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Тип елементу:Публікація, Human capital development as an instrument of cultural transformation(LLC “Consulting Publishing Company “Business Perspectives”, 2025) Petrova, Iryna; Taghikilanidamavandi, Liyousa; Петрова, Ірина Леонідівна; Тагікіланідамаванді, ЛіюсаThis paper examines the increasingly complex problem of corporate culture transformation in ever-changing, crisis-prone organizations, where conventional management models do not adequately guarantee the adaptability and stability of personnel. It is intended to explore the role of the effectiveness of human resource (HR) training and human capital development as a link in the transformation of corporate culture and an innovation driven leadership style. CIIRS is used as the underlying theory that builds on the TEI in assessing the relationship between leadership styles and adaptability that develops in organizations. The paper used comparative techniques to examine the CIIRS factors to determine the most dominant culture transformation patterns among 28 organizations participating in the study and operating in the energy, logistics, and service industries in Ukraine during 2024–2025. Organizations with greater TEI values have greater adaptability, more positive and stable innovation processes, and higher employee engagement. Energy sector organizations tended to have the best combination of innovation leadership and human resource development processes. Logistics organizations had the widest discrepancies between training programs and culture. The findings show that insufficient implementation of innovation leadership strategies in HR training processes significantly hinders corporate culture change. This paper finds that HR training effectiveness has mediating and key significance in corporate culture transformation based on innovation management leadership. The results of this study may provide valuable guidance and recommendations on how companies can improve agility by combining leadership and HR training strategies, and serve as a basis for further analysis and research.Тип елементу:Публікація, Assessment and ranking of financial resources in strategic management of IT enterprises in the context of increasing competitiveness(Fintechalliance LLC, 2025) Levkiv, Halyna; Alkema, Viktor; Syniuk, Oksana; Ananieva, Olesia; Skhidnytska, Halyna; Liubchenko, Anton; Алькема, Віктор Григорович; Ананьєва, Олеся ОлександрівнаThe purpose of the study is to develop a reproducible model for assessing and ranking financial resources in the system of strategic management of enterprises in the IT sector, which would ensure an increase in competitiveness at an acceptable level. To achieve this goal, the article solves the following tasks: to determine a list of the most significant financial resources as objects of assessment in the strategic management of IT enterprises, to explain the criteria for their selection in terms of their impact on competitiveness; to formalize three target levels of competitiveness of an enterprise in the field of information technologies, to determine indicators reflecting the achievements of each level, and to link them to the state of financial resources; to calculate utility functions and integral estimates "U" for each financial resource, to form an ordered rating of their impact on the competitiveness of the enterprise and to interpret the results obtained from the perspective of strategic management. Thus, a list of 18 forms of financial resources was substantiated, and a three-level system of competitiveness goals was formed: minimum, normal, and maximum. Also, a quantitative assessment was carried out based on matrices of pairwise comparisons, and integral utility estimates were constructed for each resource. It is shown that the basis of the portfolio for accelerating growth is formed by investments and venture capital, private placements of shares, convertible instruments, and venture debt. An important role in stabilization is played by operating cash flow, long-term client contracts, credit lines, and factoring. A mechanism for implementing management actions and control indicators for the most significant financial resources is proposed. The scientific novelty lies in the combination of a three-level goal of competitiveness with a multi-criteria ordering of the list of financing sources and operational action maps. The practical significance lies in the possibility of quickly forming a rational financing portfolio depending on the selected target level of competitiveness.Тип елементу:Документ, Вплив лояльності персоналу на довгострокове стратегічне планування компанії(Університет "КРОК", 2024) Злобін, Кирило ВасильовичТип елементу:Документ, Управління загальнотехнічним обладнанням на складах(Університет "КРОК", 2024) Малощак, Аліса Ростиславівна; Пазєєва, Ганна Михайлівна; Пазєєва, Г.М.Тип елементу:Документ, Використання відео контенту у PR(Університет "КРОК", 2024) Масленікова, Валерія Олександрівна; Мала, Ірина Борисівна; Мала, І.Б.