ПІДХОДИ ДО РЕАЛІЗАЦІЇ ЦИФРОВОЇ ТРАНСФОРМАЦІЇ БІЗНЕС-ПРОЦЕСІВ ПІДПРИЄМСТВА: УПРАВЛІНСЬКИЙ АСПЕКТ

Relevance. Digital transformation has been one of the key driving forces in the economy over the past few years, and the introduction of digital technologies is becoming an essential condition for an efficient, competitive and sustainable business. The article is devoted to the formation of the concept of digital transformation in the modern business environment, with a focus on the growing new challenges from the external environment. A wide range of studies devoted to this issue highlights various aspects, including barriers, strategies, elements and other components of this complex definition, which leads to the existence of multiple variations of approaches, both to the vision of the essence of digital transformation and its resulting parameters. The purpose of the study is theoretical and methodological elaboration of the issues of the essence of the categorical apparatus of the category "digital transformation of business" and the disclosure of its structural components, as well as clarification for further strategic management and reduction of the consequences of risk determinants. Objectives: analysis of statistical data on the level of digitalization of business in Russia; identification of key elements of digital business transformation; consideration of digital transformation as a business process. Methodology. As part of the study, materials from world rating reports and news agencies were used, as well as developments by representatives of the national scientific school, which was the basis for a critical analysis. Standard methods of statistical processing, generalization, and comparison were used. The method of classification and comparative analysis, as well as methods of structural-functional and strategic analysis are applied. Results. The article presents the main trends of digitalization of business in Russia. The author's approach to understanding the definition of "digital transformation of business" is formulated, its key elements are highlighted. A conceptual model of digital business transformation in the conditions of practical implementation of the basic development strategy is proposed. Conclusions. The technologies that form the basis of digital transformation are revolutionary in themselves, and in their synergetic effect are capable of radically transforming business and society, destroying old business models, thereby contributing to the increase of competitive opportunities and rapid adaptation to chaotically changing market requirements.

The relevance of the problem of developing effective anti-crisis strategies in conditions of increasing uncertainty and unpredictability of internal and external environment of enterprises is substantiated. The necessity of formation of active anti-crisis strategy in connection with frequent crises in activity of entrepreneurial structures is studied. It has been established that the crisis on the one hand is a destructive process that threatens the stable existence of entrepreneurial structures, and on the other it is constructive - since it forms the prerequisites for their transition to a qualitatively different level of development. It is proposed to use the tools of digital business transformation as an element of crisis management. The possibilities of applying digital business transformation in different business areas have been investigated. The following areas of digital business transformation are defined: business functions, business processes, business models, business assets, business culture, business ecosystem. It has been determined that digital technologies allow to obtain significant advantages for small and medium-sized businesses, among which it should be noted: improving business operations, stimulating innovation and ensuring the growth of enterprises, changing existing and developing new business models, expanding marketing opportunities. It is substantiated that digital transformation is simultaneously aimed at improving existing business processes and creating competitive advantages by changing and creating new business processes within the enterprise.

The literature argues that a real digital transformation of firms requires holistic changes of the business model. Despite knowledge about this ambitious goal, understanding of how digital business model transformation can be achieved is still very limited. In this article, we explore how firms achieve digital business model transformation. We apply a case study design to investigate how incumbents have changed their respective business model dimensions during digital transformation. Our findings center on interview data and complementary archival records from 15 cases. We present a framework for digital business model transformation along the dimensions of value proposition, value creation, and value capture. Our results emphasize the importance of a preparatory phase in which the strategic course is set. Furthermore, our findings demonstrate that transforming a company's business model is most effective when a single person, namely the Chief Digital Officer, is responsible. Our findings contribute to the business model literature, by providing a more holistic view on how business model innovation can be utilized during digital transformation.

