The article substantiates the theoretical and applied aspects of planning regional policy aimed at strengthening the economic mobility of small and medium-sized enterprises (SMEs) in Ukraine under wartime challenges and post-war recovery conditions. Economic mobility of SMEs is defined as their ability to create, adapt, develop, and scale activities in a volatile and risk-intensive environment, ensuring resilience, competitiveness, and economic security at the regional level. The study argues for the application of a program-target approach based on a clear hierarchy of strategic goals, operational objectives, tasks, and measures with defined timelines and responsible actors. The paper identifies priority directions of regional policy, including the determination of strategic types of economic activity in line with regional development strategies, stimulation of new business creation among youth, veterans, internally displaced persons, and other vulnerable groups, as well as support for the development and scaling up of operating enterprises. Particular attention is paid to improving monitoring systems by shifting the focus from formal quantitative indicators to performance-based and innovation-oriented metrics, including dynamic indicators of sales and the share of innovative products. The feasibility of implementing SME self-assessment tools and the SME Test to evaluate the impact of regional decisions on business activity is substantiated. The importance of evaluating the effectiveness of grant support programs and enhancing transparency through analytical dashboards is emphasized. Implementation of the proposed approaches will contribute to strengthening adaptive capacity of SMEs, increasing regional competitiveness, and forming the foundations for sustainable socio-economic development of Ukraine.

The article is devoted to an in-depth study of theoretical models and methodological approaches to the development of public service in Ukraine in the context of transformational changes in the public administration system, decentralization of power and European integration. It is substantiated that the public service is a key institutional element in the implementation of public authority functions and an important factor in ensuring the stability, efficiency and legitimacy of public administration. The article summarizes scientific approaches to interpreting the essence of public service as a socio-legal and managerial phenomenon, and also analyzes the evolution of its theoretical models - from the classical bureaucratic model to modern managerial, service-oriented and human-centric concepts. Particular attention is paid to methodological approaches to the study of the development of public service, in particular systemic, institutional, functional and comparative, which allow for a comprehensive assessment of its structure, mechanisms of functioning and results of activity. The feasibility of using an interdisciplinary methodology that combines tools of legal analysis, public administration theory and socio-cultural approach is proven in order to form a holistic vision of the processes of modernization of the public service. Based on the generalization of domestic and foreign experience, the main directions of development of the public service in Ukraine are identified, including professionalization of the personnel, improvement of personnel management mechanisms, development of motivational tools, increase of institutional capacity of public authorities and adaptation to European standards of good governance. The need to use interdisciplinary and systemic methodological approaches to increase the efficiency of the development of the public service in Ukraine is substantiated. It is concluded that the sustainable development of the public service in Ukraine is possible provided that regulatory and legal reforms are combined with the conceptual update of theoretical models and methodological principles of its functioning, taking into account modern social challenges.

The article examines theoretical, methodological, and applied aspects of forming a regional strategy for improving service quality in the hotel and restaurant sector of Zakarpattia as a key factor in the sustainable development of the region’s tourism and recreational potential. The relevance of the study is driven by increasing competition in the tourism services market, growing consumer expectations regarding service quality, and the need for hospitality enterprises to adapt to contemporary socio-economic challenges and European integration processes. The study substantiates the role of service quality as a strategic resource for building competitive advantages of hotel and restaurant enterprises at the regional level. The specific features of the hotel and restaurant sector in Zakarpattia are analyzed, taking into account its border location, multicultural environment, seasonal tourist flows, and the predominance of small and medium-sized enterprises. Key service-related problems are identified, including workforce shortages, uneven quality standards, insufficient digitalization, and limited investment capacity. The paper proposes conceptual foundations for developing a regional strategy aimed at improving service quality, which involves the integration of strategic management tools, place marketing instruments, service standardization, and human capital development. Particular attention is paid to mechanisms of coordination between local authorities, business entities, and educational institutions in order to create a comprehensive regional service quality management system. The implementation of the proposed strategic approaches will contribute to increasing customer satisfaction, strengthening the tourist attractiveness of Zakarpattia, and ensuring the sustainable development of the hotel and restaurant sector in the long term.

The article examines the transformation of Ukraine’s financial ecosystem under the conditions of a full-scale war and identifies the key drivers of its resilience. The study argues that, despite severe economic shocks, infrastructure destruction, and heightened uncertainty, Ukraine’s financial system has demonstrated a remarkable capacity to maintain core functions. This resilience has been ensured through a combination of unconventional monetary and regulatory measures implemented by the National Bank of Ukraine, institutional strength of the banking sector, rapid digitalization of financial services, operational continuity of payment infrastructure, and unprecedented international financial assistance. The paper emphasizes that digital finance and FinTech solutions have played a critical role in preserving access to financial services for households and businesses amid population displacement, power outages, and security risks. The widespread adoption of cashless payments, mobile banking, digital government platforms, and emergency initiatives such as «Power Banking» significantly enhanced the adaptive capacity of the financial ecosystem. At the same time, the study highlights the trade-offs between macrofinancial stabilization and long-term credit expansion, underlining the constraints imposed on investment and reconstruction financing. Special attention is given to Ukraine’s ongoing regulatory convergence with the European Union, including the harmonization of payment systems, financial monitoring standards, and sustainable finance regulations. The integration of ESG principles and the expansion of green and social finance instruments are considered essential components of post-war recovery and long-term competitiveness. Based on the synthesis of empirical evidence and policy analysis, the article systematizes strategic directions for strengthening financial ecosystem resilience in conflict-affected economies. Furthermore, it introduces a conceptual framework for a Financial Ecosystem Resilience Index (FERI), which aggregates macrofinancial, institutional, digital, and behavioral dimensions of resilience. Although the index is not empirically estimated in this study, its formalization and quantitative application are proposed as promising avenues for future research. The Ukrainian case provides valuable insights for policymakers and researchers seeking to design resilient financial systems under conditions of prolonged crisis and uncertainty.

