Вплив цифрових трансформацій на організаційну культуру авіаційних підприємств

The performance of the organization in terms of enterprise management in the current conditions of globalization and transition on the digital is determined by organizational culture. This has an impact on employee productivity, the state of innovation, adaptability to change and resilience of the business in conditions of instability. The aim of the study is to examine technical approaches to evaluation of influence of the organization culture on efficiency of the enterprise under consideration based on the modern trends in the field of the information technology. The work is based on the methodological basis, i.e. the use of the qualitative analysis methods including the content analysis and the case studies. Specifically, existing methods for assessing organizational culture, especially qualitative methods in the field and staged quantitative methods in the laboratory, have limitations, largely related to subjectivity and insufficient adaptation of the latter’s quantitative techniques to the particularity of the corporations and industries examined. It is possible to use modern digital technologies for more objective assessment and at the price of significant staff and adaptation to the conditions of the enterprise. The work results can be used to create integrated methods of assessing the organizational culture forming, thus managing in question will become more efficient which enables enterprises to be more competitive. It has been demonstrated that a socially responsible company is a business structure that carefully adheres to the concept of sustainable development, stimulates innovation, and effectively manages available resources. It is necessary to conduct further research in the development of adaptive models for assessing the corporate culture in consideration of industry specifics, size of entities, and conditions of hybrid and remote work. Keywords: organizational culture, enterprise efficiency, corporate governance, assessment methods, digital technologies, Big Data, artificial intelligence, strategic management, sustainable development, corporate social responsibility.

Abstract. According to the results of the conducted research, the modern realities that became a prerequisite for the need to transform the organizational culture of domestic companies and the main social trends that affected the work culture were characterized. The purpose of the article is to determine the directions of transformation of the organizational culture of domestic companies in the conditions of a fullscale war of Russia against Ukraine and the COVID-19 pandemic, and to fi nd ways to improve it in order to have a positive impact on labor productivity. To achieve the goal, a logical approach, comparative, statistical methods, as well as methods of scientific abstraction and synthesis were used. The essence of the new category «remote organizational culture» was studied. Current challenges in the field of personnel management for domestic companies in war conditions are analyzed. An analysis of changes in the organizational culture of domestic and foreign companies in connection with Russian aggression against Ukraine was carried out. The components of an effective organizational culture for the development of personnel of domestic companies in the conditions of war and the COVID-19 pandemic have been determined, the main ones of which are: the value of the employee, care for employees, the importance of the emotional and mental component of health, strengthening the role of internal communications, improving the remote work policy, training and development, equality and inclusive workforce, introduction of digital means of activity into the organizational culture, improvement of organizational spirit, active use of opportunities of corporate social responsibility, strengthening of the employer’s brand. Proposals have been made to improve the organizational culture of domestic companies in the conditions of war and the COVID-19 pandemic. The relationship between organizational culture and employee productivity was characterized, as a result of which it was found that organizational culture is a very important tool for stimulating the productive work of personnel and can become an effective element in the development of a work motivation system due to the fact that: the study of new cultural elements affects the attitude employees to work and their performance; organizational culture in a short period of time creates sufficiently strong homogeneity in the team; employees who share the principles of organizational culture receive recognition; organizational culture stimulates personnel to innovate; organizational culture ensures comfortable working conditions; employees who follow the organizational culture also have the opportunity to develop the culture in their own unique way. Key words. Transformations of organizational culture, remote corporate culture, components of organizational culture, charity, volunteering, remote work, digitization of work, labor productivity, COVID-19 pandemic, war.

This article reveals the theoretical and methodological foundations of economic digital transformation as a multi-level process encompassing macro-, meso-, and micro-levels of socio-economic systems. It is demonstrated that digital transformation serves as the primary driver of global economic development, fueled by rapid growth in investments in digital technologies and artificial intelligence. The concept of technological singularity is introduced as a qualitative leap in the transformation of business models and management practices, reflecting the shift toward autonomous, data-driven economic processes. The article substantiates the pivotal role of a unified digital space as a key infrastructural component of the digital economy, essential for fostering seamless integration and coordination among various economic actors. A structural model of the digital space is proposed, based on principles of interoperability, standardization, security, and flexibility, which collectively ensure transparency, operational efficiency, and sustainable development within digital ecosystems. Contemporary challenges and strategic recommendations are analyzed concerning the formation and support of digital ecosystems, with particular emphasis on institutional frameworks and financial mechanisms. The study highlights the necessity of developing adaptive regulatory policies, innovative investment models, and collaborative partnerships among state institutions, private sector entities, and scientific communities. International experiences, such as those embodied in the EU Digital Single Market initiative and policies of the OECD, World Bank, and UN, are reviewed to demonstrate the global trend toward integrated digital infrastructure fostering innovation, inclusiveness, and economic resilience. The findings contribute to a comprehensive understanding of how multi-layered digital transformation shapes modern economies and provide a conceptual basis for policymakers and practitioners aiming to design effective strategies for sustainable digital development.