This has changed in the digital age, where social media is no longer seen as a tool of communication, but rather it has become a transformation factor that is transforming how organisations innovate and redesign their business processes. The review paper discusses the complex influence of social media on digital innovation and transformation of business processes based on the strategic importance of social media in facilitating agile, data-driven and customer-centric organisational ecosystems. Based on an integrative review of the existing research, the research paper summarises the ways social media platforms enable open innovation, promote collaboration, spread knowledge faster and democratise the generation of ideas via digital communities. The paper explains how social media analytics, artificial intelligence, and big data help in enhancing innovation potentials through providing real-time insights, predictive intelligence, and evidence-based decision-making. The review further examines how the business processes, especially marketing, customer relationship management, human resources and supply chain operations, are undergoing reengineering with the integration of social media, which is facilitating the firms to respond with personalised digital experiences. Although these opportunities exist, the review marks various challenges, such as privacy concerns, overload of information, skills gaps, organisational resistance and reliance on a particular platform that could lead to barriers to beneficial transformation. The paper ends with future research directions highlighting the use of social media and emerging technologies, including AI, IoT, blockchain, and the metaverse, to provide future directions for further digital transformation. On balance, the study offers a detailed insight into the role of social media as an agent of digital innovation and the transformation of the business process that allows organisations to be competitive in a constantly evolving technological environment. Keywords: Social Media, Digital Innovation, Business Process Transformation, Social Media Analytics, Open Innovation, Digital Transformation, Emerging Technologies

Digital transformation is currently one of the most prominent topics in information systems research. Existing work in this context mainly focuses on the digitalisation of business models and impacts on economy or society. However, with the transformation of business models also come significant IT-induced changes of workplace environments. In this paper, success factors of digital workplace transformation are investigated, thereby adding a micro-perspective to the ongoing research stream on digital transformation. We will show for an organisation in the wholesale industry that the expected work design characteristics have an important influence on the employees’ attitude towards digital workplace transformation. In more detail, we will show that enabling employees to expect being autonomous, competent and connected at the workplace is not only vital for their expected future work performance, but also for their expected well-being in the workplace. Both of the latter, in turn, increase employees’ positive attitudes towards digital workplace transformation and consequently their intentions to actively support the necessary change process.

