Economics. Management. Business

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2025-09-27T01:44:38+00:00

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Content

2025-10-08T10:16:19+00:00

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DIGITAL TRANSFORMATION OF BUSINESS PROCESSES: FEATURES AND PREREQUISITES FOR ITS EMERGENCE

2025-09-27T01:44:32+00:00

The rapid development of digital technologies has fundamentally changed the way modern
businesses operate, creating both new opportunities and significant challenges for sustainable
growth. Digital transformation today is not limited to the automation of processes but represents a
comprehensive rethinking of management models, organizational practices, and interaction with
customers, partners, and markets. This article explores the specific features of business process
digitalization and highlights the key groups of preconditions that shape its emergence: technological
(artificial intelligence, big data, blockchain, cloud computing), economic (increasing competition,
demand for flexibility and productivity), organizational (process optimization, ERP and CRM
implementation, agile management practices), social (digital literacy, new consumer behavior
patterns, remote work), and institutional (governmental support, regulatory harmonization, egovernance). Digital transformation is interpreted as a strategic driver of competitiveness, ensuring
the adaptability of enterprises in conditions of global turbulence. The study emphasizes that
successful transformation requires systemic integration of innovations into business strategies,
investment in human capital, and the creation of a culture of innovation that enables rapid adaptation
to change. Moreover, the article stresses the importance of institutional frameworks that foster
digitalization, such as national digitalization programs and the alignment of regulatory environments
with international standards. The discussion reveals that the phenomenon of digital transformation
cannot be reduced to isolated technological changes; instead, it constitutes a complex
multidimensional process that simultaneously reflects external market pressures and internal
organizational adaptation. The originality of the study lies in the systematization of preconditions for
business digitalization and the identification of their role in shaping a sustainable business
environment. Prospects for further research are related to the development of business adaptation
models for digital ecosystems, the evaluation of the effectiveness of technological implementation,
and the formulation of strategies for integrating enterprises into the global digital economy.
Keywords: digital transformation, business processes, digitalization, innovation economy,
competitiveness, institutional framework.

References
1. Verba, V. A. (2021). Digital economy and business process transformation. Economics and
Society, 33(2), 112–118. https://doi.org/10.32782/2524-0072/2021-33-18
2. Humeniuk, T. P. (2020). Innovative approaches to enterprise management in the context of
digitalization. Bulletin of Kyiv National Economic University, 7(1), 43–49.
3. Didkivskyi, M. I., & Kuzmin, O. Ye. (2019). Managing business process development on the
basis of digital technologies. Economic Space, 150, 105–114.
4. Kovalenko, Yu. V. (2022). Digital transformations and their impact on enterprise
competitiveness. Business Inform, 3(520), 76–83. https://doi.org/10.32983/2222-4459-2022-3-76-83
5. Tapscott, D., & Tapscott, A. (2018). Blockchain revolution: How the technology behind bitcoin
is changing money, business, and the world. Penguin.
6. Westerman, G., Bonnet, D., & McAfee, A. (2014). Leading digital: Turning technology into
business transformation. Harvard Business Review Press.

DIRECTIONS FOR ENSURING FOOD SECURITY IN UKRAINE IN THE CONDITIONS OF RESOURCE LIMITATIONS

2025-09-27T01:44:38+00:00

This study highlights the features of the formation of an effective mechanism for ensuring food
security in Ukraine in the conditions of global political and economic instability and uncertainty
caused by both internal factors (economic instability, reduction of production capacities, reduction
in the level of investments) and external influences (armed conflict, disruption of logistics chains,
global price fluctuations for agricultural products). The real destructive impact of the military
aggression of the Russian Federation against Ukraine and its consequences for providing the
population of Ukraine with high-quality food products are outlined. The main steps for achieving the
optimal level of food security, which is declared in the National Strategy in conditions of resource
constraints of varying degrees, as well as under the condition of maintaining the negative dynamics
of agricultural land loss, are identified. The essence of food security as a component of national
security, which is closely related to the effective functioning of the agro-industrial complex and the
stability of the domestic market, is revealed. A systematic analysis of the existing institutional,
organizational, and financial and economic instruments that affect the level of food security has been
carried out. Particular attention is paid to the role of state policy, innovative technologies in
agriculture, and the possibilities of attracting international technical assistance. It is proposed to
improve the existing food security mechanism, taking into account modern challenges and limitations,
including the creation of strategic reserves, stimulating domestic production, and improving
monitoring. It has been found that an effective national mechanism for ensuring food security should
be based on the following components: a global interstate vision, a national regulatory and legal
apparatus, an organizational and economic, informational, educational, and investment component.
Key problems of food security have been identified depending on the regional zone of Ukraine, and
solutions have been proposed, taking into account the factor of territorial features and the general
security situation.
Keywords: agricultural sector, martial law, resource restoration, nutrition model, adaptability,
global risks.

