The Systemic Paradox of Management Efficiency in Small Businesses: Concept and Methodology for Overcoming it (Using the Example of a Logistics Service System)

A systemic paradox of decompensated operational efficiency persists in small businesses. A critical gap is observed between high operational activity, formal achievement of local KPIs, and a lack of strategic growth, indicating a dissipation of resources to compensate for dysfunctions. Existing management approaches fail to offer a holistic methodology integrating a systemic vision, motivational aspects, and accurate measurement of results. This article is devoted to the development and theoretical substantiation of a concept and practical methodology for managing the logistics service system of small businesses, based on the principles of systemic efficiency and teleological management, aimed at overcoming this paradox. The methodological framework of the study is based on the teleological principle (goal setting), E. Goldratt’s Theory of Constraints (TOC), a holistic approach, and the principles of behavioral economics on motivation and meaningfulness of work. The study applies a critical analysis of existing management paradigms, structural and logical analysis, and a case study method. The informational basis was formed by theoretical principles from domestic and international literature in the fields of logistics, performance management, and organizational behaviour. The study revealed the destructiveness of the local optimization paradigm. A concept for managing the end-to-end flow of value through systemic constraints was formulated. A four-stage transition methodology was developed. Principles for constructing a sustainable metrics system that neutralizes Goodhart’s law were defined. This work develops a new conceptual framework and provides practical tools for transforming the logistics service system of small businesses into a value driver, identifying prospects for quantitative assessment and digitalization of the methodology.

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