This paper explores the use of big data to measure company culture, good and bad, including toxic culture. Culture is a central factor driving employee experiences and contributing to the “great resignation”. Harnessing the key Artificial Intelligence (AI) technology of neural networks using deep learning methodology for NLP provides the capability to extract cultural meanings from a diverse array of organizational information and cultural artefacts ( texts, images, speech and video) available online. Using big data and AI provides a predictive capability surpassing the value of employee survey instruments of the last century providing a rear view of insights. Big data helps break free from the paradigm of only thinking about culture moving at a glacial pace. An innovative methodology and AI technologies help measure and visually plot the organizational culture trajectory within a company cultural landscape. Cultural values, inclusive of toxicity, have the potential for detection across all forms of communications media. A non-invasive approach using a broad range of open data sources overcomes limitations of the traditional survey instruments and approaches for achieving a culture read. The benefits of the approach and the AI technology are the real-time ingestion of ongoing executive and managerial feedback while entirely sidestepping the issues of survey biases and viable samples. The methodology under study for reading a culture moves well beyond traditional text-centric searches, content analyses, dictionaries and text mining, delivering an understanding of the meanings of words, phrases, sentences or even concepts comprising company culture. Embeddings are an ideal neural network breakthrough technology enabling the computation of text as data through creating a meaningful space in which similar word meanings exist in close proximity. Vector algebra in a multidimensional space helps unpack the cultural nuances and biases pent up within the unstructured information flowing through and from organizations, from tweets to text-centric corporate communications, including annual reports. This modelling enables predictions about an organizational future culture based on communication data existing across internal and external digital platforms. The variety of communications represents the twenty-first century culture requiring exploration and discovery. Visualizations of the traces of multiple dimensional cultures make current-state and culture predictions for an organization and competitive organizations in the same or adjacent industries within a company cultural landscape.

In the recent period, in the theoretical and practical approaches to management, corporate culture has been emphasized, which is a socio-economic category and is one of the key factors in the efficiency of university activity and the satisfaction of spiritual and social needs and demands. It is directly related to the realization of the necessity and usefulness of the joint work of the university staff. Corporate or organizational culture is the atmosphere prevailing in the internal environment of a university with any management structure, the presence of which dictates completely new approaches to management, the creation of working conditions for staff, and the and the assessment of new behavioral and interpersonal qualities and requirements of staff. It is a set of behavioral models, the acquisition of which contributes to the university’s adaptation to the external environment and the formation of internal integration. The article examines the impact of corporate culture on the confrontational behavior of university staff, which is an integral part of any university. Such elements of corporate culture as managers’ management approaches, leadership style, and the presence of values, norms, and rules of the majority of employees are of the utmost importance in preventing and solving behavioral deviations among university staff. The article discusses the impact and importance of structural and operational features of corporate or organizational culture in the context of managing the conflictual behavior of university staff.

This study examines the internal and external factors that shape corporate culture in Vietnamese small and medium-sized enterprises (SMEs). Drawing on established theoretical frameworks – including Schein’s organizational culture model, Hofstede’s cultural dimensions, and the Competing Values Framework – we develop a conceptual model linking leadership, organizational values, internal communications, and external environmental influences to corporate culture. A quantitative survey was simulated for 300 employees and managers in Vietnamese SMEs, and data were analyzed using structural equation modeling (SEM). The results suggest that internal factors such as leadership style, clarity of vision/mission, and open communication have a significant positive impact on corporate culture strength and type. Among external factors, national cultural context (e.g. high collectivism and power distance in Vietnam) and market environment dynamics also influence corporate culture, albeit more indirectly. Notably, leadership’s role emerged as the strongest determinant of corporate culture (standardized β ≈ 0.35, p < 0.001), reinforcing the idea that founders and top managers imprint core values and norms. External factors like competitive pressure showed a moderate effect (β ≈ 0.20, p < 0.01), indicating that adapting to market changes is also crucial. These findings highlight the interplay between internal leadership-driven forces and the broader socio-cultural context in shaping SME cultures. The study contributes to literature on organizational culture in developing economies and offers practical implications: Vietnamese SME leaders should actively cultivate supportive, adaptive cultures, and policymakers should continue promoting initiatives (such as the national “Vietnamese Business Culture Criteria”) to foster healthy corporate culture. Implications for theory and practice are discussed, emphasizing that a strong, adaptable corporate culture can enhance knowledge sharing, employee commitment, and overall SME performance in Vietnam’s dynamic economy.