Предметом исследования является процесс формирования новых бизнес-моделей высокотехнологичных компаний в условиях глобальной цифровой кооперации. Цель: исследование перспектив и проблем формирования новых бизнес-моделей высокотехнологичных компаний России в условиях глобальной цифровой кооперации. Методология исследования носит междисциплинарный характер, в статье применяются как общенаучные методы, так и специальные аналитические и статистические методы исследования, а также метод научного синтеза. Исходные цифровые данные для анализа взяты из открытых источников тематических обзоров консалтинговых агентств VC.RU, Центр исследований Сколково, Digital IQ, PWC. Результаты исследования подтвердили гипотезу о том, что для поддержания конкурентной позиции и обеспечения умного роста высокотехнологичных компаний РФ необходимо обновление их стратегических бизнес-моделей Выводы: 1. Основные бизнес-модели устройства высокотехнологичных компаний включают в себя: интеграционную бизнес-модель, дирижистскую, модель лицензирования. 2. Как показало исследование, российские финтех-компании практически дублируют зарубежный опыт и тренды цифровизации бизнес-процессов, что связано как с глубокой интеграцией российских банков в мировую банковскую систему, так и тщательно отлаженные стандарты цифрового этикета, и методологию построения операционных бизнес-процессов в цифре. 3. У российских High-Tech компаний нефинансового сектора имеется значительное расхождение в части мотивации к новаторству (16,0 % в РФ против 36,0 % в мире), готовность работать в новой отрасли или выход на новый рынок (4,0 % против 18,0 %), зато ввиду наличия существенных пробелов с эффективностью организации операционных бизнес-процессов менеджмент оценивает новую бизнес-модель именно с позиции ее потенциальных способностей сократить операционные издержки. 4. Для финтех-компаний ожидается использование таких бизнес-моделей, как следующий гигант (Next Giant), партнер по своей воле, пятый элемент. Для нефинансового сектора — охотники за эффективностью и новаторы. Завершающим этапом масштабной эволюции бизнес-моделей высокотехнологичных компаний финансового и нефинансового сектора РФ станет массовизация бизнес-модели кросс-функциональной экосистемы. Результаты исследования могут быть использованы как в образовательном процессе в рамках преподавания дисциплин «Стратегический менеджмент», «Управление проектами», «Бизнес-моделирование», «Форсайт-менеджмент», так и в практическом аспекте при разработке проектов обновления стратегических бизнес-моделей высокотехнологичных компаний. Дальнейшие направления исследований планируется акцентировать на оценке финансово-экономического потенциала роста обновленных бизнес-моделей, анализа возможностей масштабирования новых бизнес-моделей на мезоуровне, а также тестирование возможности создания высокотехнологичных франшиз и их экспорта. Subject of research: the process of forming new business models of high-tech companies in the context of global digital cooperation. Goal: To study the prospects and problems of forming new business models of high-tech companies in Russia in the context of global digital cooperation. The research methodology is interdisciplinary, the article uses both general scientific methods, as well as special analytical and statistical methods of research, as well as the method of scientific synthesis. Initial digital data for analysis are taken from open sources of thematic reviews of consulting agencies VC.RU, Skolkovo Research Center, Digital IQ, PWC. The results of the study confirmed the hypothesis that in order to maintain a competitive position and ensure smart growth of high-tech companies of the Russian Federation, it is necessary to update their strategic business models Conclusions: 1. The main business models of the device of high-tech companies include: integration business model, conducting, licensing model. 2. As the study showed, Russian fintech companies practically duplicate foreign experience and trends in the digitalization of business processes, which is associated with both the deep integration of Russian banks into the global banking system, as well as carefully debugged digital etiquette standards, and the methodology for building operational business processes in the figure. 3. Russian High-Tech companies in the non-financial sector have a significant discrepancy in terms of motivation for innovation (16.0% in the Russian Federation versus 36.0% in the world), readiness to work in a new industry or enter a new market (4.0% versus 18.0%), but due to significant gaps in the effectiveness of the organization of operational business processes, management evaluates the new business model precisely from the position of its potential abilities to reduce transaction costs. 4. For fintech companies, the use of business models such as the next giant (Next Giant), a partner of its own free will, the 5th element is expected. For the non-financial sector – efficiency hunters and innovators. The final stage of the large-scale evolution of business models of high-tech companies in the financial and non-financial sector of the Russian Federation will be the mass of the business model of the cross-functional ecosystem. The results of the study can be used both in the educational process as part of the teaching of the disciplines "Strategic Management," "Project Management," "Business Modeling," "Forsyth Management," and in the practical aspect when developing projects for updating strategic business models of high-tech companies. Further research areas are planned to focus on assessing the financial and economic potential of the growth of updated business models, analyzing the possibilities of scaling new business models at the meso-level, as well as testing the possibility of creating high-tech franchises and their exports. Key words: business model, strategies, innovation, digitalization, intellectual capital, stakeholders, Industry 4.0, proactive development, venture capital investments.

The article critically analyses the approaches to understanding the essential characteristics and principles of digital transformation of modern enterprises. The study aims to consider the existing points of view on the essence and content of digital transformation and digitalization, to identify the features of digital transformation depending on the type of business processes of the organization. The key hypothe-sis of the study is that there are different types of digital transformation, the efficient implementation of which significantly depends on the specifics of the business processes, the correct choice of the type and strategy of digital transformation. The article analyzes the views of domestic and foreign researchers on the relationship between such definitions as: digitalization and digital transformation. The analysis results in the grouping of the existing points of view into 3 basic approaches: process, aggregation and identity, and the authors identified the distinctions between digitalisation and digital transformation. The authors specify the differences between the “digitalization” and “digital transformation” and identify 2 enlarged types of digital transformation: the first type has a hallmark – “change design vector”, and the second type has a set of fea-tures including “scale of change” and “radicality of change”. The classification of digital transformation types expands theoretical knowledge in the field of digital transformation management of enterprises and contributes to the development of practically-oriented methods and models of effective digital transfor-mation in domestic enterprises. The authors justify the relationship between the types of business processes of the enterprise in terms of digital transformation type: the first type of digital transformation is most typi-cal for the main business processes with high capital intensity and low flexibility, and the second is typical for auxiliary and managerial business processes with low capital intensity and greater flexibility. The model of classification of digital transformation projects allows us to diversify strategies, minimize costs and in-crease the efficiency of digitalisation of business processes.