The article focuses on the aspects of regional policy for the modernization of the institutional environment of innovation activity at the meso-economic level. The purpose of the article is to substantiate the aspects of modernization of the institutional environment of innovation activity in the regional economy. The essential and content-based characteristics of the institutional environment are generalized. It is established that in the sphere of innovation development this is the most important element of regional economic policy, which occupies a leading position in the conceptual framework of institutionalism theory and modern institutional economics. The author’s definition of the concept of the institutional environment of regional innovation development is provided. The composition of the elements of the institutional environment of regional innovation development is identified. It is determined that in the process of forming the institutional environment of innovation development it is important to focus on two aspects. First, the elimination of shortcomings and gaps within the existing environment; second, the consideration of progressive trends of its modernization. In the case of the economies of Ukrainian regions, such trends include deregulation and neo-institutionalization, formalization of market institutions, reorganization of the management system, and digital transformation of relations. It is proved that their alignment and complementarity make it possible to identify the spectrum of tasks of institutional support for innovation development in the regional economy, namely in the aspects of the basic, system self-regulating, and coordinating role, the expansion of cooperation, and the digitalization of processes and relations.

The article explores the role of knowledge management technologies in the digital transformation of quality management systems in food industry enterprises. It substantiates that knowledge has become a key strategic resource ensuring competitiveness, innovativeness, and sustainability of production in the context of globalization and the digital economy. The study demonstrates that an effective quality management system cannot function without integrating knowledge-based technologies that form the foundation of corporate memory, promote staff learning, experience exchange, and support informed managerial decision-making. Based on the analysis of classical theoretical approaches (Nonaka, Davenport, Probst), the essence of knowledge management is defined as a continuous cycle of creating, sharing, and applying knowledge within the production environment. International standards ISO 9001:2015, HACCP, IFS, and BRC are considered as institutional frameworks that regulate the processes of formalizing, preserving, and exchanging organizational knowledge. The paper identifies the key tools of knowledge management, including ERP systems, CRM platforms, data warehouses, expert systems, and AI/ML technologies. It is proven that their implementation enhances process transparency, reduces error risks, and enables the creation of intelligent quality management systems (Quality 4.0). The experience of leading global companies such as Nestlé, Danone, Unilever, and Cargill, as well as Ukrainian enterprises such as MHP, Halychyna, and Kernel, is analyzed to demonstrate practical realization of knowledge-oriented digital strategies in production processes. The research highlights that the integration of digital technologies and systematic knowledge management forms a dynamic development ecosystem where information is transformed into knowledge, and knowledge – into strategic decisions. Future research directions include developing methodologies for assessing the efficiency of knowledge-based technologies and creating maturity models for evaluating the digital transformation level of food industry enterprises.

Стаття присвячена аналізу системного, структуроутворюючого характеру світового ринку зерна в світовій економіці, міжнародній торгівлі та фактора глобальної економічної трансформації. Розглянуто історичний, теоретичний та інституційний контекст його формування, товарну структуру й географічну диверсифікацію, а також основні функціональні характеристики. Визначено, що світовий ринок зерна виступає стратегічним елементом глобальної продовольчої системи, який забезпечує перерозподіл ресурсів, підтримує економічну стійкість і впливає на світові торговельні баланси. Проаналізовано вплив геополітичних ризиків, кліматичних змін, цифровізації логістичних процесів та інновацій на динаміку зернового ринку. Доведено, що підвищення його ефективності потребує розвитку інфраструктури, для переробки зерна, розвитку логістики, комплексного обслуговування процесів, застосування цифрових технологій та міжнародної кооперації, що зумовлює роль зернового ринку як структуроутворюючого елементу національної і світової економіки. Окрему увагу приділено проблемі посилення проявів глобальних дисбалансів і глобальної асиметрії, за яких світовий ринок зерна потребує солідарного регулюючого впливу. Інституалізація такого впливу відбувається за ліберальними правилами, що призводить до формування ринково-вмотивованих центрів управління, орієнтованих на отримання високого економічного ефекту, який досягається, зокрема, шляхом недобросовісної конкуренції на глобальному ринку, та концентрації управлінської влади у низки країн та ТНК. Запропоновано напрями посилення конкурентоспроможності та стійкості зернового сектору світової економіки як структурного чинника глобальної торгівлі й сталого економічного зростання і важеля глобального управління та координуючого впливу.