References
1. Artemenko, L., Marynenko, N., Kramar, I., & Hats, L. (2023). Prodovolʹcha bezpeka
Ukrayiny v umovakh viysʹkovoyi ahresiyi: stan ta perspektyvy [Food security of Ukraine in the
conditions of military aggression: state and prospects]. Sotsialʹno-ekonomichni problemy i
derzhava, 1(28), 115–128. https://sepd.tntu.edu.ua/images/stories/pdf/2023/23albstp.pdf
2. Batyhina, O. M. et al. (2013). Aktualʹni problemy pravovoho zabezpechennya prodovolʹchoyi
bezpeky Ukrayiny: Monohrafiya [Current problems of legal support for food security of Ukraine:
Monograph]. FOP Shevchenko S. O. https://dspace.nlu.edu.ua/handle/123456789/3811
3. Braudel, F. (n.d.). Materialʹna tsyvilizatsiya, ekonomika i kapitalizm, XV-XVIII [Material
civilization, economy, and capitalism, 15th-18th centuries]. Chytvo.org.ua.
https://chtyvo.org.ua/authors/Fernand_Braudel/Materialna_tsyvilizatsiia_ekonomika_i_kapitalizm
_XV-XVIII_st_Tom_1/
4. Danylyshyn, B. (2023, March 3). Yak zabezpechyty ekonomichne zrostannya v umovakh
viyny [How to ensure economic growth in the conditions of war]. Ekonomichna Pravda.
https://www.epravda.com.ua/columns/2023/03/3/697664/
5. Datsyshyn, M. (2022, August 5). Yak vidnovyty mistseve samovryaduvannya vid naslidkiv
viyny? [How to restore local self-government from the consequences of the war?]. Ukrainska
Pravda. https://www.pravda.com.ua/columns/2022/08/5/7362004/
6. Food and Agriculture Organization of the United Nations. (n.d.). Impact of the UkraineRussia conflict on global food security and related matters under the mandate of the Food and
Agriculture Organization of the United Nations (FAO). https://bit.ly/3uci2r3
7. Hoychuk, O. (2004). Prodovolʹcha bezpeka: Monohrafiya [Food security: Monograph].
Polissya.
8. Sobkevych, O. V., Shevchenko, A. V., & others. (2023). Priorytety zabezpechennya stiykosti
promyslovosti y ahrarnoho sektoru ekonomiky Ukrayiny v umovakh povnomasshtabnoyi viyny:
Analitychna dopovidʹ [Priorities for ensuring the stability of industry and the agrarian sector of the
economy of Ukraine in the conditions of a full-scale war: Analytical report]. (Ya. A. Zhalil, Ed.).
NISD. https://doi.org/10.53679/NISS-analytrep.2023.04
9. The Economist. (n.d.). Global Food Security Index.
https://impact.economist.com/sustainability/project/food-security-index/explore-countries
10. U.S. Department of Agriculture. (n.d.). World Agricultural Supply and Demand Estimates.
https://www.usda.gov/oce/commodity/wasde/wasde0523.pdf
11. Ukrayina ta hlobalʹna prodovolʹcha bezpeka v umovakh viyny [Ukraine and global food
security in the conditions of war]. (n.d.). https://bit.ly/42jDUgA
12. Volokhatyi, S. (n.d.). Eksperty U-LEAD dopomahayutʹ hromadam rozroblyaty prohramy
prodovolʹchoyi bezpeky [U-LEAD experts help communities develop food security programs]. ULEAD. https://u-lead.org.ua/news/58
13. Zaliznyuk, V. P. (2016). Evolyutsiya ponyattya ta pidkhodiv shchodo vimiru
prodovolʹchoyi bezpeky [Evolution of the concept and approaches to measuring food security].
Derzhavne upravlinnya: udo-skonalennya ta rozvytok, (8).
https://impact.economist.com/sustainabil-ity/project/food-security-index/explore-countries

THE ESSENCE AND FEATURES OF "SPLIT" MANAGEMENT IN MODERN CONDITIONS

2025-09-27T01:44:48+00:00

The article presents a conceptual study of the phenomenon of "split" management as a systemic
flaw in Ukraine’s managerial culture. A detailed analysis was conducted to identify the root causes
of this fragmentation. It is demonstrated that one of the primary sources of dysfunction in Ukrainian
management stems from a misinterpretation of global shifts in the field of management that occurred
at the turn of the 21st century. Specifically, during the adoption of the international standard ISO
9000:2000 in Ukraine, domestic experts inadequately translated the term management and several
related concepts in the corresponding national standard DSTU ISO 9000:2001. This mistranslation
distorted the essence of management and has perpetuated systemic confusion across the country for
over a quarter of a century. The study identifies four key dimensions along which management in
Ukraine has become fragmented: The conceptual understanding of management; The scope of
activities to which management applies; The knowledge and competencies acquired by managers in
higher education institutions; The structural features of management systems within organizations.
The article argues that terminological fragmentation of the concept of management in national standards, educational curricula, and public policy leads to a loss of systemic coherence, strategic
orientation, and managerial effectiveness. Through comparative analysis of international ISO 9000
standards (2000, 2005, and 2015 editions) and their Ukrainian DSTU counterparts, the study
illustrates how definitional shifts influence managerial practice. Special attention is given to the
disconnect between academic training of managers, regulatory policies of the Ministry of Education
and Science (MES), and actual management processes within organizations. To address this
fragmentation, the article proposes a conceptual framework for harmonization, including:
Terminological alignment; Creation of interagency working groups; Development of a coherent state
policy in the field of management. This article is intended for scholars, practitioners, educational
reformers, and standards developers.
Keywords: management, split management, managerial culture, ISO standards, systemic
management, educational policy, strategic direct, operational control

