MANAGEMENT MECHANISMS OF ENERGY ENTERPRISES

Authors

  • Abduraxmonova Zarina Muysinjonova Fergana state university

DOI:

https://doi.org/10.55640/

Keywords:

energy enterprises, management mechanisms, efficiency, sustainability, digitalization, governance.

Abstract

The energy sector is considered a fundamental driver of economic development, technological innovation, and social well-being. Within this domain, energy enterprises must balance the demands of efficiency, profitability, and sustainability while responding to external challenges such as globalization, environmental concerns, and the growing demand for renewable energy. Effective management mechanisms are essential to achieving these objectives, as they provide structured approaches to planning, organizing, and controlling enterprise activities. This article explores the structural and functional dimensions of management mechanisms in energy enterprises. It examines organizational, technological, and financial frameworks, alongside sustainability principles and digital innovation. Through theoretical and analytical insights, the study identifies the opportunities and challenges that energy enterprises face in the contemporary era. The results highlight that modern energy enterprises must transition from rigid, hierarchical systems to adaptive, technology-driven, and ecologically responsible models.

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References

1. Porter, M. E. (1998). Competitive Advantage: Creating and Sustaining Superior Performance. Free Press.

2. International Energy Agency (2022). World Energy Outlook 2022. IEA Publications.

3. Goldthau, A. (2014). Rethinking the governance of energy infrastructure: Scale, decentralization and polycentrism. Energy Research & Social Science, 1, 134–140.

4. Sovacool, B. K. (2021). Energy and Climate Change: Key Challenges and Solutions. Routledge.

5. REN21 (2023). Renewables Global Status Report. REN21 Secretariat.

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Published

2025-10-03

How to Cite

MANAGEMENT MECHANISMS OF ENERGY ENTERPRISES. (2025). Journal of Multidisciplinary Sciences and Innovations, 4(8), 910-912. https://doi.org/10.55640/

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