Economics. Management. Business

Title

2025-07-13T22:33:27+00:00

Title

Content

2025-07-13T22:33:33+00:00

Content

INTEGRATION OF ARTIFICIAL INTELLIGENCE AND IoT IN DIGITAL TRANSFORMATION OF PROCESS MANAGEMENT

2025-07-13T22:33:19+00:00

The article explores the integration of modern business process management with
artificial intelligence (AI) as a factor in increasing the operational efficiency of enterprises. The
authors analyze the evolution of the process approach in the context of digital transformation and
justify its relevance in modern conditions. The relationship between high-quality process management
and the possibility of effective use of AI is revealed, in particular in the aspects of data processing,
automation of operations and decision-making.
Methodologically, the article is based on a phased model of business process transformation using
the example of the order-to-pay (O2C) process, which includes determining process owners,
identifying customers, mapping the current state, establishing performance metrics, using digital
tools, reconstruction and further monitoring. Particular attention is paid to intelligent process
analysis, digital twins, generative AI, robotic automation and other technologies that contribute to a
deep rethinking and optimization of enterprise activities.
Based on the cases of leading companies, examples of successful implementation of digital process
management are demonstrated. It is emphasized that the key factors of success are not only
technologies, but also effective cross-functional interaction, change management and strategic vision
of leaders. The article emphasizes the need for process-oriented thinking in the context of the
development of AI and offers practical approaches to creating adaptive, scalable and highly effective
business processes.
Keywords: process management, artificial intelligence (AI), intelligent process analysis, digital
transformation, Internet of Things (IoT), operational efficiency, cross-functional collaboration.

References
1. Davenport, T. H. (1993). Process innovation: Reengineering work through information
technology. Harvard Business School Press. Retrived from
https://www.academia.edu/3284109/Process_innovation_reengineering_work_through_information
_technology
2. Davenport, T. H., & Harris, J. G. (2007). Competing on analytics: The new science of winning.
Harvard Business Review Press. Retrived from
https://www.researchgate.net/publication/7327312_Competing_on_Analytics
3. Davenport, T. H. (2018). The AI advantage: How to put the artificial intelligence revolution to
work. MIT Press. DOI: https://doi.org/10.7551/mitpress/11781.001.0001
4. Hammer, M., & Champy, J. (1993). Reengineering the corporation: A manifesto for business
revolution. HarperBusiness. DOI: https://doi.org/10.2307/258943
5. Hammer, M. (2001). The agenda: What every business must do to dominate the decade. Crown
Business.
6. van der Aalst, W. M. P. (2016). Process mining: Data science in action (2nd ed.). Springer.
DOI: 10.1007/978-3-662-49851-4
7. van der Aalst, W. M. P., Adriansyah, A., & van Dongen, B. F. (2011). Process mining manifesto.
In F. Daniel, K. Barkaoui, & S. Dustdar (Eds.), Business Process Management Workshops (pp. 169–
194). Springer. DOI: https://doi.org/10.1007/978-3-642-28108-2_19
8. Scheer, A.-W. (1998). Business process engineering: Reference models for industrial
enterprises. Springer. DOI: 10.1007/11678564_44
9. Scheer, A.-W. (2000). ARIS – Business process modeling. Springer.
10. Ng, A. (2020). Building machine learning powered applications: Going from idea to product.
DeepLearning.AI.
11. Dumas, M., La Rosa, M., Mendling, J., & Reijers, H. A. (2018). Fundamentals of business
process management (2nd ed.). Springer.
12. Dumas, M., van der Aalst, W. M. P., & ter Hofstede, A. H. M. (2005). Process-aware
information systems: Bridging people and software through process technology. Wiley-Interscience.
DOI: 10.1016/j.ipm.2006.01.005.

DIGITALIZATION OF BUSINESS PROCESSES: CHALLENGES AND OPPORTUNITIES FOR ICT ENTERPRISES

2025-07-13T22:33:27+00:00

The article explores the impact of digitalization on the transformation of business
processes in enterprises operating in the information and communication technology (ICT) sector. It
identifies key challenges faced by ICT companies in the context of the digital economy, including
rapid technological change, heightened customer expectations, and the need for operational agility.
At the same time, the study highlights opportunities provided by the integration of digital
technologies, such as cloud computing, big data analytics, artificial intelligence, and process
automation. The research emphasizes the importance of strategic rethinking of business process
management in order to increase flexibility, innovation potential, and customer orientation. The
paper substantiates that digital transformation is not merely a technological shift, but a
comprehensive organizational change that affects corporate culture, decision-making, and value
creation. Directions for optimizing business processes through the implementation of digital tools are
proposed, which are crucial for enhancing the competitiveness and resilience of ICT enterprises in a
volatile market environment.
Keywords: digitalization, business processes, ICT enterprises, digital transformation, innovations,
management.

References
1.Westerman, G., Bonnet, D., & McAfee, A. (2014). Leading Digital: Turning Technology into
Business Transformation. Boston, MA: Harvard Business Press.
2.Bharadwaj, A., El Sawy, O. A., Pavlou, P. A., & Venkatraman, N. (2013). Digital Business
Strategy: Toward a Next Generation of Insights. MIS Quarterly, 37(2), 471–482.
https://doi.org/10.25300/MISQ/2013/37:2.3
3.Kane, G. C., Palmer, D., Phillips, A. N., Kiron, D., & Buckley, N. (2015). Strategy, Not
Technology, Drives Digital Transformation. MIT Sloan Management Review and Deloitte University
Press.
4.Zgurska, O. M., Martynenko, M. O., & Illyushchenko, N. V. (2023). Modern trends in ecommerce development in the context of digitalization of society. Ekonomika. Menedzhment. Biznes,
(1–2)41, 32–38. https://doi.org/10.31673/2415-8089.2023.120660
5.Brynjolfsson, E., & McAfee, A. (2014). The Second Machine Age: Work, Progress, and
Prosperity in a Time of Brilliant Technologies. New York: W. W. Norton & Company.
6.Semenova, I. M. (2021). Digitalization of the Economy: Challenges for Enterprises. Economics
and Organization of Management, (2), 85–91.
7.Oksana Zghurska, Andrii Zakrevskyi, Bohdan Nechytailo, Olena Korchynska, Oksana
Havrysh, Andriy Tarasiuk (2024). ASSESSMENT OF FINANCIAL LOSSES DUE TO THE WAR
IMPACT ON THE AGRICULTURE DEVELOPMENT OF UKRAINE. FINANCIAL AND CREDIT
ACTIVITY: Problems of Theory and Practice. Volume 4 (57), 2024. 578–590. URL: DOI:
https://doi.org/10.55643/fcaptp.6.59.2024.4532
8.Hrynko, O. I., & Kovalenko, S. Y. (2020). Barriers to Business Digital Transformation in
Ukraine. Scientific Notes of the National University of Ostroh Academy, (3), 30–35.
9.Shevchenko, M. L. (2022). Risks and Barriers of Digitalization in the ICT Sector. Economic
Strategy and Prospects for the Development of Trade and Services, 1(33), 105–112.