Refernces
1. Bytsyura, Y., Manzhula, Y., & Ilyukhina, V. (2025). Problems of ensuring sustainable
development in Ukraine. Sustainable Economic Development, (1)52. https://doi.org/10.32782/2308-
1988/2025-52-7. [in Ukrainian].
2. Herasymchuk, V. H. (2000). Strategic management of the enterprise. Kyiv: KNEU.[in Ukrainian].
3. Drucker, P. F. (1999). Management challenges for the 21st century. NewYork, NY: Harper
Business.
4. Derzhstandart Ukrainy. (2001). DSTU ISO 9000:2001. Quality management systems.
Fundamentals and vocabulary (ISO 9000:2000, IDT). [in Ukrainian].
5. Derzhstandart Ukrainy. (2015). DSTU ISO 9000:2015. Quality management systems.
Fundamentals and vocabulary (ISO 9000:2015, IDT). [in Ukrainian].
6. Derzhstandart Ukrainy. (2015). DSTU ISO 9001:2015. Quality management systems.
Requirements (ISO 9001:2015, IDT). [in Ukrainian].
7. Kalyta, P. Ya. (2018). “White spot” and “black hole” in the Ukrainian economy. Kyiv: Persha
Chesna Drukarnia. [in Ukrainian].
8. Kalyta, P. Ya. (2020). Ukrainian-style management: On the quality of management training.
Bulletin of the National Academy of Pedagogical Sciences of Ukraine, 2(2).
https://doi.org/10.37472/2707-305X-2020-2-2-13-10. [in Ukrainian].
9. Kalyta, P. (2022). Management in the world and in Ukraine. Management, 1(35), 76–102.
https://doi.org/10.30857/2415-3206.2022.1.7
10. Kalyta, P. Ya. (2023). Ukraine needs modern management systems. In Honorary names of
Ukraine –the elite of the state (Vol. VII). Kyiv: Logos Ukraine. [in Ukrainian].
11. Kalyta, P. Ya. (2024). What is wrong with Ukrainian-style management and what
consequences it has for UkraiKyiv: Planeta. Retrieved from
https://www.uaq.org.ua/docs/2332E86942D8.pdf. [in Ukrainian].
12. Kalyta, P. Ya., & Kabakov, Yu. B. (2024). DSTU ISO 37001:2018: inaccurate translation
or a loophole for fraudsters? Quality Management, (8). Retrieved from
https://ya.techmedia.com.ua/upravlinnya-yakistyu-2024-8/dstu-iso-370012018-netochnyyperekladchy- lazivka-dlya-shakhrayiv. [in Ukrainian].
13. Kulysh, N. V. (2005). Macroeconomic situation in Ukraine: development and ways to
solve problems. Scientific works of the Kirovohrad National Technical University. Economic
Sciences, (7), Part 1, 363–367. Retrieved from https://dspace.kntu.kr.ua/handle/123456789/3322. [in
Ukrainian].
14. Mazaraki, A. (Ed.). (2014). Fundamentals of management: Textbook for students of
higher educationalinstitutions. Kharkiv: Folio.[in Ukrainian].
15. President of Ukraine. (2019). On the Sustainable Development Goals of Ukraine for the period
up to 2030: Decree of the President of Ukraine of September 30, 2019, No. 722/2019. Retrieved from
https://zakon.rada.gov.ua/laws/show/722/2019. [in Ukrainian].
16. ISO. (2005). ISO 9000:2005. Quality management systems —Fundamentals and vocabulary.
Retrieved from https://www.iso.org/standard/42180.html. [in Ukrainian].
17. ISO. (2015). ISO 9000:2015. Quality management systems —Fundamentals and vocabulary.
Retrieved from https://www.iso.org/standard/45481.html. [in Ukrainian].

