AI-related organizations significantly accelerate the process of digital transformation across various industries by enhancing efficiency, innovation, and the quality of decision-making.
RQ1: What specific artificial intelligence technologies are most commonly adopted by organizations during the digital transformation process?
RQ2: How do AI-related organizations measure the impact of AI implementation on business performance and outcomes?
RQ3: What key challenges and barriers do AI-focused organizations encounter in the process of digital transformation?
RQ4: How does the integration of AI into organizational processes affect employee roles and job satisfaction?
RQ5: What best practices do AI-related organizations follow to ensure the successful implementation of digital transformation initiatives?
KEYWORDS: artificial intelligence; innovation; intelligent agents; organizational design; change management; intelligent organizations; organizational intelligence; intellectual capital; AI-driven interaction
Freelance Platform and Alternative Mechanisms Adaptation to Exogenous Challenges on Labor Market (Case of Ukraine)
Freelance market in Ukraine not only demonstrates resilience in response to external shocks but also has the ability to transform crisis challenges into catalysts for its own development, making it a promising component of the country's economic recovery.
RQ1: to empirically examine how the war and regulation in the form of the Mobilization Law (2024) have affected the freelance market in Ukraine: supply and demand in the freelance market; women in freelancing; gender wage gap; shifts in age structure etc.
RQ2: to empirically examine how the integration of artificial intelligence tools (AI-agents) has transformed the freelance market in Ukraine: impact on the structure and demand for services; inequality arising from the use of AI; productivity growth resulting from AI adoption; use of AI agents for platform administration etc.
KEYWORDS: online labor platform; freelance; artificial intelligence; AI- agent; gig-economy; gender gap; gender wage gap
A concept for managing the organizational development of industrial enterprises in the context of the intellectualization of the economy has been developed. It reveals the transition to intelligent industrial enterprises through the formation of intellectual capital and includes a mechanism for implementing this concept. A classification of types of industrial enterprise intelligence is proposed, and the classification of types of intellectual capital is supplemented by distinguishing internal, external, and artificial components as criteria for organizational development of industrial enterprises under economic intellectualization.
A classification of types of organizational development is proposed, and the factors and prerequisites for the organizational development of industrial enterprises in the context of economic intellectualization are identified. Conceptual foundations for diagnosing organizational development have been developed.
A management toolkit to support organizational development has been formed, including: staffing for organizational development management; methodological approaches to transforming organizational culture; and conceptual principles for the introduction of artificial intelligence, for which assessment tools have been proposed.
Recommendations are tested in practice at nine industrial enterprises in Ukraine, including in the National Nuclear Company, as well as in the Science Park of Odesa National Polytechnic University and the Odesa Regional Chamber of Commerce and Industry.
KEYWORDS: organizational development management, intelligent industrial enterprises, artificial intelligence, intelligence of industrial enterprises, diagnostics of organizational development, intellectual organizational culture, growth of intellectual capital, methods, methodological support, mechanism, conceptual model, life cycle of industrial enterprises
The research addresses the issues of transformation and restructuring of industrial economic complexes to ensure their sustainable functioning in the context of the formation of Ukraine’s market economy. A theoretical framework and conceptual apparatus of crisis management have been developed using an interdisciplinary approach that integrates economic, legal, and social aspects.
Key factors and stages of bankruptcy formation have been identified, and a system of indicators has been designed to diagnose crisis situations and support strategic decision-making. A matrix of bankruptcy prevention strategies has been proposed, taking into account different levels of external and internal potential of industrial enterprises. A model for enterprise restructuring under conditions of uncertainty has been constructed, based on decision tree analysis and expert evaluations. Structural and systemic changes in management, as well as organizational mechanisms for implementing bankruptcy prevention strategies, have been formulated.
Recommendations are tested in practice at the Regional Agency for Bankruptcy Issues of Ukraine during pre-trial rehabilitation of debtor enterprises; at five machine-building enterprises in Odesa in the process of drafting long-term development plans; at several other industrial enterprises; and at the State Tax Inspectorate of the Malynovskyi district of Odesa, Ukraine. This confirms the practical value of combining theoretical foundations with applied solutions.
KEYWORDS: crisis; organizational life cycle; transformation of an industrial enterprise; model of industrial enterprise restructuring; bankruptcy prevention strategy; reorganization; bankruptcy diagnostics