THE IMPORTANCE OF COMMUNICATIONS IN THE INTEGRATION OF INTERNET TECHNOLOGIES IN AN ENTERPRISE

2025-07-13T22:33:33+00:00

The article
examines the importance of communications in the integrated development of Internet technologies
in an enterprise. In the modern information world, Internet technologies strongly influence an
enterprise and have a deep and comprehensive impact on its activities, transforming almost all
aspects of its functioning in society. The role and features of communications in a certain interaction
with Internet technologies are described, which open a new era for establishing ties in an enterprise.
The impact of modern information technologies on enterprise communications has become a relevant
topic in the modern business environment. Technologies provide enterprises with new opportunities
for personalizing communications with their contact audiences. The development of such
technologies, especially the Internet, social media, mobile applications and electronic
communication, affects the ways in which an enterprise interacts with its customers. The need to use
communication in enterprise management arises from the high level of information and
communication complexity of the tasks facing modern business entities. It was analyzed which
enterprises in the field of information and communication technologies have access to the Internet,
which has such a significant impact on their activities and communication links with contact
audiences. It was emphasized that the rapid development of the Internet and the spread of
technologies have reached such a scale that they have changed the way businesses interact with
consumers and have affected the working moments of employees at the enterprise. The passage of
information through communication channels with the implementation of Internet technologies at the
enterprise, which ensure the interaction of subjects at different levels of management in the process
of special contacts, is considered. It was established that an in-depth study of the importance of
communications in the integration development of Internet technologies at the enterprise is
understood as technical and managerial aspects of their implementation, which are aimed at ensuring
successful, effective and sustainable integration of new technologies, while minimizing possible risks
and barriers to communication.
Keywords: communication, Internet technologies, integrated development, enterprise, business,
interaction, information technologies, Internet.

References
1. Bodnarchuk, YU. (2023). Istorychni osoblyvosti mulʹtymediynoyi kulʹtury ta elektronnoyi
komunikatsiyi [Historical features of multimedia culture and electronic communication].
Informatsiya ta sotsium, 11-13.
2. Derzhavnyy komitet statystyky Ukrayiny [State Statistics Committee of Ukraine].
https://www.ukrstat.gov.ua/operativ/operativ2018/zv/ikt/arh_ikt_u.html
3. Hermanyuk, N.V. (2021). Rolʹ komunikatsiy v upravlinni orhanizatsiynym protsesom [The
role of communications in organizational process management]. Efektyvna ekonomika, 10.
http://www.economy.nayka.com.ua/pdf/10_2021/75.pdf
4. Hlyebova, A.O. & Kravchenko, V.V. (2021). Rozvytok tsyfrovykh komunikatsiy v umovakh
didzhytalizatsiyi ekonomiky Ukrayiny: problemy ta mozhlyvosti [Development of digital
communications in the context of digitalization of the Ukrainian economy: problems and
opportunities]. Efektyvna ekonomika, 9. http://www.economy.nayka.com.ua/? op=1&z=9277
5. Ilʹchuk, O.O., Udud, I.R. & Ivanochko, A.T. (2023). Rolʹ komunikatsiyi v pobudovi stratehiyi
antykryzovoho rozvytku pidpryyemstva [The role of communication in building an anti-crisis
development strategy for an enterprise]. Visnyk Sumsʹkoho natsionalʹnoho ahrarnoho universytetu.
Seriya «Ekonomika i menedzhment», 4 (96), 307.
6. Makovetsʹka, I. M. (2025). Znachennya upravlinsʹkykh Internet-tekhnolohiy v biznesi [The
importance of managerial Internet technologies in business]. Development Service Industry
Management, 2, 158-163.
7. Olifirenko, L. & Pysʹmenyuk, M. (2019). Kryteriyi efektyvnosti internet-tekhnolohiy v
aspekti planuvannya marketynhovykh komunikatsiy [Criteria for the effectiveness of Internet
technologies in the aspect of planning marketing communications]. Problemy i perspektyvy
ekonomiky ta upravlinnya, 2, 33-44.
8. Osokin, M.H. & Osokina, A.V. (2024). Tsyfrovi komunikatsiyi v systemi upravlinnya
biznesom [Digital communications in the business management system]. Ekonomika ta suspilʹstvo,
64. https://economyandsociety.in.ua/index.php/journal/article/view/4233/4159
9. Voyt, B. R. (2023). Sutnistʹ komunikatsiy pidpryyemstva ta yikh rolʹ u protsesi upravlinnya
nym [The essence of enterprise communications and their role in the process of managing them].
Biznes Inform, 3, 166-171.

MANAGEMENT DECISIONS IN THE CONDITIONS OF CHANGE: THE EXPERIENCE OF UKRAINIAN INSTITUTIONS

2025-07-13T22:33:40+00:00

This article investigates the transformation of managerial decision-making practices within Ukrainian
institutions amid conditions of heightened uncertainty and systemic disruption, particularly during
the period of martial law caused by the full-scale Russian invasion. The study provides a
comprehensive analysis of adaptive strategies implemented at various levels of governance, including
central government bodies, local self-governance units, civil society organizations, and private
enterprises. Emphasis is placed on the critical role of institutional flexibility, digital tools,
collaborative governance, and crisis communication in enhancing organizational resilience.
Drawing on real-world examples and empirical cases from 2022–2024, the research highlights
how Ukrainian institutions have restructured planning processes, decentralized authority, and
adopted innovative solutions for service delivery and public engagement. The integration of digital
platforms such as Diia and Prozorro, as well as the creation of local crisis response centers and
community-driven decision-making forums, illustrate a broader shift toward polycentric and adaptive
governance models. The article concludes with practical recommendations for improving
institutional robustness, emphasizing the interplay between strategic foresight and operational agility
in turbulent contexts.
Keywords: managerial decision-making, adaptive governance, institutional resilience, martial
law, crisis management, innovations, digital transformation, public sector reform, Ukraine, strategic
flexibility.