HR ORGANIZATION AS THE KEY TO EFFECTIVE BUSINESS OPERATIONS

2025-09-27T01:44:55+00:00

In the modern economic environment,
personnel organization is increasingly recognized as a decisive factor in ensuring the sustainable
functioning and competitiveness of enterprises. The challenges of globalization, digital
transformation, and market instability require companies to rethink their approaches to human
resource management. Personnel organization is no longer limited to the performance of
administrative and documentary functions but has become a strategic component that determines
the quality of business processes, the adaptability of companies to external changes, and their
ability to innovate. The relevance of this topic lies in the fact that enterprises that are able to create
an effective system of personnel organization achieve higher productivity, develop resilient
organizational cultures, and maintain competitive positions in dynamic markets.
This article focuses on analyzing the concept of personnel organization as an integral part of
business management, exploring its structural and functional dimensions, and highlighting its role
as a strategic resource. Special attention is paid to the impact of digital technologies on the
transformation of human resource practices, which today go far beyond traditional models and
open new opportunities for the integration of data-driven approaches, automation, and innovative
communication tools. The issues of balancing technological advancement with the humancentered nature of management are also emphasized, as companies must simultaneously ensure
efficiency and preserve employee motivation, loyalty, and professional development.
The discussion addresses several key aspects of personnel organization in the business context.
These include the strategic importance of aligning personnel management with long-term
corporate objectives, the necessity of embedding flexibility and adaptability into organizational
structures, and the role of personnel development in fostering innovation. The article also outlines
the need for enterprises to integrate international practices into their own systems, taking into
account specific national conditions and resource constraints. Attention is paid to the problem of
insufficient maturity of personnel management systems in emerging economies, where businesses
often restrict themselves to basic automation without implementing holistic models of strategic
human resource management.
The topic is important because personnel organization is becoming a decisive factor in building
sustainable business models that can withstand external shocks, respond to the demands of the
knowledge economy, and create conditions for continuous development. The central issue explored
is how personnel organization can evolve into a comprehensive and flexible system that integrates digital tools, strategic vision, and the human potential of enterprises. The article emphasizes that
such transformation requires not only technological modernization but also conceptual changes
in understanding the role of personnel in business management.
Keywords: personnel organization, human resource management, digital transformation,
business processes, strategic development, competitiveness.

References
1. Dessler, G. (2020). Human Resource Management (16th ed.). Pearson.
2. Ulrich, D., Brockbank, W., Johnson, D., Sandholtz, K., & Younger, J. (2015). HR
Competencies: Mastery at the Intersection of People and Business. Society for Human Resource
Management.
3. Amosha, O. I., Antoniuk, V. P., & Shaulska, L. V. (2018). Trudovyi potentsial Ukrainy:
problemy ta perspektyvy rozvytku [Labor potential of Ukraine: Problems and development
prospects]. Ekonomika promyslovosti [Economy of Industry], 2(82), 89–103.
4. Shaulska, L. V. (2019). Kadrova polityka pidpryiemstva: suchasni vyklyky ta priorytety
rozvytku [Personnel policy of the enterprise: Current challenges and development priorities].
Ekonomika ta derzhava [Economy and State], 5(1), 45–49.
5. Deloitte. (2022). Global Human Capital Trends 2022. Deloitte Insights.
6. LinkedIn. (2023). Global Talent Trends Report. LinkedIn Talent Solutions.

IT STARTUP AS A DRIVER OF THE INNOVATIVE ECONOMY

2025-09-29T00:04:39+00:00

The article examines the phenomenon of IT
startups as a driving force of the innovation economy, emphasizing their role in accelerating digital
transformation, shaping entrepreneurial ecosystems, and fostering global competitiveness. The
relevance of the topic stems from the rapid growth of information technologies, the increasing
importance of knowledge-intensive industries, and the rising demand for flexible business models that
can adapt to the dynamics of global markets. IT startups are understood not only as small, high-risk
ventures but also as dynamic organizational forms capable of integrating intellectual capital,
advanced technological solutions, and innovative approaches into coherent mechanisms of value
creation.
The paper highlights the issues under discussion, focusing on the theoretical foundations of IT
startup development, their economic and social significance, and the challenges of functioning in an
unstable market environment. Particular attention is devoted to the analysis of how IT startups
influence the formation of national and regional innovation ecosystems, facilitate knowledge transfer,
and stimulate entrepreneurial activity. It is argued that their contribution goes far beyond the
creation of new digital products and services, as they also transform management practices, redefine
consumer behavior, and promote new models of cooperation between businesses, research
institutions, and government.
The discussion touches upon the importance of investment support, the role of business
accelerators, and the necessity of building effective partnerships for the successful scaling of IT
startups. Moreover, the text stresses the need for regulatory frameworks that encourage
experimentation, reduce risks, and support international integration of innovative companies. The
study also points out that IT startups function as catalysts for structural changes in the economy,
enabling the transition from traditional industrial models to knowledge-driven and innovation-based
growth.
The originality of the presented approach lies in conceptualizing IT startups as systemic actors of
the innovation economy rather than isolated entrepreneurial initiatives. This perspective allows for
a deeper understanding of their multidimensional impact, including technological advancement,
labor market transformation, and the reinforcement of digital infrastructures. The paper opens up
new directions for further research, particularly regarding sustainable development strategies for
startups, integration into global digital value chains, and the development of policies that balance
entrepreneurial freedom with social responsibility.
Keywords: IT startup, innovation economy, digital transformation, entrepreneurship, business
ecosystem, investment.