У статті досліджено взаємозв’язок між екологічними, соціальними та управлінськими (ESG) показниками та характеристиками дохідності й ризику акцій публічних енергетичних компаній у 2019–2023 роках. На основі вибірки з 39 компаній, що представляють різні підсектори енергетики (нафта й газ, комунальні послуги, відновлювана енергетика), виконано двоетапний аналіз. На першому етапі кореляційний аналіз не виявив статистично значущого лінійного зв’язку між агрегованими ESG-оцінками та показниками річної дохідності й ризику. Такі результати узгоджуються з попередніми емпіричними дослідженнями, які підкреслюють довгостроковий характер ESG-сигналів. На другому етапі кластерний аналіз методом K-середніх дозволив виокремити три типові профілі компаній за критеріями ESG, дохідності та волатильності, виявивши приховані закономірності, які традиційні регресійні моделі не фіксують. Кластери охоплюють: (1) видобувні компанії з високою дохідністю і ризиком та низькими ESG-оцінками; (2) інфраструктурні фірми з помірними ESG-показниками і змінною результативністю; (3) лідери ESG, здебільшого з відновлюваної енергетики, із низьким ризиком і помірною дохідністю. Результати вказують на те, що ESG-показники не є короткостроковими предикторами фондової ефективності, але можуть слугувати індикаторами стратегічної стійкості. Стаття робить внесок у літературу з ESG, запропонувавши кластеризацію як ефективний інструмент для типологізації в галузевих ESG-дослідженнях. Обговорюються обмеження дослідження та напрями подальших робіт, зокрема необхідність розробки динамічних нелінійних моделей, використання методів машинного навчання та проведення аналізу чутливості в різних економічних умовах.

The article presents the development of an adaptive model of organizational and economic support for enterprises operating under conditions of multifactorial uncertainty, with a specific focus on the Ukrainian context shaped by war, economic instability, and structural disruptions. The study highlights the unprecedented challenges Ukrainian enterprises face, including infrastructure destruction, financial market volatility, logistical breakdowns, and regulatory uncertainty. Addressing these issues requires flexible management systems capable of rapid adaptation. The proposed model integrates organizational, economic, technological, and human components into a unified framework, ensuring resilience and continuity of business operations. Methodologically, it is grounded in SWOT analysis, factor analysis, and scenario planning, enabling comprehensive diagnostics of external and internal factors. The model incorporates several functional blocks: strategic planning and risk management, adaptive financial controlling and budgeting, digitalization of business processes through ERP and CRM systems, HR adaptation emphasizing flexible employment and personnel support, and marketing reorientation to digital channels and consumer behavior monitoring. By aligning theoretical foundations with international best practices (OECD, UNDP) and domestic experience, the model provides a systematic approach to overcoming crisis-induced challenges. Practical recommendations include establishing crisis-response teams, implementing adaptive budgeting, and fostering digital transformation to ensure operational sustainability. The findings demonstrate that the adaptive model not only strengthens enterprises’ resilience but also increases managerial flexibility, allowing firms to operate effectively in unstable environments. The research contributes to the theoretical development of adaptive management and offers applied tools for businesses in Ukraine to maintain competitiveness, safeguard economic security, and build long-term sustainability despite uncertainty. Prospects for further research involve industry-specific adaptation of the model and quantitative evaluation of its implementation efficiency.

The article explores the evolution of marketing innovations in the retail sector through the lens of technological development and the transformation of consumer expectations. Five key stages of innovation development are identified—traditional, network based, digital, omnichannel, and innovation-technological—each characterized by specific challenges, opportunities, and influencing factors. The traditional stage was marked by a focus on product policy and individual promotions within the physical store. The network-based stage introduced the integration of IT solutions into logistics, CRM systems, and initial customer segmentation. The digital stage was distinguished by the emergence of online stores, mobile marketing, and personalized communication. The omnichannel stage involved the full synchronization of online and offline channels to ensure a holistic customer experience. The innovation-technological stage includes the extensive implementation of artificial intelligence, AR/VR, blockchain, and emotional analytics. The study draws conclusions about the patterns of transition between stages and the role of innovation in transforming business models in retail. Key directions for further development of marketing innovations are identified, including the technologization of customer experience, intelligent marketing automation, a sustainable approach, Web3 integration, the growth of social commerce, and the use of emotional analytics. However, the implementation of these directions is accompanied by a number of challenges related to the rapid pace of technological change, increasing consumer expectations, and the need to adapt business models to new ethical and environmental standards. In Ukraine, these challenges are further intensified by martial law conditions, market instability, limited resources, and the urgent need for rapid transformation of the retail sector to fit the new realities. It is noted that the development vectors of marketing innovations in retail form a complex yet high-potential system of change that requires strategic thinking, flexibility, and readiness to implement new formats of customer interaction. The article has practical significance for marketing professionals, retail business managers, and researchers working on adapting business practices to the evolving digital economy.