of an organization and its administrative actions. This realization led to cre- ation of the concept of organizational development in the 1960s [1, p. 538]. As a result of its rapid evolution, managements were able to achieve methods and proce- dures for system diagnosis, planning, implementation and support of changes to improve efficiency of an or- ganization. According to O. Winnie [2, p. 367], subpurposes of the organizational development include changes in treatment of work, changing behaviour and stimulating changes in the structure and policy. As R. L. Daft [3, p. 390] notes, organizational development is carried out at the expense of adapting to changes in the external envi- ronment, skills to resolve emerging problems, improve internal relations. According to M. Biro’s [4] views, S. Ivanov, V. Perebyynis, L. Oleksenko, А. Svitlychna 42 Економічний вісник Донбасу № 4(46), 2016 basic objectives of the organizational development in- clude: achieving the consistency between an organiza- tional structure, processes, strategy, personnel and cul- ture; developing and creating new organizational solu- tions; developing an ability of self- renovation and self- regeneration. In particular, the monograph [5] is devoted to or- ganizational development of agricultural enterprises. Since enterprises of the agro-industrial complex are lo- cated mainly in rural areas, organizational development of the economic subjects in this sphere of the economy is inextricably linked to functioning of rural settlements [6]. The aim of this article is to highlight the results of the research of organizational development problems of the agro-industrial complex of Ukraine on the coopera- tion and integration principles, which allows to improve organizational and economic relations between enter- prises of the agriculture and food industry. Presentation of the baseline of the study. The made analyses allow us to state that organizational de- velopment is: - a planned long-term process aimed at setting goals, organizing activities, motivation and control (and adjustments if any are necessary); - a process based on the system approach and con- necting a potential of an enterprise with its technology, structure and management; - a process focused on solving problems of an or- ganization by using various theories and scientific re- searches (including behaviorism); - a process in which an organizational design is ex- ercised, consultants are involved where it is appropriate; - a training process that involves staff retraining and is a means of formulating organizational culture. In our opinion, development of an organization is due to the following factors: 1) changes in the external environment; 2) transformation of an organization derived from operation of market forces, change of characteristics of the "input" of an organization, transition to a new organ- izational structure, new technology, changes in motiva- tion of employees and others. It has been established that development of an or- ganization is based on the laws of ontogeny, composi- tion and proportionality, self-preservation, competition, economy of scale and transition to new scientific ap- proaches and management principles (table 1). Organizational development of the agro-industrial complex of the economy is closely related with consid- ering operation of the above examined laws, and knowledge of them allows to select the most effective ways to achieve the stated objectives. Implementing organizational and integrational fuctions by enterprises of the food industry is primarily due to a higher level of industrialization of production processes. Integration of processing enterprises and ag- ricultural enterprises promotes to shaping parity of eco- nomic relations between them, increasing production of competitive food commodities. As a result, it allows to obtain high economic performance by eliminating con- tradictions between economic entities. Table 1 Fundamental laws on which organizational development is based Law Essence of law Law of on- togeny (law develop- ment) Each material system tries to achieve the greatest total capacity while un- dergoing all or a part of stages of their life cycle Law of com- position and proportion- ality Each material system tries to save all the necessary elements (a composi- tion) which are in a prescribed ratio and prescribed subordination (a pro- portionality) in its structure Law of self- preservation Each material system tries to save it- self (to survive) and mobilizes its full potential for this (source) Law of com- petition The objective process of washing-out of organizations being unable to maintain a competitive position in the markets of goods and services Sources: designed on the data [7, p. 36-37; 8, p. 27-35]. This is due to the following factors: 1) reduction of logistics costs for storage and trans- portation of agricultural commodities by reducing a dis- tance of their transportation and a number of shipments; 2) a part of secondary raw materials (waste) ob- tained in the result of processing agricultural commodi- ties may be used for feed purposes; 3) selection and implementation of advanced tech- nologies is achieved (from the beginning of cultivation of agricultural raw materials to the sale of products of their processing); 4) there emerge conditions and opportunities for creation and development of an economic mechanism of managing inter-sectoral processes in the sphere of food commodities production based on considering and bal- ancing economic interests of all the participants of the agro-industrial complex. Domestic agricultural raw materials precessing in- dustry mainly supplies the public with food. However, outdated technological equipment of many processing enterprises hinders development of deep product pro- cessing, expanding a range of commodities, their pre- packing, packaging and others. There is a need for mod- ernization and reconstruction of the existing material and technical basis, transition to new food manufactur- ing technologies, use of