References
1. Christensen, C. M. (2016). The Innovator’s Dilemma: When New Technologies Cause Great
Firms to Fail. Harvard Business Review Press.
2. Blank, S. (2013). The Startup Owner’s Manual: The Step-by-Step Guide for Building a Great
Company. K&S Ranch.
3. Ries, E. (2011). The Lean Startup: How Today’s Entrepreneurs Use Continuous Innovation to
Create Radically Successful Businesses. Crown Publishing.
4. OECD. (2021). OECD Science, Technology and Innovation Outlook 2021. OECD Publishing.
https://doi.org/10.1787/sti_outlook-2021-en
5. Malik, I. (2020). Start-up ecosystem development in Ukraine: challenges and prospects.
Economic Annals-XXI, 182(3-4), 44–52. https://doi.org/10.21003/ea.V182-07
6. World Bank. (2020). Doing Business 2020. World Bank Publications.
https://doi.org/10.1596/978-1-4648-1440-2
7. Heiets, V. (2019). Innovation-driven growth and start-up development in Ukraine. Problems of
Economy, 2(40), 110–124.
8. StartupBlink. (2022). Global Startup Ecosystem Index 2022. StartupBlink.
https://www.startupblink.com
9. European Commission. (2021). European Innovation Scoreboard 2021. Publications Office of
the European Union. https://doi.org/10.2873/384066

INMOVATIVE APPROACHES TO HUMAN RESOURSE MANAGEMENT

2025-09-29T00:10:01+00:00

The article is dedicated to innovative approaches to human
resource management, the relevance of which is driven by the widespread digitalization of business
processes and the growing role of human capital as a key factor in enterprise development. Special
attention is given to the application of HR analytics, artificial intelligence, gamification, digital
learning platforms, and remote personnel management.
The current stage of economic development is characterized by intensive digitalization, which
transforms approaches to organizing business processes and managing personnel. The relevance of
the study is determined by the need to search for new methods of human resource management that
ensure the competitiveness of enterprises in the digital economy.
The aim of the study is to analyze the essence and directions of implementing innovative
approaches to human resource management, as well as to identify their advantages and limitations.
Key results: the study highlights the main innovative HRM practices, including HR analytics and
Big Data, automation and artificial intelligence, digital learning platforms, gamification, remote
management, employee experience management, and the development of digital communication.
Their impact on management efficiency, employee motivation, productivity improvement, and the
formation of a modern employer image has been substantiated.
Innovative approaches to HRM are an important factor in the successful transformation of
enterprises in the digital economy. They enable organizations to increase adaptability to market
changes, foster human capital development, and achieve sustainable economic growth. At the same
time, the implementation of innovative practices requires significant investments, overcoming
resistance to change, and addressing cybersecurity issues.
Keywords: innovative approaches, human resources, management, personnel, HRM practices,
HR analytics.

References
1. Schuler, R.S. (1987). Linking competitive strategies with human resource management
practices. Academy of Management Executive, Vol. 1, No. 3, pp. 207–219.
2. Leonard, J.A. (2007). An empirical model of the sources of innovation in the U.S.
manufacturing sector. Business Economics, Vol. 42, No. 4, pp. 33–45.
3. Kasich, A.O. (2012). Methodological approaches to evaluating enterprise performance.
BusinessInform, No. 12, pp. 55–59. (in Ukrainian)
4. Minbaeva, D.B. (2005). HRM practices and MNC knowledge transfer. Personnel Review,
Vol. 34, No. 1, pp. 125–144.
5. Kasich, A.O. (2014). Implementation of the strategic management concept in the practice of
domestic enterprises. BusinessInform, No. 11, pp. 290–294.
6. Gavkalova, N.L. (2022). Classification of human resource management concepts. BusinessInform, No. 9, pp. 168–171. (in Ukrainian)
7. Eliseieva, O.K. (2017). Incentives in the human resource management system of enterprises.
Business-Inform, No. 4, pp. 388–392. (in Ukrainian)
8. Nazarova, G.V. (2011). Comparative analysis of personnel hiring policies: best global and
Ukrainian practices. Business-Inform, No. 9, pp. 168–171. (in Ukrainian)
9. Kasich, A.O. (2016). Enterprise competitive advantage management. Economic Analysis, No.
2, Vol. 25, pp. 79–85. (in Ukrainian)
10. Nasad, N.V., & Yurchenko, A.V. (2023). Enterprise human resource management strategy
under martial law conditions. Economics. Management. Business, No. 1–2 (41), p. 56. (in Ukrainian)