References
1. Varenia, N. M. (2024). Public Administration under Military Threats: The Ukrainian
Experience of Crisis Adaptation. Public Administration and Policy, (2), 6.
https://doi.org/10.70651/3041-2498/2024.2.01eu-scientists.com+1ResearchGate+1
2. Dyma, O. O., Martynenko, M. O., & Bulat, V. L. (2024). Innovative solutions for
digitalization of business processes in the information and communication technology industry.
Ekonomika. Menedzhment. Biznes, (3), 22–26. https://doi.org/10.31673/2415-8089.2024.032226
3. Kolodka, A. (2022). Crisis Management under Conditions of Full-Scale War. Scientific
Bulletin: Public Administration, (2(12)), 80. https://doi.org/10.33269/2618-0065-2022-2(12)-75-
86nvdu.undicz.org.ua
4. Usyk, S., & Terentieva, A. (2022). The Genesis of Situational Management Centers in
Emergencies: Ukrainian Experience and Global Practice. Scientific Bulletin: Public Administration,
(2(12)), 60. https://doi.org/10.33269/2618-0065-2022-2(12)-53-74nvdu.undicz.org.ua
5. Haiovych, H., Shykhnenko, K., & Arekhteichuk, O. (2023). Crisis Communication: Foreign
Experience and Ukrainian Realities. Scientific Bulletin: Public Administration, (2(14)), 140.
https://doi.org/10.33269/2618-0065-2023-2(14)-134-161nvdu.undicz.org.ua
6. Khomyk, Kh. (2023). Crisis Situations and Their Impact on the Separation of Powers: A
Comparative Study of France, Germany, and Ukraine. Public Administration and Local SelfGovernment, (3), 50. https://doi.org/10.32782/2414-4436/2023-3-7journals.politehnica.dp.ua
7. Oksana Zghurska, Olena Korchynska, Karina Rubel, Stepan Kubiv, Andriy Tarasiuk &
Oksana Holovchenko. (2022). Digitalization of the national agro-industrial complex: new challenges,
realities and perspectives. FINANCIAL AND CREDIT ACTIVITY: Problems of Theory and
Practice. Volume 6. No. 47 (2022). 388–399. URL:
https://fkd.ubs.edu.ua/index.php/fkd/article/view/3429. WoS. DOI:
https://doi.org/10.55643/fcaptp.6.47.2022.3929
8. Keudel, O., & Huss, O. (2023). Polycentric Governance in Practice: The Case of Ukraine’s
Decentralised Crisis Response during the Russo-Ukrainian War. Journal of Public Finance and Public
Choice, 1(aop), 10. https://doi.org/10.1332/25156918Y2023D000000002
9. Melnichuk, L., Martynenko, M., & Volkov, Y. (2025). Management solutions in achieving
sustainable development goals. Ekonomika. Menedzhment. Biznes, (1)48, 44–51.
https://doi.org/10.31673/2415-8089.2025.014451
10. Ponomarenko, O. S., Moroziuk, Yu. V., & Nyniuk, M. A. (2023). The Impact of Warfare on
the Effectiveness of Public Administration in Ukraine. Academic Visions, (1), 5. https://academyvision.org/index.php/av/article/view/1198

CONCEPTUAL PRINCIPLES OF FORMING THE HUMAN RESOURCE POLICY OF ENTERPRISES IN MODERN CONDITIONS

2025-07-13T22:33:47+00:00

The article is devoted to highlighting
the study of the conceptual principles of forming the personnel policy of enterprises in modern
conditions of external challenges and threats as a result of war and crisis. The relevance of studying
the influence of factors of an enterprise's external environment on the main components of its internal
environment, in particular its personnel policy, is based on the unique modern conditions of
functioning of both the state as a whole and business, in particular, against the background of
significant destruction caused by the war and existing crisis phenomena in various spheres of life.
Factors influencing the external environment (both direct and indirect) are considered from the point
of view of their impact on the human component of business, as one of the most influential components
of the internal environment, which determines both the weaknesses and strengths of business
activities. The characteristics of both the components of the formation of the company's personnel
policy (the type of personnel policy; the nature of the relationship with employees depending on their
place and role in the production process; the method of establishing a certain nature of relations; the
mechanism of transformation into a labor team) and the complex of the company's policies that reveal
the essence of its integrated personnel policy (recruitment; dismissal; transfer and development;
formation of a reserve and labor career) are given. The main modern external challenges affecting
personnel policy (labour restructuring and de-juvenalization) are indicated, with suggestions for
emphasis on its possible correction (internal recruiting, paying special attention to the policy of
relocation and personnel development). Attention is paid to a number of enterprise policies that
ensure the effective implementation of its personnel policy (assessment of personnel and the results
of their work; use of human resources; compensation and motivation; management of the work
behavior of employees; social relations and social responsibility), with proposals for these policies
regarding the consideration of external challenges existing in modern conditions (creation of new
jobs with attractive working conditions and reasonable requirements for employees; objectivity
regarding qualification and competency requirements and compliance of compensation and
motivation policies with modern labor market conditions).
Keywords: external challenges, personnel policy, human component of business, employee,
company policy, employer