marketing tools while studying market needs, etc. The problems of economic relations between agri- cultural producers and processors have not been solved S. Ivanov, V. Perebyynis, L. Oleksenko, А. Svitlychna 43 Економічний вісник Донбасу № 4(46), 2016 completely. This hinders an increase of high-quality, safe food production. There is an urgent need to adjust economic relations between agricultural and industrial enterprises by addressing disparity in prices. It is diffi- cult to ensure an increase of product competitiveness without creating economic conditions for mutually ben- eficial cooperation of the agro-industrial complex trans- actors. Due to better financial opportunities, processing enterprices usually become integrators of the regional agro-industrial complex. Each such company and pro- ducers of agricultural commodities constitute a primary agro-industrial area of the regional agro-industrial com- plex. A quantitative composition of agro-industrial areas depends on their territorial location, production capac- ity, actual transport connection and other factors. Given a location and size of primary areas, selection and breed- ing centers, breeding farms, enterprises manufacturing animal feed may be formed. These and other units are determined by a rational size and concentration of pro- duction of the respective kinds of commodities. A few primary agricultural areas together with a se- lection and breeding center, breeding farms and enter- prises manufacturing animal feed can form a secondary agro-industrial area of the regional agro-industrial com- plex of a cluster type. They can include industrial enter- prises manufacturing engineering tools. Their number is predetermined with an available location, production ca- pacity and consumer demand. Regional agro-industrial complexes form the na- tional agro-industrial complex. The national agro-indus- trial policy is implemented within its bounds that pro- vides for development of agricultural production, its in- dustrial processing, domestic and foreign food markets and rural areas. Organizational development of the agro-industrial sector should include improvement of production rela- tions based on cooperation and vertical integration of agricultural and processing enterprises. In our opinion, one of the options for integration is a union of agricultural producers and processors on the joint-stock basis. The following principles and ap- proaches should be conditions for activities of such agro-industrial units: - a voluntary accession; - preserving legal and economic independence of enterprises and organizations that are part of an inte- grated formation and their ownership of the means of production; - common distribution of work caused by operation of the law of work time economy; - economic separation and appropriation of labour division products by primary producers, processors and trade; - economic interest in development of integrated production of a certain type of food; - economic responsibility for the outcomes of joint activities; - a contract system of organizational and economic relations between primary producers, processors and trade; - interconsistency and mutually beneficial eco- nomic relations between individual producers. According to international and domestic experi- ence, benefits of close-ended production associations, including primary producers, processors and commer- cial enterprises, are obvious. Importantly, a joint stock company forms its own stable raw material base. Enter- prises-shareholders gain opportunities for ensuring pro- duction development and reducing production costs. An income from activities of integrated companies will al- low to increase a share of state revenues. The economic interest of structural units making up an association is primarily based on profits, which they can obtain by improving a range and quality of the final products, better use of resources. In an integrated formation, profits consist of obligations to the state and profits distributed throughout a chain of integrated pro- duction, taking into account contribution of each partic- ipant in the process to the final result. Each subject of an integration should receive funds immediately after end- ing of a production cycle. Total profits incorporated in all the kinds of prices should be calculated on a uniform methodological basis for all the participants of an inte- grated unit. At the same time, the following approaches to dis- tribution of profits can be used: a) in proportion to all costs incurred (costs of pro- duction and services); b) in proportion to the value of main production as- sets and working capital, taking into account a speed of rotation of each component of capital. In our view, a regulatory cost value should be de- termined at an average of a group of enterprises belong- ing to an integrated unit. At the same time, it is neces- sary to avoid an undue overstating of production costs related to organizational and technical shortcomings of activities of integrated companies. Economic organizations whose production costs are lower than the standard value will have higher prof- its derived from the sale of the final result and its distri- bution among subjects of an integrated system. Con- versely, agricultural enterprises having higher produc- tion costs will get less profit per unit of produced raw materials and, therefore, per unit of production costs. At processing enterprises, production costs should also be determined on the standard basis taking into ac- count a technology level, opportunities for mechaniza- tion and automation of production, loss prevention and so on. Under the conditions of integration, it is possible to organize a processing industry on the give and take basis when a manufacturer as an owner of the final output can S. Ivanov, V. Perebyynis, L. Oleksenko, А. Svitlychna 44 Економічний вісник Донбасу № 4(46), 2016 use it voluntarily. In this case, an agricultural producer pays to an processing enterprise with raw materials or money to compensate processing