METHODOLOGICAL FOUNDATIONS OF SCIENTIFIC RESEARCH IN COMMERCIAL ACTIVITIES

2025-09-29T00:14:20+00:00

The article
explores the methodological foundations of scientific research in commercial activity as an essential
element of the development of modern business systems. The relevance of the chosen topic is determined
by the growing need to search for new approaches to the organization and improvement of research
processes in the conditions of global competition, economic instability, and rapid digital transformation.
The discussion emphasizes the necessity to combine classical principles of scientific knowledge with
innovative tools of digital analytics in order to form a flexible and adaptive methodological basis capable
of responding to new challenges. The aim of the study is to justify an integrated approach to methodology
in commercial research that allows for the simultaneous application of general scientific methods, specific
economic techniques, and digital solutions. Such an approach ensures a more profound understanding of
business processes, their interconnections, and dynamic transformations. Special attention is given to the
classification of research methods and their functional role in analyzing the environment, assessing
internal resources, and predicting development trends of enterprises. The article outlines that the
methodological base of research in commerce should not be static, but dynamic and open to
transformations under the influence of globalization, technological innovations, and changes in consumer
behavior. The conducted analysis demonstrates that the integration of analytical models, system analysis,
and modern digital tools such as big data, business intelligence, and artificial intelligence-based
forecasting may significantly increase the precision of research results and the efficiency of decisionmaking in real time. Moreover, this approach creates opportunities for enterprises to strengthen their
competitive advantages, adapt to new socio-economic conditions, and enhance social as well as
environmental responsibility. The research highlights that the future of commercial methodology lies in
synergy: the unification of traditional scientific reasoning with the newest information technologies. Such
a synergy allows not only for a higher level of validity of managerial conclusions but also for the formation
of a long-term strategy of sustainable development. The article argues that in the current economic
environment, the methodological modernization of scientific research is not an option but a necessity for
enterprises aiming to remain resilient and competitive. The novelty of the study is reflected in the
conceptualization of an integrated methodological approach that views the enterprise as a dynamic system
where both qualitative and quantitative indicators are analyzed simultaneously, leading to greater
accuracy, practical orientation, and scientific validity of managerial decisions.
Keywords: methodology of research, commercial activity, system approach, digitalization, big
data, business intelligence, modeling, forecasting, managerial decision-making.

References
1. Drucker, P. F. (2007). The essential Drucker: The best sixty years of Peter Drucker’s essential
writings on management. HarperBusiness.
2. Kuhn, T. S. (2012). The structure of scientific revolutions (4th ed.). University of Chicago Press.
https://doi.org/10.7208/chicago/9780226458144.001.0001
3. Popper, K. (2005). The logic of scientific discovery. Routledge.
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4. Heyets, V. M. (2008). Innovatsiinyi rozvytok ekonomiky: teoriia, polityka, praktyka [Innovative
development of the economy: Theory, policy, practice]. Institute for Economics and Forecasting of
the National Academy of Sciences of Ukraine.
5. Amosha, O. I. (2014). Sotsialno-ekonomichni problemy rozvytku promyslovosti Ukrainy
[Socio-economic problems of industrial development of Ukraine]. Institute of Industrial Economics
of NAS of Ukraine.
6. Lipych, L. H. (2019). Upravlinnia pidpryiemnytstvom v umovakh hlobalnykh transformatsii
[Entrepreneurship management in the context of global transformations]. Lutsk National Technical
University.

CONTROL SYSTEM AND ITS IMPACT ON THE FINANCIAL STABILITY OF THE ENTERPRISE

2025-09-29T00:19:01+00:00

The article investigates the influence
of the uncertainty of the external environment of the enterprise on its financial and economic stability;
reveals the patterns and mechanisms of the influence of the instability of the external environment of
the enterprise on its financial and economic indicators in the controlling system. An analysis of
scientific trends in the design and formation of controlling systems is carried out, comparing them
with the trends and needs of the real sector of the economy to improve the quality and relevance of
methodological approaches being developed to building a system of controlling sustainability at the
enterprise. The conceptual apparatus of enterprise sustainability is clarified and expanded. The
essence of the concept of financial and economic sustainability of the enterprise is clarified, taking
into account the dynamics of the development of the mini-economic system in conditions of
irreparable uncertainty of the external environment. The need to maintain a compromise of interests
aimed, on the one hand, at achieving a given level of financial stability of the enterprise, and on the
other hand, at achieving a given level of economic stability is substantiated. The conceptual
apparatus of the controlling system at the enterprise is expanded, taking into account the influence
of changing social paradigms. The essence of the category “controlling the financial and economic
sustainability of the enterprise” is revealed. The methodological principles of modeling the
development of an enterprise from the perspective of its financial and economic stability have been
expanded based on the implementation of a controlling system. Integrated indicators of assessing
changes in the level of financial and economic stability of an enterprise have been developed and
substantiated based on the use of probabilistic and statistical models in the controlling system. A
methodological approach to building a controlling system for the stability of an enterprise has been
developed based on the use of simulation modeling aimed at preventive management of a dynamic
mini-economic system under conditions of instability of the external environment. An approach to
making management decisions within the framework of the controlling system has been developed
based on the conducted simulation modeling with the allocation of areas of responsibility of the
enterprise personnel for making decisions in the process of preventive management.
Keywords: controlling system, financial and economic stability, conditions of uncertainty,
impact of changes, areas of personnel responsibility

References
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THEORETICAL AND METHODOLOGICAL FOUNDATIONS OF DIGITAL BUSINESS ARCHITECTURE TRANSFORMATION IN COMMERCIAL TRADE STRUCTURES