References
1. Hruzina I. A., Derykhovsʹka V. I. (2019) Problemy rozvytku personalu v systemi stratehichnoho
upravlinnya pidpryyemstvom: monohrafiya [Problems of personnel development in the system of
strategic management of the enterprise: monograph]. Kharkiv: KHNEU, 252р. (in Ukrainian)
2. Havrysh O. A. (ed.) (2020) Tekhnolohiyi upravlinnya personalom: kolektyvna monohrafiya
[Personnel management technologies: collective monograph]. Kyyiv: NTUU «KPI imeni Ihorya
Sikorsʹkoho», 528р. (in Ukrainian)
3. Hrynʹova V. M., Pysarevsʹka H. I. (2018) Upravlinnya kadrovym potentsialom pidpryyemstva:
monohrafiya [Management of the enterprise's human resources potential: monograph]. Kharkiv:
KHNEU. 228р. (in Ukrainian)
4. Denysenko M. P., Budyakova O. YU. 2018 Kadrova polityka yak osnova formuvannya
innovatsiynoyi stratehiyi upravlinnya personalom pidpryyemstv [Personnel policy as the basis for the
formation of an innovative strategy for personnel management of enterprises]. Vcheni zapysky
Universytetu «KROK». vol. 4 (52), рр. 231 – 238
5. Bandur S. I., Kostyshyna T. A. (ed.) (2020) Sotsialʹno-trudovi vidnosyny: problemy nauky ta
praktyky: monohrafiya [Social and Labor Relations: Problems of Science and Practice: Monograph].
Poltava: PUEiT, 695р. (in Ukrainian)
6. Kolot A. M. (2019) Korporatyvna sotsialʹna vidpovidalʹnistʹ: evolyutsiya ta rozvytok
teoretychnykh pohlyadiv: monohrafiya [Corporate social responsibility: evolution and development
of theoretical views: monograph]. Kyyiv: KNEU, 355р. (in Ukrainian)
7. Ozerchuk N. (2017) Osoblyvosti formuvannya kadrovoyi polityky pidpryyemstva z
vykorystannyam aut·sorsynhu [Peculiarities of forming the personnel policy of an enterprise using
outsourcing]. Sotsialʹno-ekonomichni problemy i derzhava. vol. 2 (7). рр. 155-162
8. Bohuslavsʹka S., Bilous S., Mykolayenko V. (2023) Formy suchasnoyi kadrovoyi polityky
[Forms of modern personnel policy]. Ekonomika ta suspilʹstvo. vol.56 Available at:
https://economyandsociety.in.ua/index.php/journal/article/view/2981/2900 (accessed May 19, 2025)
Yakovenko V. H. (2024) Roz·hlyad dotsilʹnosti formuvannya suchasnoyi kadrovoyi polityky
pidpryyemstva v umovakh zovnishnikh vyklykiv [Consideration of the feasibility of forming a
modern personnel policy of an enterprise in the context of external challenges]. Visnyk ekonomiky
transportu i promyslovosti. vol. 85. рр. 103-110
9. Derhalyuk, B. V., Duzhak V. V. (2023) Kadrova polityka pidpryyemstva u kryzovykh umovakh
hospodaryuvannya [Personnel policy of the enterprise in crisis conditions of management].
Ekonomichnyy visnyk NTUU «KPI»: zbirnyk naukovykh pratsʹ. vol. 25. рр. 44-48
10. Hrishnova O. A., Kopylov D. V. (2023) Osoblyvosti zaluchennya ta utrymannya personalu v
umovakh viyny ta didzhytalizatsiyi pratsi [Peculiarities of attracting and retaining personnel in
conditions of war and digitalization of labor]. Teoretychni ta prykladni pytannya ekonomiky. № 2
(47) рр.35-48
Zachosova, N. V., Kimlyk, V. M., Zamohylʹna, A. V. (2023) Kadrova polityka zberezhennya
intelektualʹnoho kapitalu: v ochikuvanni Industriyi 5.0. [Personnel policy for preserving intellectual
capital: in anticipation of Industry 5.0. Personnel policy for preserving intellectual capital: in
anticipation of Industry 5.0.]. Ekonomika, upravlinnya ta administruvannya. №1 (103) рр. 36–42
Novikova O.F., Amosha O.I., Antonyuk V. P. (2016) Vnutrishnʹo peremishcheni osoby: vid
podolannya pereshkod do stratehiyi uspikhu [Internally displaced persons: from overcoming
obstacles to success strategies]. Kyyiv: NAN Ukrayiny. 275р. (in Ukrainian)
11. Zachosova, N., Zamohylʹna, A. (2023) Znachennya kadrovoyi polityky pidpryyemstva dlya
zabezpechennya stabilʹnosti yoho diyalʹnosti ta kadrovoyi bezpeky [The importance of an enterprise's personnel policy for ensuring the stability of its activities and personnel security]. Ekonomika ta
suspilʹstvo. vol. 56. Available at:
https://economyandsociety.in.ua/index.php/journal/article/view/2999/2919 (accessed May 19, 2025)
12. Shchokin H.V. (2007) Teoriya kadrovoyi polityky: monohrafiya [Theory of personnel policy:
monograph]. Kyyiv: MAUP. 176р. (in Ukrainian)
13. Moroz O. (2021) Organization of remuneration of labor of hired workers in Ukraine: situation
and problematic aspects. Economics & Education. International Scientific Journal.. Vol. 6. рр. 66 -
72.
14. Moroz O. S. (2018) Kadrova polityka orhanizatsiyi: navchalʹno-metodychnyy posibnyk
[Personnel policy of the organization: educational and methodological guide]. Zaporizhzhya: ZDIA.
162р. (in Ukrainian)

ACCOUNTING AND ANALYTICAL SUPPORT OF MARKETING ACTIVITIES OF AGRIBUSINESS ENTERPRISES

2025-07-13T22:33:57+00:00

The article addresses the challenges and conceptual foundations of forming a
modern accounting and analytical support system for marketing activities in agribusiness enterprises
under conditions of digital transformation and increasing competition. The study focuses on
identifying the current state and shortcomings of accounting practices related to marketing
expenditures and highlights the lack of systematic analytical evaluation of marketing performance in
most agricultural enterprises in Ukraine.
Particular attention is given to the necessity of integrating accounting systems with modern
information technologies such as CRM platforms, data warehouses, and business intelligence tools.
This integration is considered essential for transitioning from descriptive to predictive analytics in marketing management. The study substantiates a model of accounting and analytical support that
enables real-time cost tracking, segmentation of marketing channels, evaluation of the return on
marketing investments, and dynamic adaptation to market changes. The model is based on datadriven decision-making and allows for increasing both the transparency of marketing budgets and
the effectiveness of resource allocation.
The empirical part of the research is based on a survey of 30 agricultural enterprises, providing
insights into the existing barriers to digitalization and analytical development. Comparative analysis
with enterprises that have implemented digital systems reveals a higher level of marketing efficiency,
particularly in digital promotion and analytical planning. The proposed approach is relevant for
enterprises seeking to enhance strategic flexibility and long-term competitiveness in the agrifood
sector.
The paper contributes to the theoretical and methodological discourse on marketing analytics in
agriculture and opens new directions for further research on dynamic budgeting, cross-platform
integration, and the development of sector-specific analytical infrastructure for small and mediumsized agribusinesses.
Keywords: accounting, agricultural enterprises, analytical support, marketing management, CRM
systems, data analysis, digital marketing, decision-making, business intelligence, marketing
efficiency, resource allocation, marketing budgeting.

References
1. Podderiohin, A. O. (2010). Finansovyi menedzhment [Financial management]. Kyiv: KNEU.
(in Ukrainian)
2. Kyseliova, O. V. (2020). Upravlinnia marketynhovymy aspektamy diialnosti pidpryiemstv
APK [Management of marketing aspects of agribusiness enterprises]. Kharkiv: INZHEK.
(in Ukrainian)
3. Ngo, V. M., Le-Khac, N. A., & Kechadi, M. T. (2019). Designing and implementing data
warehouse for agricultural big data. arXiv. https://arxiv.org/abs/1905.12411
4. Kholod, M., & Mokrenko, N. (2024). Market basket analysis using rule-based algorithms and
data mining techniques. arXiv. https://arxiv.org/abs/2412.18699
5. Osmyatchenko, V. O., & Martynenko, M. O. (2025). Influence of new technologies on pricing
policy formation of telecommunications operators. Visnyk Akademii Pratsi, Sotsialnykh Vidnosyn i
Turyzmu, (3), Economics, Psychology and Management Series. https://doi.org/10.54929/3041-2390-
2025-03-04-03
6. FAO. (2021). Digital agriculture: The future of farming in a connected world. Food and
Agriculture Organization of the United Nations. https://www.fao.org/3/cb4787en/cb4787en.pdf