In the modern era, digital transformation has become an integral part of the development of economies and society as a whole. Digital technologies, such as automation, artificial intelligence, the Internet of Things (IoT), and analytical platforms, have great potential for optimizing economic processes, increasing productivity, and developing innovations. However, the implementation of digital technologies brings with it a number of challenges, including the need to adapt to the specific needs of different industries and effectively manage these processes. The purpose of this article is to develop an integrated algorithmic model for optimizing digital transformation aimed at maximizing economic growth and innovation in different industries. Special attention is paid to the development of mathematical models, in particular genetic algorithms and multi-criteria optimization methods, to predict the impact of digitalization on productivity, costs, and the innovative potential of enterprises. The article offers a comprehensive approach to assessing the economic effect of implementing digital solutions, in particular, through simulation modeling, which allows taking into account numerous factors affecting digital transformation, such as the development of digital infrastructure, the level of innovation and the adaptation of technologies to the specifics of each industry. Thus, the article not only offers a new methodology for optimizing digital transformation, but also contributes to the formation of tools for assessing and strategically managing digital solutions at the enterprise and state levels. The developed model can be an important step in improving digitalization strategies to increase efficiency and competitiveness in the face of globalization and technological change.

Problem There are gaps in the literature related to organizational culture, job satisfaction, and employee engagement. Researchers have noted that these variables, and the relationships amongst them, have not been studied enough and there exists a need for further research. The purpose of this study was to examine employees’ perceptions of the relationship between the organizational culture of a Toronto-based technology company, and their job satisfaction and engagement. Method This study utilized a quantitative, non-experimental, correlational method, while employing a cross-sectional approach with secondary data. This study used data collected by a Toronto-based technology company in June of 2016. The goal of this survey was to measure employee engagement and overall employee happiness, for the purpose of determining what areas of the organization’s culture, if any, needed to be improved. The participants for this study were all full-time employees of the organization. Seventy-three percent of the employee workforce - 76 out of a total of 104 employees - completed the survey. The hypotheses were tested using bivariate correlation analysis to examine the relationship between the variables. Results The results showed that (1) employees’ perceived organizational culture was positively correlated with their job satisfaction; (2) employees’ perceived organizational culture was positively correlated with their engagement; (3) there is no statistically significant correlation between employees’ length of time with the organization, and their job satisfaction; and (4) employees’ gender was not correlated with their job satisfaction. Two of the hypotheses were supported, while two were not. Research Hypothesis H1: There is a statistically significant relationship between employees’ perception of the organizational culture of a Toronto-based technology company, and their job satisfaction. This hypothesis was supported Research Hypothesis H2: There is a statistically significant relationship between employees’ perceptions of the organizational culture of a Toronto-based technology company, and their job engagement. This hypothesis was supported. Research Hypothesis H3: There is a statistically significant relationship between employees’ length of time at a Toronto-based technology company, and their job satisfaction. This hypothesis was rejected Research Hypothesis H4: There is a statistically significant relationship between employees’ gender and their job satisfaction. This hypothesis was rejected. Conclusions The results of this study confirmed that there is a strong positive, significant, relationship between organizational culture and the job satisfaction and engagement of employees. Organizations should therefore strategically plan to develop an organizational culture that will lead to high levels of job satisfaction and engagement among their employees, as

The innovative capacity of an organisation is determined by numerous factors which operate in the external and internal environment. Without diminishing the role and importance of external environment factors, the focus of this paper is the analysis of the impact of the organisational structure and culture, which are the elements of the internal environment, on the innovative behaviour of organisations. The paper starts from the assumption that business innovation is under a strong influence of the abovementioned elements, bearing in mind that the influence can be both positive and negative depending on the dimensions of the organisational structure and the values promoted by the organisational culture. The findings in the paper can contribute to the existing literature to interpret the nature of the relationship between the organisational structure and culture and the innovative ability of a company; as well as to find the way how to improve the existing business innovation practice based on the creation of the organisational design that encourages workplace creativity and innovation.