The article examines digitalization as one of the key drivers of modern economic development and an important factor in the digital transformation of professional sports organizations. It is emphasized that digital transformation goes beyond the simple implementation of digital technologies and involves qualitative changes in business processes, business models, communication channels, and monetization methods, especially within digital platforms. Approaches to understanding digital transformation are analyzed, in particular the concept of transforming customer experience, operational processes, and business models. The aim of the study is to identify the features of digitalization of professional football clubs in Ukraine and abroad. The methodological basis of the research includes theoretical analysis of scientific and methodological literature, pedagogical observation, and mathematical and statistical data processing. Based on the Balanced Scorecard model, an expert analysis of digital maturity and innovative development of three leading Ukrainian football clubs («Dynamo», «Oleksandriya», and «Shakhtar») was conducted across four dimensions: finance, customers and products, business processes, personnel, and resources. In order to identify real barriers and prospects for digital transformation within a specific national championship, data from the 2024/2025 season of three football clubs of the VBET Ukrainian Premier League 2024–2025 («Dynamo», «Oleksandriya», and «Shakhtar») were analyzed. The research results indicate significant differences in the level of digital maturity among the clubs and reveal a number of problems, including the lack of long-term digital transformation strategies and limited investment resources. At the same time, FC «Shakhtar» demonstrates the highest overall level of digitalization, while FC «Dynamo» is a leader in the business processes dimension. The conclusions substantiate the feasibility of using startup projects as an effective tool for accelerating digital innovations in the Ukrainian football industry and increasing club competitiveness and fan engagement.

The limitation of business and social activity during the crisis caused by the coronavirus in Russia and in the whole world led to the need to adapt the business processes of public catering enterprises to new realities. The goal of research is to study the trends of digital transformations of business processes of public catering enterprises of southern Russia, due to the need to adapt to the factors caused by the pandemic, as well as to assess their "viability" in terms of their use after the end of the coronavirus crisis. To conduct the study, the authors chose content analysis of scientific sources presented in the databases Scopus and Web of Science, which described the cases of development of public catering enterprises during the crisis caused by the coronavirus. As a result of the analysis of Russian and international experience, it was revealed that the set of solutions dealing with digitalization of business processes was focused on the use of technologies that ensure a decrease in perceived health risks, and was expressed both in changing the services provided and in changing the process of their provision. The study identified the following main trends in the digitalization of business processes in the food service industry of Russia. The characteristics of these trends are given from the point of view of their "viability" in the long term. Common problems associated with the use of digital technologies and tools in businesses are identified. The authors came to the conclusion that the digitalization of business processes in Russia will continue after the return to traditional forms of service, since modern consumers tend towards a variety of technological innovations due to their speed and relative ease of use, and the increased availability of mobile technologies that provide search, payment, and other functions also they make it possible to reduce health risks.

The article examines the approaches of different authors to the essence of the digital economy and digital transformation. The analysis showed that the introduction of ICT into all spheres of an individual's and society's life, the development of the knowledge economy, the redistribution of labor with an emphasis on the service sector, servitization, and the transformation of business models towards meeting growing needs as quickly as possible have led to the fact that the service sector is undergoing significant digital reconfiguration both vertically in the modern conditions of the global economy, and horizontally. Drastic transformations are taking place in the structure of people employed by industry in the economies of the world, fundamentally new electronic products and services are emerging, new links are being integrated into global value chains through the use of digital technologies and traditional components are disappearing. The definition of digital transformation of the service sector, approaches to quantitative and qualitative assessment are proposed, levels of digital transformation, effects for the state, business, consumers are highlighted.