DEVELOPMENT OF LOGISTICS NETWORKS IN THE CONDITIONS OF DIGITIZATION AND MARKET INSTABILITY

2025-07-13T22:34:02+00:00

This article explores the development of logistics networks in the
context of ongoing digital transformation and increasing market volatility. The relevance of the study
stems from the urgent need to adapt logistics systems to rapidly changing global conditions, which
are shaped by technological innovations, unpredictable crises (such as the COVID-19 pandemic, the
war in Ukraine, and supply chain disruptions), and shifts in consumer demand. The main objective
is to identify current trends, risks, and tools that influence the evolution of logistics networks under
these conditions.
The research is grounded in a comprehensive analysis of scientific literature on digital logistics
and risk management and employs a methodological framework based on systems analysis,
comparative analysis, content analysis, expert assessments, and scenario modeling. Key focus areas
include the impact of digital platforms (such as TMS, WMS, ERP, SCM), big data analytics for
demand forecasting, automation of warehouse and transport processes, blockchain for supply chain
transparency, the Internet of Things (IoT) for real-time monitoring, and sustainable ("green")
logistics strategies.
The findings emphasize the necessity of transitioning from traditional, linear logistics models to
decentralized, flexible, and digitally integrated networks capable of responding proactively to
external shocks and internal operational shifts. The article presents practical recommendations for
enhancing supply chain resilience, operational efficiency, and environmental sustainability through
the strategic implementation of digital technologies. It also outlines avenues for further research,
including automation, risk forecasting, and adaptation of global practices to local economic contexts,
particularly in Ukraine.
Keywords: digitalization, logistics networks, market instability, supply chain, Internet of Things,
risk management, automation, resilience, sustainable logistics.

References
1. Kyzym M. O., Shemeta L. O. (2021) Tsyfrova lohistyka v umovakh hlobalizatsiyi [Digital
logistics in the context of globalization]. Business Inform (9), рр. 112–118. (in Ukrainian)
2. Mnykh O. B. (2022) Tsyfrovi platformy v lohistytsi: ryzyky ta perspektyvy. [Digital platforms
in logistics: risks and prospects] Economy and State. (5) pp. 45–50. (in Ukrainian)
3. Hrabynsʹka I. S., Voloshyn N. V. (2023). Innovatsiyni tekhnolohiyi v lohistytsi: trendy
tsyfrovizatsiyi [Innovative technologies in logistics: digitalization trends]. Bulletin of social and
economic research. (80). pp. 84–91. (in Ukrainian)
4. Christopher M., Peck H. (2004) Building the Resilient Supply Chain. International Journal of
Logistics Management. 15 (2). pp. 1–14. DOI: https://doi.org/10.1108/09574090410700275
5. Ivanov D. (2021) Digital Supply Chain Twins: Managing the Ripple Effect, Resilience, and
Disruption Risks. Transportation Research Part E: Logistics and Transportation Review. 136. DOI:
https://doi.org/10.1016/j.tre.2019.101922
6. Martynenko, M. O., & Nikolenko, I. Yu. (2024). Optimization of logistics processes in
international trade. Ekonomika. Menedzhment. Biznes, (1), 82–86. https://doi.org/10.31673/2415-
8089.2024.010012

FEATURES OF THE DEVELOPMENT OF ELECTRONIC COMMERCE IN THE CONDITIONS OF THE DIGITAL ECONOMY

2025-07-13T22:34:07+00:00

This article explores the current trends and specific features of e-commerce development
in the context of the digital transformation of the economy. Particular attention is paid to the impact
of digital technologies on the transformation of traditional business models, the evolution of
consumer behavior, and the emergence of new online retail formats. The authors provide a
comprehensive assessment of internal and external factors that either promote or hinder the growth
of e-commerce in Ukraine, taking into account both national circumstances and international best
practices.
The study systematizes key barriers to the development of e-commerce, including underdeveloped
infrastructure, fragmented regulatory frameworks, and rising cybersecurity risks. Strategic
opportunities for integrating Ukrainian businesses into the global digital marketplace are identified,
particularly through the expansion of digital literacy, logistics and payment infrastructure, and the
implementation of innovative technologies such as artificial intelligence, blockchain, and cloud
services. The article offers policy recommendations focused on supporting small and medium-sized
enterprises, improving the legal and regulatory environment, and enhancing digital security. The
practical value of the research lies in shaping a strategic vision for e-commerce as one of the leading
sectors of Ukraine’s digital economy.
The article presents a comprehensive analysis of the development of e-commerce in the context of
the digital transformation of the global and national economy. It explores how rapid technological
progress, particularly in the fields of ICT, artificial intelligence, big data, and blockchain, has
fundamentally reshaped traditional business operations and consumer interactions. E-commerce is
considered not merely as a sales channel, but as a core element of the digital ecosystem that influences
supply chains, business models, consumer expectations, and market competition.
Special emphasis is placed on the Ukrainian context, where the growth of e-commerce is evident
but challenged by infrastructure gaps, uneven digital inclusion across regions, limited digital literacy
among certain population groups, and weak regulatory frameworks. The article identifies key
obstacles to the sustainable development of e-commerce in Ukraine, such as insufficient logistics
support, a lack of competitive national online platforms, cybersecurity threats, and distrust in online
payments. At the same time, it highlights significant growth opportunities through public-private
partnerships, digital upskilling programs, tax and financial incentives for SMEs, and alignment with
EU digital regulations.
Using a combination of methods—including system and structural-functional analysis,
comparative studies, SWOT analysis, and statistical data aggregation—the study provides evidencebased insights into the current state of the e-commerce sector and offers strategic policy
recommendations. These include the development of a national digital trade strategy, support for
infrastructure modernization, the advancement of digital education, and increased integration with
the European Digital Single Market.
The findings underscore the importance of coordinated efforts by the state, business community,
and educational institutions to create a secure, inclusive, and innovation-driven environment for e-commerce development. The study has practical relevance for policymakers, entrepreneurs, investors,
and scholars interested in the intersection of digitalization, trade, and economic modernization.
Keywords: e-commerce, digital economy, internet trade, online business, digitalization,
innovations.

References
1. Laudon, K.C., & Traver, C.G. (2021). E-commerce 2021: Business, Technology, Society.
Pearson.
2. OECD. (2020). E-commerce in the Time of COVID-19. OECD Policy Responses to Coronavirus
(COVID-19).
3. Cabinet of Ministers of Ukraine. (2020). Concept for the Development of the Digital Economy
and Society of Ukraine for 2018–2020.
4. Ministry of Digital Transformation of Ukraine. (2023). Report on Digital Transformation in
Ukraine.
5. UNCTAD. (2022). Digital Economy Report 2022: Cross-border Data Flows and Development.
6. European Commission. (2023). Digital Markets Act: Ensuring Fair and Open Digital Markets.
7. State Statistics Service of Ukraine. (2024). Statistical Bulletin: Development of the Information
Society in Ukraine.
8. Osmyatchenko, V., & Martynenko, M. (2024). Development of E-Commerce in the Digital
Economy. State University of Telecommunications.