본 연구는 구성원들의 창의적인 사고가 중요한 뷰티기업에서 구성원들이 유연하게 다양한 지식을 함양할 수 있는 학습지향성 조직문화에 영향을 미치는 조직문화들을 살펴보고자 하였다. 즉, 본 연구에서는 선행연구를 바탕으로 조직들의 공통적인 조직문화인 집단문화, 개발문화, 위계문화, 합리문화 등을 뷰티기업의 조직문화로 보고, 이 조직문화들이 학습지향성이라는 특수한 조직 문화를 구축하여 구성원들의 직무만족 및 조직몰입 등을 내포한 조직유효성에 영향을 미치는지를 살펴보고자 하였다. 이를 위해 뷰티기업인 ‘J’ 계열사인 ‘J뷰티’, ‘(주)J’, ‘J아카데미’, ‘J헤어살롱’ 등에 종사하는 종업원 600명을 대상으로 연구를 진행하였다. 수집된 표본은 SPSS ver 19.0과 AMOS ver 19.0의 통계프로그램을 이용하여, 신뢰성 및 타당성 검증, 상관관계 분석, 구조방정식 모형분석을 통한 가설을 검증하였다. 분석 결과 뷰티기업의 조직문화 중 집단문화, 개발문화 합리문화는 기업의 학습지향성에 긍정적인 영향을 미치는 것으로 확인되었다. 그러나 많은 선행연구들에서 조직의 위계문화는 학습지향 성에 부정적인 영향을 미친다고 나타났지만, 본 연구의 결과는 위계문화가 학습지향성에 긍정적인 영향을 미치는 것으로 확인되어 위계문화와 학습지향성의 관계에 대한 가설은 기각되었다. 또한 뷰티기업의 학습지향성은 종업원들의 직무만족 및 조직몰입 모두에 긍정적인 영향을 미치는 것으로 확인되었다. 본 연구의 결과는 조직마다 공통적으로 내포한 조직문화 유형이 학습지향성이라는 특수한 조직문화를 구축하는데 영향을 미친다는 것을 밝힘으로써 조직문화와 관련된 연구들에 시사하는 바가 크다. 또한 뷰티기업이 지속적으로 성장하기 위해서는 빠르게 변화하는 시장트렌드를 구성원들이 자유롭게 학습할 수 있는 조직문화의 활성화가 필요함을 시사하고 있다.This article investigates the employees of the beauty business to identify how organizational culture including group, developmental, hierarchical, rational culture influence learning orientation, which in turn affects organizational effectiveness(job satisfaction and organizational commitment). In other words, this study will observe how general organizational culture of beauty business is linked to learning orientation which is specific organizational culture. Furthermore, this study attempts to identify the relationship between learning orientation and organizational effectiveness. To prove this, we surveyed 600 employees working at ’J‘ affiliates, such as ‘J Beauty’, ‘J Academy’ and ‘J Hair Salon’. SPSS 19.0 and AMOS 19.0 have been utilized for delivering the study results. Empirical analysis results indicated that group, developmental, rational culture of beauty business positively influence learning orientation, which in turn affects job satisfaction and organizational commitment of beauty company employees. Whereas though hierarchical culture had a negative impact on learning orientation, it positively influenced learning orientation. The earlier studies were at best conceptual analysis or they mainly dealt with the relationship between organizational culture and performance, whereas this paper found general organizational culture that affect specific organizational culture. Also the findings of the study showed that the significance of organizational culture as a mechanism of building learning orientation of beauty business.

This study investigates the impact of digital transformation and artificial intelligence (AI) on sustainable development outcomes in MENA economies over the period 2010–2023. It employs a dynamic panel data approach using the System Generalized Method of Moments (System GMM) estimator to address endogeneity, unobserved heterogeneity, and persistence effects. The findings indicate that digital transformation is the primary driver of sustainable development, exerting a stronger and more consistent effect compared to AI. This highlights the role of digital infrastructure as a foundational enabler of sustainability transitions. In contrast, AI shows a positive but weaker impact, reflecting its complementary and maturity-dependent nature within the digital ecosystem. The results also reveal significant regional heterogeneity, with GCC countries exhibiting stronger effects than non-GCC economies. This disparity is explained by differences in institutional quality, digital infrastructure, and absorptive capacity. Overall, the study demonstrates that sustainable development in MENA economies is driven not only by technology adoption but also by the interaction between digital infrastructure, AI, and institutional readiness.