2025-09-29T00:24:05+00:00

The contemporary
economic landscape is characterized by unprecedented technological disruption that fundamentally
transforms traditional business paradigms across all sectors, with retail commerce experiencing
particularly profound changes. Digital transformation represents a critical imperative for
commercial enterprises seeking to maintain competitive relevance in an increasingly interconnected
global marketplace where consumer expectations continuously evolve toward more sophisticated,
personalized, and seamless shopping experiences. The digitalization of business architectures in
retail environments extends far beyond simple technology adoption, encompassing comprehensive
organizational restructuring, strategic reorientation, and cultural transformation that permeates
every aspect of commercial operations.
The relevance of investigating theoretical and methodological foundations for digital
transformation stems from the urgent need to understand how traditional retail business models can
successfully navigate the transition toward digitally-enabled commercial ecosystems. Modern
consumers demonstrate dramatically altered purchasing behaviors, demanding immediate access to
products and services through multiple channels while expecting consistent, high-quality interactions
regardless of the chosen touchpoint. This fundamental shift in consumer psychology creates
unprecedented challenges for retail enterprises that must simultaneously maintain operational
efficiency while investing substantial resources in technological infrastructure and organizational
capability development.
The complexity of digital transformation in retail contexts requires sophisticated theoretical
frameworks that can adequately address the multifaceted nature of organizational change
management, technology integration, and strategic realignment. Traditional business theories prove
insufficient for explaining the dynamics of digital ecosystems where data becomes a primary asset,
artificial intelligence drives decision-making processes, and customer relationships evolve into
complex, multi-dimensional partnerships. The emergence of omnichannel retail strategies,
personalization algorithms, and predictive analytics fundamentally alters the competitive landscape,
creating new opportunities for value creation while simultaneously introducing novel risk factors and
operational challenges.
This research addresses the critical gap in existing literature regarding comprehensive
methodological approaches to conceptualizing and implementing digital transformation initiatives
within retail organizations. The study examines the theoretical underpinnings of business model
evolution in digital contexts, exploring how traditional retail frameworks must adapt to accommodate
emerging technologies, changing consumer behaviors, and evolving market dynamics. The
investigation focuses on developing robust conceptual foundations that can guide practitioners in
designing and executing successful digital transformation strategies while maintaining operational
continuity and financial performance.
The research contributes to academic discourse by synthesizing disparate theoretical perspectives
into a coherent framework for understanding digital transformation as a systematic organizational
phenomenon rather than merely a technological upgrade. The study explores the intersection of
organizational theory, strategic management, and information systems research to develop
comprehensive insights into the mechanisms through which digital technologies enable business
model innovation and competitive advantage creation in retail environments.
Keywords: digital transformation, business model, retail commerce, digitalization, e-commerce,
omnichannel strategy, competitive advantage, organizational change, technological innovation,
customer-centricity.

References
1. Apopii, V.V. (2019). Tsyfrovi ekosystemy v rozdribnii torhivli: teoriia ta praktyka formuvannia
[Digital ecosystems in retail: theory and practice of formation]. Ekonomika i suspilstvo, 20, 215-223.
Retrieved from https://chmnu.edu.ua/wp-content/uploads/2019/06/Ekonomika-i-suspilstvo-20-
2019.pdf
2. Kraus, N.M., & Kraus, K.M. (2018). Tsyfrovizatsiia v umovakh instytutsiinoi transformatsii
ekonomiky: bazovi skladovi ta instrumenty tsyfrovykh tekhnolohii [Digitalization in the context of
institutional transformation of the economy: basic components and tools of digital technologies].
Intelekt XXI, 1, 211-214. Retrieved from
http://www.intellect21.nuft.org.ua/journal/2018/2018_1/46.pdf
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effectiveness of digital business transformation]. Ekonomika i suspilstvo, 33, 125-131. Retrieved
from https://economyandsociety.in.ua/index.php/journal/article/view/601
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umovakh tsyfrovizatsii [Management of competitiveness of trading enterprises in the conditions of
digitalization]. Doctoral dissertation, Alfred Nobel University. Retrieved from
https://duan.edu.ua/images/head/Science/UA/Academic_Council/D_08_120_0/khavrova_dysertatsi
ya2.pdf
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Prosperity in a Time of Brilliant Technologies. W. W. Norton & Company. Retrieved from
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WiKwAgAAQBAJ
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competition. Harvard Business Review, 92(11), 64-88. Retrieved from
https://www.hbs.edu/faculty/Pages/item.aspx?num=49869
7. Aberdeen Strategy & Research. (2023). Four pillars for a best-in-class digital experience.
Aberdeen Group. Retrieved from https://wp-aberdeen.s3.amazonaws.com/wpcontent/uploads/2023/05/08071438/0921-18570-RR-4-Pillars-of-Digital-Experience-Final.pdf
8. Rigby, D. (2016). How to make the most of omnichannel retailing. Harvard Business Review.
Retrieved from https://hbr.org/2016/07/how-to-make-the-most-of-omnichannel-retailing
9. Salesforce Research. (2023). State of the connected customer (5th ed.). Salesforce. Retrieved
from https://www.salesforce.com/content/dam/web/en_us/www/documents/research/State-of-theConnected-Customer.pdf
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McKinsey & Company. Retrieved from https://www.mckinsey.com/business-functions/mckinseydigital/our-insights/the-future-of-e-commerce-trends-and-growth-drivers
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Insights. Retrieved from https://www2.deloitte.com/us/en/pages/consumer-business/articles/retaildigital-trends.html
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PricewaterhouseCoopers Ukraine. Retrieved from
https://www.pwc.com/ua/en/survey/2024/consumer-survey-ukraine-2024.pdf
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Organisation for Economic Co-operation and Development. Retrieved from
https://www.oecd.org/content/dam/oecd/en/publications/reports/2024/05/enhancing-resilience-byboosting-digital-business-transformation-in-ukraine_c2e06e50/4b13b0bb-en.pdf
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FEATURES OF MODERN APPROACHES TO BUSINESS SUPPORT IN THE POST-WAR PERIOD