STRATEGIC BUSINESS DEVELOPMENT WITH A FOCUS ON DIGITIZATION AND ENVIRONMENTAL RESPONSIBILITY

2025-07-13T22:34:13+00:00

The article is dedicated to following the trend of strategic development of
commercial enterprises in Ukraine; assessments of the dynamics of economic indicators of regional
trading enterprises; environmental friendliness; structuring the business strategy tree with enhanced
functional strategies for environmental sustainability and digitalization; formation of direct further
digitalization of enterprises; planning of key performance indicators aimed at increasing the
economic efficiency of digitalization and developing elements of an environmental sustainability
strategy. The main results of the study are the development of recommendations for the promotion of
digitalization tools and the improvement of the environmental sustainability strategy for the effective
strategic development of enterprises.
Keywords: strategic development, enterprise, strategy tree, environmental responsibility,
digitalization.

References
1. Kravchuk, O. I., & Konovalova, V. Yu. (2023). Digitalization of personnel selection. In V. V.
Khrapkina & K. V. Pichyk (Eds.), Proceedings of the International Scientific and Practical Conference
"Management and Marketing as Factors of Business Development in the Recovery Economy" (Kyiv,
April 18–19, 2023) (Vol. 2, pp. 235–237). Kyiv: Kyiv-Mohyla Academy Publishing House.
2. Kryshtal, H., Kalina, I., Shuliar, N., Kapeliushna, T., Martynenko, M., & Ingram, K. (2022).
Trends of development of financial and economic activity of entrepreneurial structures during the
period of quarantine restrictions. Scientific Bulletin of National Mining University, (1), 139–144.
https://nvngu.in.ua/index.php/en/archive/on-the-issues/1875-2022/content-1-2022/6117-139
3. Huseva, O. Yu., Plevako, N. O., & Vasylevska, V. O. (2023). Digitalization of trade in Ukraine:
Technologies, forms, prospects. Ekonomika. Menedzhment. Biznes, (3)42, 36–41.
4. Kyshakevych, B. Yu., Demedyuk, B. T., & Sysiuk, V. I. (2024). Digitalization of small and
medium-sized businesses: Challenges and prospects. Investytsii: Praktyka ta dosvid, (2), 82–87.
5. Brodovych, Yu. V. (2024). Environmental responsibility in modern business: Strategies for
rational use of natural resources. Ekonomika ta suspilstvo, (69), 34–38.
https://doi.org/10.32782/2524-0072/2024-69-14
6. Retail trade in Ukraine: Who leads by revenue. (2024). 24 Kanal. Retrieved from
https://24tv.ua/business/rozdribna-torgivlya-ukrayini-atb-silpo-avrora-liderah-zaviruchkoyu_n2778303
7. LLC "ATB-Market". Financial reporting. Clarity Project. Retrieved from https://clarityproject.info/edr/30487219/finances
8. DesJardins, J. (1998). Corporate environmental responsibility. Journal of Business Ethics,
17(8), 825–838.

CRISIS MANAGEMENT TOOLS FOR SUPPORTING STRATEGIC STABILITY OF INDUSTRIAL ENTERPRISES

2025-07-13T22:34:18+00:00

The aim of the
study is to analyze and identify effective crisis management tools for maintaining the strategic
stability of industrial enterprises in conditions of economic instability and crises. The study examines
key crisis management tools, including financial recovery of enterprises, production restructuring,
business process optimization, risk management, and enhancing organizational resilience. The
analysis shows that the application of these tools is crucial not only for ensuring financial stability
but also for maintaining the strategic flexibility of enterprises in crisis situations. Moreover, the
research highlights the importance of leveraging advanced technologies and data-driven decisionmaking to enhance the responsiveness and agility of enterprises in the face of unforeseen challenges.
Particular attention is given to the relationship between the use of crisis management tools and the
ability of enterprises to maintain their competitiveness. It was found that integrated approaches to
risk management help reduce the impact of negative external factors and optimize the use of available
resources. An important aspect of the study is the adaptation of management processes to the
changing economic environment, which allows enterprises not only to survive in conditions of
economic instability but also to maintain strategic stability in the long term. The study emphasizes
the need for a proactive approach to forecasting and mitigating risks, which can prevent crises from
escalating and provide enterprises with a competitive edge in uncertain times.
The results of the study confirm that crisis strategies are essential tools for maintaining the
competitiveness of industrial enterprises in the face of crisis phenomena. The use of a comprehensive
approach to resource optimization and risk management significantly reduces the impact of crisis
factors on the enterprise's operations and enhances its resilience to external and internal shocks.
Therefore, strategic stability is achieved through continuous improvement of management processes,
the implementation of innovative crisis management tools, and effective adaptation to the changing
external environment. This ongoing process of adjustment and innovation strengthens the enterprise’s
ability to recover swiftly from disruptions and thrive amidst challenges.
Keywords: crisis management, strategic stability, industrial enterprises, crisis management,
enterprise resilience, economic strategies, financial recovery.

References
1. Baranovskyi, O. I. (2009). Anti-crisis measures of governments and central banks of foreign
countries. Bulletin of the National Bank of Ukraine, (4), 8–191.
2. Berezhna, O. R., & Sergiienko, T. I. (2020). Indicators for assessing the innovation potential
of an enterprise. In A. M. Tkachenko (Ed.), Strategic priorities for the development of
entrepreneurship, trade and exchange activity: Proceedings of the International Scientific and
Practical Conference (pp. 154–155). Zaporizhzhia: Zaporizhzhia Polytechnic National University.
3. Boniar, S. M. (2013). Theoretical foundations of anti-crisis management. Water Transport,
(1), 97–102.
4. Khacer, M. V. (2019). Anti-crisis financial management at the enterprise: Essence,
characteristics and mechanism. Scientific Notes of the Tavria National University named after V. I.
Vernadsky. Series: Economy and Management, 30(69), 1, 71–77.
5. Lihonenko, L. O. (2005). Anti-crisis management of an enterprise: A textbook. Kyiv: Kyiv
National University of Trade and Economics.
6. Lunkina, I. Yu. (2024). Theoretical aspects of anti-crisis enterprise management under
environmental turbulence. BusinessInform, (1), 22–28. https://www.businessinform.net/export_pdf/business-inform-2024-1_0-pages-22_28.pdf
7. Matukova, H. I., Bahashova, N. V., & Matukova-Yaryha, D. H. (2021). Anti-crisis
management: An algorithm for enhancing enterprise competitiveness. Economy and Society, (32).
https://doaj.org/article/9cadd6d16c3b41b494eaa621f0c14b6f
8. Orlovska, Y. (2012). Anti-crisis management of a commercial bank and criteria for its
effectiveness. Scientific Bulletin of the National University of the State Tax Service of Ukraine
(Economics, Law), 1(56), 74–80.
9. Prib, K. (2024). Anti-crisis strategies in enterprise management. Economy and Society, (70).
https://doi.org/10.32782/2524-0072/2024-70-116
10. Sergiienko, T. I. (2021). Anti-crisis management in the context of the COVID-19 pandemic.
In Global Challenges and Priorities in Times of the Coronavirus Crisis: Proceedings of the
International Scientific and Practical Conference (Kyiv, May 14, 2021) (pp. 61–63). Kyiv: Eastern
European Research Center.
11. Serikova, A. A. (2018). The essence of anti-crisis management of enterprise financial risks.
Prychornomorski Studii, (25), 177–179. http://nbuv.gov.ua/UJRN/bses_2018_25_39
12. Telin, S. V. (2010). Anti-crisis management – a preventive measure to avoid bankruptcy.
Economy of Industry, (2), 72–76.
13. Tkachenko, A. M. (2023). Anti-crisis management as a comprehensive system for preventing
crisis situations. Modeling the Development of Economic Systems, (1).
https://doi.org/10.31891/mdes/2023-7-30
14. Vasechko, L. I. (2018). Anti-crisis management as a tool for preventing the threat of enterprise
bankruptcy. Effective Economy, (8). http://www.economy.nayka.com.ua/?op=1&z=6484
15. Zveruk, L. A. (2017). Anti-crisis enterprise management in conditions of innovative
development. International Scientific Journal “Internauka”, 1(23, Vol. 2), 69–75.

