Aug 2026· Scientific Journal of Yuriy Fedkovich Chernivtsi National University. Economics· 0 citations· 9 references
Abstract
The article proposes a scientific and methodological approach to studying the digital transformation of organizational management systems. It distinguishes automation, digitalization, and digital transformation, defining the latter as a redesign of management architecture, decision-making, organizational structure, competencies, and value creation. The study highlights the role of data-driven management, Big Data, business intelligence, artificial intelligence, digital platforms, cloud technologies, and digital twins in the transition to predictive and adaptive management. A seven-component digital management model is developed, covering digital infrastructure, data and analytics, artificial intelligence, organizational agility, human capital, sustainable development, and trust and security. The methodology supports the assessment of digital maturity, identification of technological, organizational, human-resource, environmental, and security imbalances, and monitoring of transformation performance.
It has been demonstrated that traditional approaches to business management, based on hierarchical structures, fragmented interdepartmental interactions, and limited use of analytical tools, are gradually losing their effectiveness; consequently, implementing digital platforms to modernize management systems is becoming increasingly relevant. A comparative analysis of changes in the processes of planning, organization, motivation, coordination, and control resulting from the implementation of digital platforms is presented. It is argued that implementing digital platforms enhances management efficiency by automating business processes, optimizing resource utilization, improving information exchange between organizational units, ensuring operational control, and facilitating well-informed management decisions based on analytical data. At the same time, the main risks of digital transformation are identified, including the need to reengineer business processes, significant investment costs, the complexity of integrating information systems, the need to develop staff digital competencies, and increased cybersecurity requirements. It has been determined that digital platforms ensure comprehensive integration of management processes, the creation of a unified information environment, the automation of operations, improved analytical support, and the refinement of management decision-making mechanisms. The functional capabilities of the main types of digital platforms – ERP, CRM, BPM, SCM, and BI – are systematized, and their role in transforming individual functions of enterprise management is determined. It has been proven that digital platforms are not only technological tools for automating individual operations but also complex mechanisms for the strategic transformation of the enterprise management system. Their integrated use forms an enterprise digital ecosystem, which ensures greater flexibility, adaptability, competitiveness, and sustainability in operating in the digital economy.
Keywords: digital platforms, digital transformation, digital economy, enterprise management system, management solutions, enterprise activities, information, business processes, management functions.
Rostyslav Baran· Ukrainian Journal of Applied...· 0 citations
The article substantiates the scientific and applied relevance of diagnosing the digital maturity of enterprise business processes as a prerequisite for their intellectualization and adaptive development under conditions of neo-technological reproduction. It is proved that digital transformation cannot be interpreted only as the technical renewal of separate information systems, since its effectiveness depends on the depth of process redesign, the ability to integrate data into managerial decision-making, the level of employees’ digital competencies, the quality of ICT infrastructure, the readiness of organizational culture for change, and the availability of mechanisms for controlling digital risks. It is emphasized that enterprises operating in an unstable environment need to move from fragmented digitalization to systemic digital maturity, in which digital tools are not isolated but integrated into a unified framework of diagnosis, redesign, automation, analytics, monitoring, and business process adjustment. The article proposes the author’s interpretation of the digital maturity of business processes as an enterprise’s integrated capability to use digital technologies, data, competencies, and organizational mechanisms to ensure the controllability, flexibility, transparency, and effectiveness of process development. The logic of transition from digital presence to operational integration, analytical maturity, and intellectualization of business processes is substantiated. Intellectualization is interpreted not as a final state but as a dynamic process of accumulating data, learning the management system, and updating decision-making rules. The article develops an indicator contour for diagnosing digital maturity, covering process, technological, information-analytical, human-competence, security, and performance dimensions. A diagnostic-adaptive contour of business process intellectualization is proposed, combining strategic development goals, digital maturity diagnostics, data and ICT infrastructure, process redesign, investment support, digital competencies, automation, analytics, cybersecurity, performance monitoring, adjustment, and feedback. The practical significance of the results lies in the possibility of applying the proposed provisions to corporate digital modernization programs, assessing business process conditions, prioritizing digital investments, and increasing enterprise adaptability to changes in the digital economy.