costs, refrigeration processing services, production storage and other ser- vices at negotiated rates. They are set on the basis of ac- tual costs for a prior month and standardized earnings. In the agro-industrial sector, the following direc- tions for improving industrial relations are appropriate (fig. 1). If there are sufficient quantities of raw materials, it is expected to attract enterprises to participate in the management of economic activities. Economically, it is achieved by mutual penetration of capitals of enterprises through an assignment of shares or joint establishment. A balance of strategic interests is created in this way. Shares of the authorized capital of enterprises of the food industry and agriculture have to be equivalent or have a certain imbalance depending on a regulation pur- pose. This option is implemented if a processing plant does not lack raw materials. Provided breakeven, such a scheme allows to use advantages of specialization and concentration of production. Even so, an enterprise loses a certain part of profits due to selling raw materials but not a finished product. However, practical implementa- tion of this option of improvement of economic relations in the food sector is problematic because shares belong not to the company as a whole but to concrete sharehold- ers and a mutual assignment of shares may be imple- mented only on a voluntary basis. Fig. 1. The main directions of improving industrial relations in the regional agro-industrial complex One of the main problems for many enterprises of the food industry is a lack of raw resources. In such cir- cumstances, cooperation of processing and agricultural enterprises, establishment of vertically integrated struc- tures, enterprises of a single technological cycle provid- ing direct investment in the agriculture are appropriate. Based on this, cooperation is an effective way to improve economic relations in the agriculture. On the basis of cooperation, tasks to provide enterprises of the food industry with raw materials and agricultural enter- prises – with material resources and investments can be accomplished (fig. 2). In this case, the main problem may be a division of payment for products (raw materials) into money and material (barter) components by agricultural enterprises. If there is a lack of funds, the purpose of such balance of payment is obvious - the money part has to be di- rected to remunerate for labour, given its significant im- pact on labour productivity. The second part can also be paid in a money form. But on this occasion, an enterprise has to purchase material resources on its own that con- tributes to transaction costs. If there is such a scheme, providing material re- sources of agricultural enterprises is done in a larger amount compared to cases when resources are pur- chased by enterprises for the same cost. Thus, a pro- cessing plant can supply resources to agricultural enter- prises for a profit or with guaranteed covering turnover costs and transaction costs. Based on cooperation, enterprises of the food in- dustry can attract credit resources from commercial banks which are not available for individual agricultural enterprises because of great production risks and ab- sence of adequate liquidity as well as a small amount of attracted loanable funds. A processing enterprise has better conditions to at- tract a loan due to the following factors: - more likely repayment because profitability of processing enterprises exceeds a nominal interest on loan. Given a real rate (a nominal rate minus inflation), repayment can be guaranteed with high probability; Directions of improving industrial relations in the regional agro-industrial complex If there are sufficient quantities of raw materials If there are insufficient quantities of raw materials Antitrust regulation is balancing strategic in- terests of agricultural enterprises and regional proces- sors- monopolists Cooperation of agricultural and processing enter- prises Creating agricul- tural associations ultimately linked to sources of eco- nomic resources Creating integrated enterprises with a full cycle of production of raw materials and finished products S. Ivanov, V. Perebyynis, L. Oleksenko, А. Svitlychna 45 Економічний вісник Донбасу № 4(46), 2016 Fig. 2. A model of cooperation of agricultural enterprises and enterprises of the food industry - availability of liquid assets that can be used as se- curity; - possibility of attracting large amounts of credit resources. In this case, a processing plant can be a manager of loans for agricultural enterprises, monitoring effective- ness of their use and ensuring their repayment. Due to cooperation, it is possible to supply second- ary products, such as skim whole milk, to agricultural enterprises in terms of an offset and using other forms of mutually beneficial cooperation. The introduced scheme of cooperation does not limit a number of par- ticipants and provides independence of a processing en- terprise and agricultural enterprises. In our opinion, an effective economic lever is not raising prices but investing in specific projects to in- crease agricultural production. Investment projects in the agro-industrial sector require effective management of resources, for which vertically integrated organiza- tions can be created. Depending on the scale of specific projects and conditions, in particular, it is possible to es- tablish two-stage integrated organizations (fig. 3). In the presence of such an integration, enterprises of the food industry and agricultural enterprises are on an equal footing concerning subordination. It can be cre- ated on the basis of direct submission (if these are gov- ernment enterprises), on the basis of a holding or other forms of joint establishment (in the case of private en- terprises). Such associations facilitate an access to credit resources (as banks can also be their shareholders), as well as to material resources (if an organization includes enterprises of other sectors). Fig. 3. A scheme of a two-stage