PROBLEMS AND PROSPECTS FOR THE DEVELOPMENT OF DISTRIBUTION SYSTEMS IN UKRAINE

2025-07-13T22:34:26+00:00

This article substantiates the urgency of modernizing
Ukraine’s distribution systems in the context of post-war reconstruction and integration into
European and global supply chains. The study’s aim is to conduct a theoretical analysis of the problems and prospects for the development of both logistical and IT-based distribution, taking into
account wartime infrastructure damage and global digitalization trends. Key findings reveal critical
infrastructure constraints, low transparency, and fragmentation of supply chains, while also
demonstrating the potential of IoT-enabled cargo tracking, warehouse automation, implementation
of SCM platforms, and electronic document management. The conclusions emphasize that the
synchronized pursuit of three strategic vectors—infrastructure modernization, digital transformation,
and EU integration—will create conditions for sustainable economic growth, enhanced
competitiveness of Ukrainian products, and strengthened national security.
Keywords: distribution systems, logistics, digital transformation, supply chain management
(SCM), warehouse automation, EU integration, supply chain management practices

References
1. Al Tera, A., Alzubi, A., & Iyiola, K. (2024). Supply chain digitalization and performance: A
moderated mediation of supply chain visibility and supply chain survivability. Heliyon, 10(4), Стаття
e25584. https://doi.org/10.1016/j.heliyon.2024.e25584
2. Alquraish, M. (2025). Digital Transformation, Supply Chain Resilience, and Sustainability: A
Comprehensive Review with Implications for Saudi Arabian Manufacturing. Sustainability, 17(10),
4495. https://doi.org/10.3390/su17104495
3. Bandura, R., Timtchenko, I., & Robb, B. (2024). Ships, trains, and trucks: Unlocking Ukraine’s
vital trade potential. Center for Strategic and International Studies.
https://www.csis.org/analysis/ships-trains-and-trucks-unlocking-ukraines-vital-trade-potential
4. Chen, M., Tan, X., Zhu, J. et al. Can supply chain digital innovation policy improve the
sustainable development performance of manufacturing companies?. Humanit Soc Sci Commun 12,
307 (2025). https://doi.org/10.1057/s41599-025-04601-9
5. Dirox. (2025). IoT in logistics: Key benefits, challenges & innovations. Dirox.
https://dirox.com/post/iot-in-logistics-key-benefits-challenges-innovations
6. Eurostat. (2025). E-commerce statistics. Eurostat Statistics Explained.
https://ec.europa.eu/eurostat/statistics-explained/index.php?title=E-commerce_statistics
7. Global24 Team. (2023). Online sales: Ukraine ecommerce 2023 Analysis. Global24. Retrieved
May 21, 2025, from https://global24.com/en/blog/online-sales-ukraine-ecommerce-2023-analysis/
8. Griffin, S. J., Snowball, D., & Wong, A. J. (2023). Reinventing the digital customer experience.
McKinsey & Company. https://www.mckinsey.com/industries/industrials-and-electronics/ourinsights/distribution-blog/reinventing-the-digital-customer-experience
9. Guo, ZheYu, Song, L., & Wang, S. (2024). A study on enterprise digital transformation and
supply chain resilience from a “Multi-Chain Synergy” —— Empirical evidence from Chinese listed
companies [Working paper]. SSRN. https://doi.org/10.2139/ssrn.4996439
10. Holovko, O. (2023). Exploring the impact of the war in Ukraine on eCommerce: A
comprehensive research. Promodo. https://www.promodo.com/blog/exploring-the-impact-of-thewar-in-ukraine-on-ecommerce-a-comprehensive-research-for2022#:~:text=The%20products%20for%20children%20eCommerce,The%20increase%20in
11. Illiashenko, S., Shypulina, Y., Illiashenko, N., & Golysheva, I. (2024). Digitalization of
logistics to solve the problems of its development in the conditions of the post-war recovery of
Ukraine’s economy. Economic Herald of SHEI USUCT, 19(1), 69–
77. https://doi.org/10.32434/2415-3974-2024-19-1-69-77
12. International Federation of Robotics. (2023). Staff shortage boosts service robots – Sales up
48% [Press release]. International Federation of Robotics. https://ifr.org/ifr-press-releases/news/staffshortage-boosts-service-robots-sales-up-48
13. International Transport Forum. (2025). Sustainable pathways for surface freight transport in
Ukraine. International Transport Forum / OECD. https://www.itf-oecd.org/sustainable-pathwayssurface-freight-transport-ukraine
14. Li, P., Chen, Y., & Guo, X. (2025). Digital Transformation and Supply Chain
Resilience. International Review of Economics & Finance,
104033. https://doi.org/10.1016/j.iref.2025.104033
15. Nekrasenko, L., Pittman, R., Doroshenko, O., Chumak, V., & Doroshenko, A. (2019). Grain
logistics in Ukraine: the main challenges and effective ways to reach sustainability. Economic AnnalsXXI, 178(7-8), 70-83. doi: https://doi.org/10.21003/ea.V178-06
16. Pleuni. (2025). Ecommerce in Ukraine. Ecommerce News.
https://ecommercenews.eu/ecommerce-in-europe/ecommerce-in-ukraine/
17. Spruijt, M. (2024). The growth of automation in European supply chains. The Engineer.
https://www.theengineer.co.uk/content/opinion/the-growth-of-automation-in-european-supplychains/
18. Statista. (2019). Digital and physical game sales in the U.S. since 2009.
https://www.statista.com/statistics/190225/digital-and-physical-game-sales-in-the-us-since2009/#:~:text=2018%20www,is%20immediately%20ready%20to
19. The World Bank. (2023). 2023 Logistics Performance Index (LPI). The World Bank.
https://lpi.worldbank.org/international/global
20. Venger, V., Romanovska, N., & Chyzhevska, M. (2022). Integration of Ukraine to the Global
Value Chains. Comparative Economic Research. Central and Eastern Europe, 25(2), 137–161.
https://doi.org/10.18778/1508-2008.25.17
21. Wamba, S. F., & Queiroz, M. M. (2020). Industry 4.0 and the supply chain digitalisation: a
blockchain diffusion perspective. Production Planning & Control, 33(2–3), 193–210.
https://doi.org/10.1080/09537287.2020.1810756
22. Yanovska, V., Król, M., & Pittman, R. (2025). The logistics of grain exports from wartime
Ukraine: What are the highest priority areas to Address? Transportation Research Interdisciplinary
Perspectives, 30, 101363. https://doi.org/10.1016/j.trip.2025.101363