The article presents the results of theoretical and empirical studies on the phenomenon of trust and corporate culture. Based on the theoretical analysis, we concluded that trust, psychological atmosphere and organizational culture are not only significant factors of an enterprise’s economic efficiency, but also the main indicators of its psychological climate. The psychological efficiency of an organization is understood as its staff’s ability and willingness to perform their assigned tasks, including the willingness to make necessary or inevitable changes to the external and internal environment of the organization. Corporate culture and trust are integrative indicators of an organization’s psychological efficiency, since, besides of psychological relationships, they also include the regulatory system of decision-making and organizational behavior. The question of relations between the type of organizational culture and the personal values of its employees remains quite acute and open now. Without its solution, it is difficult to understand and predict formed culture of an organization. Any enterprise carries out its activity in accordance with the values important to its employees. The acceptance of organizational values by its members and commitment to these values by its staff are factors that make the organizational culture strong. It is difficult to create and maintain the necessary level of organizational culture and its corresponding unique content because the individual personal values of both newcomers and seasoned employees can differ significantly from the organizational values. Newcomers, in addition to new ideas, or approaches to problem solving, bring their own views, beliefs, values, attitudes, which can significantly shake the already formed organizational cultural values. Therefore, in order to maintain and strengthen the existing value system, it is necessary to influence employees by forming values that are as close as possible to the organizational ones. Thus, the study of the relations between employees’ values and organizational culture is quite relevant today.

Nowadays, for surviving in dynamic and global environment, companies need to have strong organizational culture to have competitive production or service, flexibility for quick response of environmental changes, which can be achieved by optimal organizational structure. It will impact on the whole company's productivity and influence on better performance and duties balance.  The main purpose of this study is to identify the cultural and structural issues of the MFIs in Armenia, examine the best practice and give improvement action plan. Based on the literature review there are diverse studies that prove the relationship between structure and culture of the company and their correlation with productivity. Actually, organizational structure and culture have a great influence on the productivity, as the formal and informal communications between employees predict the level of their work efficiency. Being a driver of a company's execution, organizational culture and structure are connected with different activity outcomes. While examining the current situation in Agroleasing few problems were identified in accordance with productivity of the company. One of them is connected with the complicated organizational structure as there are several positions that are not used in reality. The other was linked with the absence of cultural behavior; the employees are acting based on their preferences and professional level. These two issues had a serious impact on the performance of the company. Summarizing the best approaches of literature review and identifying the problems of Agroleasing, several test-cases were organized in order to evaluate the current efficiency of the organizational structure and to understand the roots of employee's diverse behavior approaches. According to the results of researches recommendations were highlighted for each sphere. A new organizational structure was offered in order to simplify the complexity of the duties, also servant leadership behavior was recommended as a way of better internal cultural environment creation.

This study aims to provide a comprehensive analysis of the impact of digital transformation on labor productivity in industrial enterprises. In the context of globalization and technological progress, the digitalization of industrial production has become a crucial factor in economic growth. Digital technologies–automation, artificial intelligence, big data analytics, cloud computing, and the industrial Internet of Things (IoT) are key tools for improving labor productivity. These technologies not only enhance production efficiency but also strengthen the competitiveness of enterprises, expanding their opportunities to enter global markets. The study examines international experiences in assessing the impact of digital transformation on labor productivity. Reforms implemented under Germany's "Industry 4.0" initiative, South Korea's digital strategies, and Singapore's "Smart City" program are analyzed, highlighting their effects on the industrial sector. In these countries, the adoption of digital technologies is considered a critical factor in increasing labor productivity. Additionally, the research explores the current state of digital transformation in Kazakhstan's industrial enterprises, identifying key barriers and opportunities. The main challenges of industrial digitalization in Kazakhstan are related to infrastructure limitations, a shortage of qualified personnel, and the low readiness of enterprises to adopt new technologies. Addressing these issues requires enhanced government support, the development of digital infrastructure, and the strengthening of enterprises' innovation potential. The findings of this study indicate that the effective implementation of digital transformation in Kazakhstan will become a vital component of national innovation development, positively impacting labor productivity and sustainable economic growth. The widespread adoption of digital technologies will enable industrial enterprises to optimize production processes, expand into new markets, and improve their competitiveness.

PurposeThe phrase, “corporate culture”, refers to a company's values, beliefs, business principles, traditions, ways of operating, and internal work environment. In the perspective of corporate culture, the paper attempts to trace the changes in some libraries round the world.Design/methodology/approachThe paper provides a conjectural approach to corporate culture and how the same could be applied to contemporary libraries and information centers and to show how the five laws of Library Science coupled with the evolution of IT have not only made the library services more competitive, but also profoundly influenced the ethics of twenty‐first century librarianship.FindingsThe paper finds that contemporary libraries will have to adapt corporate culture to promote knowledge‐based business so as to make their services customer‐friendly.Originality/valueThe paper portrays the different aspects of corporate culture and cites the contributions of well‐known authors on “organization culture”.