integrated organization To avoid excessive taxation, it is promising to cre- ate non-profit organizations where a partner association is carried out on the technological, organizational and economic basis. This scheme has the following features: - using benefits of specialization and concentration of production; Managing company An enterprise of the food industry Agricultural enterprises Payment to agricultural enterprises for raw materials A material component: supplies in larger quantities compared to capabilities of agricultural enterprises for the same charge due to discounts when purchasing A monetary component - not less than costs of a relevant consignment of raw materials Distribu- tion of loan parts Supplies of secon-dary produc- tion in terms of an offset Loans at a commercial bank Large wholesale supplies with payment of money at cut rates Material resources Providing a processing enterprise as a manager and guarantee of repayment Supplies of raw materials Agricultural enterprises A processing enterprise S. Ivanov, V. Perebyynis, L. Oleksenko, А. Svitlychna 46 Економічний вісник Донбасу № 4(46), 2016 - development of a common price policy in the in- terest of all participants; - a possibility to get financial resources on favour- able terms and attracting investments for agricultural en- terprises; - risk insurance (insurance companies will work with such associations with greater pleasure due to re- ducing a probability of risk); - solving social problems at lower cost. However, in this version of integration, there is an appropriate market gap between agricultural enterprises and processing enterprises which leads to loss of income in the agriculture. Agricultural and processing enter- prises remain independent to a certain measure but at the same time purchase and sale of agricultural raw materi- als for processing is not excluded. Conclusions. Thus, the important areas of organi- zational development of the agro-industrial complex are: firstly, antitrust regulation, cooperation and integra- tion of agricultural production and its processing; sec- ondly, creating a competitive environment that requires attracting investments. References 1. Mescon M. H. Management / M. H. Mescon, M. Albert, F. Khedouri. – New York: Harper & Row, 1988. – 777 p. 2. Golembiewski R. T. Organization Development in Public Agencies. Htrspectives in Theory and Practice / R. T. Golembiewski. – Public Administration Rewiew, July-August, 1969. – 478 p. 3. Понятия и отличительные особенности орга- низационного развития [Электронный ресурс]. – Режим доступа: http://psmanager.km.ru/vien. 4. Daft R. L. Management / R. L. Daft. – Nashville: South- Western, 2011. – 681 p. 5. Перебийніс В. І. Організаційний розвиток підприємств: теоретичні та практичні аспекти: монографія [Електронний ресурс] / В. І. Перебийніс, А. В. Світлична. – Полтава: РВВ ПУСКУ, 2008. – 216 с. – Режим доступу: http://dspace.uccu.org.ua/handle/123456789/ 1547. 6. Іванов С. В. Концепція соціальної держави як теоретична база розвитку сільських територій / С. В. Іванов, М. Є. Рогоза, В. І. Перебийніс // Економічний вісник Донбасу. – 2016. – №1 (43). – С. 51-55. 7. Бакай С. С. Словник з теорії організації: Навч. посіб. / С. С. Бакай, С. О. Білун, А. В. Світлична. – Полтава: ПДАА, 2002. – 146 с. 8. Фатхутдинов Р. А. Управление конкурентоспо- собностью организации / Р. А. Фатхутдинов. – М.: ЭКСМО, 2004. – 544 с. Іванов С. В., Перебийніс В. І., Олексенко Л. В., Світлична А. В. Організаційний розвиток агропродовольчого комплексу на засадах коопе- рації та інтеграції Доведено доцільність організаційного розвитку агропродовольчого комплексу економіки на засадах кооперації та інтеграції. Це дозволяє удосконалити організаційно-економічні зв’язки між підприєм- ствами сільського господарства та харчової промис- ловості. Обґрунтовано два підходи: перший, що ґрунтується на розвиненій сировинній базі; другий, що обмежений недостатньою кількістю сільського- сподарської сировини. Сформована модель коопе- рації сільськогосподарських підприємств і підпри- ємств харчової промисловості. Ключові слова: організаційний розвиток, агроп- родовольчий комплекс, сільське господарство, хар- чова промисловість, кооперація, інтеграція. Иванов С. В., Перебийнос В. И., Олексенко Л. В., Светличная А. В. Организационное разви- тие агропродовольственного комплекса на ос- нове кооперации и интеграции Доказана целесообразность организационного развития агропродовольственного комплекса эконо- мики на основе кооперации и интеграции. Это поз- воляет усовершенствовать организационно-эконо- мические связи между предприятиями сельского хо- зяйства и пищевой промышленности. Обосновано два подхода: первый, основанный на развитой сырь- евой базе; второй, ограниченный нехваткой сельско- хозяйственного сырья. Сформирована модель ко- операции сельскохозяйственных предприятий и предприятий пищевой промышленности. Ключевые слова: организационное развитие, аг- ропродовольственный комплекс, сельское хозяй- ство, пищевая промышленность, кооперация, инте- грация. Ivanov S., Perebyynis V., Oleksenko L., Svit- lychna A. Organizational development of agro-in- dustrial complex on basis of cooperation and integra- tion Expediency of organizational development of the agro-industrial complex of the economy on the princi- ples of cooperation and integration has been proved. This allows to improve organizational and economic re- lations between enterprises of the agriculture and food industry. Two approaches have been grounded: the first is based on the developed raw material basis; the second is limited with a lack of agricultural raw materials. The model of cooperation of agricultural enterprises and en- terprises of the food industry has been formed. Keywords: organizational development, agro-in- dustrial complex, agriculture, food industry, coopera- tion, integration. Received by the editors: 30.10.2016 and final form 28.12.2016

Organizational development of agro-industrial complex on basis of cooperation and integration

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