The article is devoted to the problems of digital transformation of companies in the service sector. The article describes the concepts of "digitization", "digitalization", "digital transformation", "automation". The analysis of the main sectors of the public services sector, the processes of transformation into a new business model of their development is carried out. Specific examples show the role of digital technologies implemented by individual companies, the leaders of their industry: "Internet of Things" (IoT); virtual diagnostics of the service; mobile applications and portals; artificial intelligence and machine learning (AI / ML); remote maintenance; UX design; virtual reality; cloud technologies; online services and others. The authors proceed from understanding the difference between automation and digitalization, the strategic goal of which is to create a new digital business model that creates new value. The result of digital transformation is the reconfiguration of processes that change the business logic of the company and the process of creating value. The article concludes that the rapid development of new technologies leads to the fact that companies face not only a dilemma when choosing the most suitable technologies for investment, but also the problem of staffing and finding an adequate organizational structure to create and maintain a new business model of the company.

Ever since the rise of the Internet, digitalization has been increasingly shaping firms’ business processes and models. The rapid rise of digital technologies has perhaps even changed some of the fundamentals of strategy, including strategic decision‐making, cognition, discourse and practices. However, limited effort has been made to structure the strategy‐oriented academic discourse in the digitalization era. This essay begins by defining and positioning the digital transformation from a strategic perspective. We provide grounds for this essay based on the existing research on a literature search and review to add theoretical structure to the field through the bibliometric mapping of 626 digital transformation studies from high‐quality academic journals (AJG3 and AJG4 journal quality levels). Based on the analysis, we identify four clusters of research perspectives: (1) digital transformation, (2) digital strategy, (3) digital business model innovation and (4) digital marketing. Our essay contributes to the emerging digital transformation literature by positioning these different perspectives in digital phenomena that are relevant and adjacent to strategy and strategizing. Finally, we position the special issue papers in the research perspectives identified, and we suggest potential avenues for future research.

The article aims to provide a comprehensive overview of both theoretical concepts and practical applications regarding the transformation of business models in the context of digitalizing the economy. In the current digital landscape, traditional business models may no longer suffice to sustain growth and competitiveness. Therefore, there is a pressing need to identify and adopt novel approaches that leverage digital technologies to their fullest potential. By examining the latest trends and emerging paradigms in economy’s, the article aims to re-think their strategies and embrace digital transformation proactively. This involves not only incorporating technology into existing operations but also reimagining the entire business model to capitalize on new opportunities and address evolving consumer behaviors. Furthermore, the article aims to provide practical insights and actionable recommendations for businesses looking to embark on their digital transformation journey.

The purpose of this study consists in analyzing the state of development of the digital economy of Ukraine, determining the place of the country in terms of the level of development of information and telecommunication technologies in the world. Also, it is worth identifying the main promising areas for the development of the digital economy in our country. and analyze which technologies of the digital economy are changing the living conditions and economic behavior of people. Research methodology. The methodological and theoretical basis of the study is the scientific and creative understanding of the developments of foreign and domestic scientists in the field of the digital economy in general and digital transformations in particular. The information base of the study was official documents, standards and codes of ethics of international professional associations and organizations. To achieve this goal, a set of general scientific methods (analysis, synthesis, induction, deduction, abstraction) and methodological techniques (systematization, generalization, review, comparison) are used to study the principle of digital transformation of business models. Results. The practical significance of the research results. Prospects for further scientific research are ensuring the safety of the process of creating, transmitting, processing and storing data, which creates the need to take into account the risks and development of digital technologies. Definitions of such concepts as: «Digital economy», «Digital transformation», «Digital business model» are given. The main types of business models, the pros and cons of digitization, and the tools for transforming business models are named. The state of the digital economy in Ukraine and the prospects for its further development are analyzed.

The digital transformation of business models is a process which helps traditional business solutions reach new functionalities through innovative technologies. Digital transformation is now crucial to the development of the rail transport sector. The main rail market entities are railway undertakings, infrastructure managers, entities in charge of maintenance, or certification bodies. Digitalization creates new opportunities to shape the business ecosystem in the rail transport sector. The aim of the research is to identify and indicate key social perspectives related to the development of digital business models functioning in railway enterprises. Technological aspects and relational determinants related to the strong mutual cooperation required between railway undertakings and infrastructure managers have particular significance in this context. In this approach, the digitalization of processes is important. The approach also reveals a significant process of business model socialization, which is conceptualized and operationalized through the evolution of social factors based on digital transformation.