Keywords: digital maturity, business processes, intellectualization, digital transformation, adaptive development, diagnostics, ICT infrastructure, digital competencies, BPM, economic security.
Volodymyr M. Horovyi· Ukrainian Journal of Applied...· 0 citations
The article examines the concept of digital transformation, its essence, and its impact on the
activities of modern organizations. The rapid changes in the global competitive environment, the
development of information technologies, and the expansion of the digital economy have necessitated
the formation of new approaches in organizational management systems. The study analyzes the
impact of digital transformation on strategic management, decision-making processes, human
resource management, and organizational effectiveness. At the same time, the advantages of
implementing digital technologies, including operational flexibility, data-driven decision-making,
innovation opportunities, and competitive advantages, are evaluated. In addition, issues such as
cybersecurity risks, employee resistance, and technological dependence are also considered. The
article employs comparative analysis, a systematic approach, and analytical research methods. The conducted analysis demonstrates that digital transformation is not only a technological modernization
process but also an important management mechanism that ensures the strategic development of
organizations.
Digital transformation has fundamentally changed how organizations create value and manage information, requiring organizations to develop capabilities that support sustainable improvements in organizational performance. However, previous studies have generally examined Digital Transformation (DT), Management Accounting Systems (MAS), and Big Data Analytics Capability (BDAC) separately, resulting in limited conceptual integration of these three factors in explaining Organizational Performance (OP). This study aims to develop a conceptual framework explaining the role of DT, MAS, and BDAC in building OP. An integrative literature review was conducted using relevant academic literature, with priority given to studies published in Scopus-indexed journals. The literature was analyzed thematically and conceptually to identify patterns, relationships, and research gaps related to the three constructs. The results indicate that DT provides a technological and organizational foundation for improving performance, MAS supports managerial planning, control, and decision-making through relevant information, while BDAC enables organizations to transform data into insights and organizational value. The novelty of this study lies in integrating these three complementary capabilities into a simple conceptual model consisting of three direct relationships: DT → OP, MAS → OP, and BDAC → OP. The proposed framework provides a foundation for future empirical research on digital and data-driven organizational performance.
Remigio da Silva Guterres, L. Pinto· Efisiensi: Jurnal Penelitian...· 0 citations
The present study examines how digital technologies are changing human resource functions and organizational practices in modern corporate institutions. Digital transformation refers to the integration of technologies such as artificial intelligence, cloud computing, data analytics, automation, digital communication platforms, HR information systems, e-recruitment, online training, and performance management software into business operations. The study focuses on the impact of digital transformation on human resource management practices such as recruitment, selection, onboarding, training, employee engagement, attendance management, payroll, performance appraisal, and talent development. It also examines how digital HR practices influence employee performance by improving efficiency, communication, skill development, transparency, feedback, and productivity. Further, the study explores the role of digital transformation in organizational sustainability through cost reduction, paperless processes, flexible work systems, innovation, data-based decision-making, and long-term competitiveness. In the contemporary corporate world, digital transformation has become essential for improving speed, accuracy, adaptability, and organizational growth. However, it also creates challenges such as employee resistance, digital skill gaps, data privacy concerns, cybersecurity risks, job insecurity, and technological dependence. Therefore, the study is significant because it highlights the need for balanced digital adoption, employee training, ethical technology use, and sustainable HR policies.
Research Author· Global Insights Journal· 0 citations
This article examines the development of personnel digital competencies as a key factor in ensuring enterprise sustainability during technological transformation. It is argued that the effectiveness of organizational change in the digital environment is determined by the level of personnel readiness to work with data, digital tools, information security requirements, and updated work formats. The impact of digital competencies on operational reliability, adaptability, and the quality of management decisions is demonstrated. A multi-level approach to their development is described, including basic, functional, analytical and managerial, and adaptive levels. A matrix model of enterprise digital resilience is proposed, based on correlating the level of personnel digital competencies with the degree of organizational and technological maturity.