A COMPREHENSIVE SYSTEM OF STATE POLICY FOR ADAPTING THE LABOR MARKET TO TECHNOLOGICAL CHANGES

2025-07-13T22:34:35+00:00

The fourth
industrial revolution fundamentally transforms global labor markets, creating unprecedented
challenges for employment systems and social protection mechanisms. Technological innovations
lead to massive reduction of traditional jobs while simultaneously creating new professional niches
requiring fundamentally different competencies. Existing social protection and professional training
systems prove insufficiently adaptive to rapid technological changes, actualizing the need for
comprehensive approaches to state employment policy. The study aims to develop a comprehensive
state policy system ensuring effective labor market adaptation to technological innovations through
integration of retraining instruments, social protection, and stimulation of new job creation. The research analyzed international experience of adaptation policy formation in fifteen countries,
conducted comparative analysis of different state policy system effectiveness, and developed an
integrated worker support system concept. Main results include identification of active state policy
system advantages combining preventive and reactive support instruments, substantiation of early
warning system necessity for labor market changes, development of comprehensive system structure
with four interconnected components, and determination of financing and coordination mechanisms.
The study demonstrated critical importance of systematic approach to labor market adaptation,
effectiveness of personalized professional development approaches through individual learning
accounts, and feasibility of social protection system modernization considering technological
unemployment specifics. Research showed that most effective are systems with high active labor
market policy expenditures, personalized professional development approaches, and adaptive social
protection systems. Further research should focus on detailed elaboration of proposed system
component implementation mechanisms considering economic effects of element interactions.
Keywords: technological transformation of employment, labor market policy, worker retraining,
social protection, economic digitalization, workplace automation, professional
development, technological adaptation.

References
1. Acemoglu, D., & Restrepo, P. (2020). Robots and Jobs: Evidence from US Labor Markets.
Journal of Political Economy, 128(6), 2188-2244.
2. Arntz, M., Gregory, T., & Zierahn, U. (2016). The Risk of Automation for Jobs in OECD
Countries: A Comparative Analysis. Paris: OECD Publishing.
3. Degryse, C. (2016). Digitalisation of the Economy and Its Impact on Labour Markets. Brussels:
European Trade Union Institute.
4. Frey, C. B., & Osborne, M. A. (2017). The Future of Employment: How Susceptible are Jobs to
Computerisation? Technological Forecasting and Social Change, 114, 254-280.
5. International Labour Organization. (2024). World Employment and Social Outlook: Trends
2024. Geneva: ILO Publications.
6. Mazur, G. (2018). European Approaches to Digital Skills and Competences Development.
European Journal of Education, 53(4), 503-515.
7. OECD. (2024). OECD Employment Outlook 2024: The Future of Work in the Digital Age.
Paris: OECD Publishing.
8. OECD. (2023). OECD Skills Outlook 2023: Skills and Labour Market Resilience. Paris: OECD
Publishing.
9. Balakireva, O. M., & Dmytruk, D. A. (2020). Tsyfrova transformatsiya ekonomiky Ukrayiny:
bazovi skladovi ta pereshkody. [Digital transformation of Ukraine's economy: basic components and
obstacles] Ekonomika i prohnozuvannya, 1, 37-53.
10. Derzhavna sluzhba statystyky Ukrayiny. (2024). Obstezhennya robochoyi syly v Ukrayini u
2023 rotsi. [Labor force survey in Ukraine in 2023] Kyiv: Derzhstat Ukrayiny.
11. Kolot, A. M., & Herasymenko, O. O. (2019). Sfera pratsi v umovakh hlobalnoyi sotsioekonomichnoyi realnosti 2020: vyklyky dlya Ukrayiny. [Labor sphere in the conditions of global
socio-economic reality 2020: challenges for Ukraine] Ekonomika Ukrayiny, 3, 3-23.
12. Libanova, E. M. (2019). Maybutnye sfery pratsi: hlobalni vyklyky ta natsionalni vidpovidi.
[Future of the labor sphere: global challenges and national responses] Demohrafiya ta sotsialna
ekonomika, 3(37), 11-26.
13. Ministerstvo tsyfrovoyi transformatsiyi Ukrayiny. (2023). Zvit pro stan tsyfrovizatsiyi v
Ukrayini 2023. [Report on the state of digitalization in Ukraine 2023] Kyiv: Mintsyfry.
14. Petrova, I. L. (2020). Profesiyno-tekhnichna osvita Ukrayiny v konteksti yevropeyskykh
tendentsiy rozvytku lyudskoho kapitalu. [Vocational and technical education of Ukraine in the context
of European trends in human capital development] Demohrafiya ta sotsialna ekonomika, 2(40), 182-
195.
15. Skilskyy, O. I., & Zhulkanych, O. M. (2021). Transformatsiya rynku pratsi v umovakh
tsyfrovizatsiyi ekonomiky. [Labor market transformation in the conditions of economic
digitalization] Innovatsiyna ekonomika, 5-6, 41-47.
16. European Commission. (2023). Digital Economy and Society Index (DESI) 2023. Brussels:
European Commission.
17. McKinsey Global Institute. (2023). The Age of AI: Work, Progress, and Prosperity in a Time
of Brilliant Technologies. New York: McKinsey & Company.
18. Singapore Workforce Development Agency. (2024). SkillsFuture Annual Report 2023.
Singapore: WDA.
19. World Bank. (2024). Ukraine: Digital Economy Development Project – Implementation Status
Report. Washington, D.C.: World Bank Group.
20. World Economic Forum. (2023). Future of Jobs Report 2023. Geneva: WEF.