Framework of Strategic Management Model for Strategy Europe 2020: Diachronic Analysis and Proposed Guidelines

Alvydas Balezentis, Tomas Balezentis


Since the beginnings of 1957, the European Union hasalways been aimed at promoting the development andcohesion of the Member States. Competitiveness as well assustainable development have therefore long been focalpoints among strategic goals of the European Union. Thesegoals were therefore documented in some strategies, namelyEuropean Single Market programme, the Lisbon Strategyand the Europe 2020. The Lisbon Strategy was aimed atturning the European Union into the most competitive anddynamic knowledge-based economy in the world, capable ofsustainable economic growth with more and better jobs andgreater social cohesion by 2010. However, it was obviousthat the Lisbon goals have not been achieved and a newstrategy, Europe 2020, was hence initiated.Many Lithuanian and foreign authors analyzed(Tamosiuniene et al., 2007; Daugeliene, 2008; Grybaite,Tvaronaviciene, 2008; Melnikas, 2008; Tvaronaviciene etal., 2008; Martinkus et al., 2009; Kirch, 2010; Balezentis etal., 2010) the situation of Lithuania and other Baltic statesin a global economic system during the processes ofglobalization and European Union (EU) integration.However, the need for the evaluation of the LisbonStrategy’s outcomes and proposal of guidelines for ongoingstrategy Europe 2020 is still topical. Hence this studyfocuses on the improvement of the open method of coordinationand thus the implementation of strategy Europe2020 by integrating quantitative methods with respect to theexperience gained during the implementation of the LisbonStrategy. This study is aimed at proposing a framework for astrategic management model dedicated to successfulimplementation of the new strategy Europe 2020. Thisarticle is organized in four sections according to thefollowing tasks defined in order to achieve the aim: 1) tooverview main the strategies dedicated to promotingcompetitiveness of the European Union, namely the LisbonStrategy and strategy Europe 2020; 2) to assess efforts ofthe EU Member States in seeking Lisbon goals applyingmulti-criteria evaluation method MULTIMOORA; 3) toevaluate reliability of selected structural indicators applyingmultiple correspondence analysis; and 4) to summarize theproposed guidelines for the new strategy Europe 2020according to the results of this study and other works. Thenovelty of this study lies in the fact that it introduces theapplication of multi-criteria decision making methods in EUpolicy making procedures. Multi-criteria evaluation methodMULTIMOORA as well as multiple correspondenceanalysis were the most important methods of the research.Analysis of EU Member States performance in theimplementation of the Lisbon Strategy resulted in describingthree groups of states and structural indicators: highperformance group, medium performance group, and lowperformance group. Moreover, indicators of youtheducation attainment level, business investment andemployment rate of older workers, are not highly correlatedwith economic performance of certain Member States andtherefore can be regulated uniformly at the European level.These findings can be considered as the premises forsuccessful EU-level targets translation into those for certaingroups of countries.The synthesis of proposals for target-setting andtransformation methodology resulted in framework forstrategic management model dedicated to successfulimplementation of strategy Europe 2020. The model shouldencompass: 1) selection of targets for the EU, certaingroups of states and separate Member States; 2) mutuallearning enabling to transfer the best practice amongmember States; 3) development of appropriate structuralindicators, equally identifying all dimensions of sustainabledevelopment; 4) benchmarking (selectonovation) principlesapplied for an effective distribution of EU support amongMember States. Multi-criteria methods (e. g.MULTIMOORA) can be successfully applied in suchbenchmarking.


European Union, Europe 2020, Lisbon strategy, sustainable development, strategic management, MULTIMOORA, dominance theory, multiple correspondence analysis.

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Print ISSN: 1392-2785
Online ISSN: 2029-5839