2025-09-29T00:28:05+00:00

The article is devoted to the analysis of state policy
and instruments for supporting Ukrainian enterprises in the post-war period in the context of national
and European approaches. It explores the unprecedented challenges caused by the armed aggression
of the Russian Federation, which has deeply affected the economy and particularly small and
medium-sized enterprises (SMEs), the backbone of Ukraine`s economic structure. Damage to
infrastructure, disruption of supply chains, loss of markets, and labor shortages have forced the
government to combine emergency stabilization measures with a broader vision of structural
modernization. The study highlights key support instruments, including concessional lending
programs (notably “5-7-9%”), targeted grant schemes, tax incentives, partial compensation
instruments, export promotion, enterprise location initiatives, and the rapid deployment of digital
services. These tools have been crucial for preserving employment, enabling adaptation to wartime
conditions, and laying the groundwork for reconstruction.
Particular emphasis is placed on the experience of the European Union, including the
implementation of the NextGenerationEU recovery fund, which ties investment flows to green and
digital reforms, and the Temporary Crisis and Transition Network for state aid, which enabled
member states to support businesses during energy and security shocks while preserving competition
rules. The comparative analysis reveals converging priorities: both Ukraine and the EU focus on
innovation, sustainability, and digitalization as drivers of resilience. At the same time, fundamental
differences persist. While EU member states rely on robust budgets and institutions, Ukraine must
rebuild under conditions of large-scale destruction and limited internal resources, making
international assistance and private capital mobilization indispensable. The article stresses the
necessity of institutional capacity-building, transparency, and anti-corruption safeguards, as well as
instruments for war-risk insurance to unlock investment. It concludes that successful post-war
recovery is possible through the synergy of national policy, external financial and technical support,
and entrepreneurial dynamism, ultimately enabling Ukraine to construct a modernized, competitive
economy integrated into the European economic space.
Keywords: post-war recovery, state support for business, small and medium-sized enterprises,
concessional lending, grant programs, European Union, institutional capacity.

References
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when? CEPS. https://cdn.ceps.eu/wp-content/uploads/2024/06
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Commission%20competition,of%20Russia%27s%20invasion%20of%20Ukraine
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Ukraine. https://commission.europa.eu/topics/eu-solidarity-ukraine/eu-assistance-ukraine/recoveryand-reconstructionukraine_en#:~:text=%E2%80%9CUkraine%20can%20count%20on%20the,%E2%80%9D
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new 40 million euro programme to support small and medium businesses affected by Rusia`s war in
Ukraine. https://www.eib.org/en/press/all/2023-233-eib-group-and-european-commission-launchnew-eur40-million-programme-to-support-small-and-medium-businesses-affected-by-russia-s-warin-ukraine#:~:text=EIB%20Group%20and%20European%20Commission,21%20June%202023
7. House of Commons Library (UK). (2024, July 15). Post-conflict reconstruction assistance to
Ukraine (Briefing Paper No. 9728). https://researchbriefings.files.parliament.uk/documents/CBP9728/CBP-9728.pdf#:~:text=While%20plans%20may%20vary%2C%20all,
salaries%20of%20public%20sector%20workers
8. Ministry of Economy of Ukraine. (n.d.). Ukraine Facility: Economic support programme.
https://www.ukrainefacility.me.gov.ua/
9. Organization for Economic Cooperation and Development (OECD). (2024, May 22). Enhancing
Resilience by Boosting Digital Business Transformation in Ukraine.
https://www.oecd.org/en/publications/2024/05/enhancing-resilience-by-boosting-digital-businesstransformation-in-ukraine_c2e06e50.html#:~:text=disruption%20of%20supply%20chains%2C%20
difficulties,relocation%20to%20more%20secure%20regions
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of the Impact of the War on MSMEs in Ukraine.
https://www.undp.org/ukraine/publications/assessment-wars-impact-micro-small-and-mediumenterprises-ukraine#:~:text=Micro%2C%20small%2C%20and%20medium,
in%20the%20face%20of%20adversity