Management: challenges in global world: monograph
Authors:   Kyiv National Economic University Named After Vadym Hetman, Ukraine, Sahaidak Mykhailo , Sobolieva Tetiana ,   Kyiv National Economic University Named After Vadym Hetman, Ukraine, Di Mauro Carmela ,   Università di Catania, Italy, Ramchuran Rusheé ,   Edgematics Technologies LLC, United Arab Emirates, Yatsenko Olha ,   Kyiv National Economic University Named After Vadym Hetman, Ukraine, Osadchuk Valeriia ,   Edgematics Technologies LLC, United Arab Emirates, Simshah Iryna ,   Kyiv National Economic University named after Vadym Hetman, Ukraine, Gonchar Viktoriya ,   Kyiv National Economic University named after Vadym Hetman, Ukraine, Kalinin Oleksandr ,   Kyiv National Economic University named after Vadym Hetman, Ukraine, Moskvin Borys ,   Kyiv National Economic University named after Vadym Hetman, Ukraine, Falkenreck Christine ,   Hof University, Germany, Leszczyński Grzegorz ,   Poznań University of Economics and Business, Poznań, Poland, Zieliński Marek ,   Collegium DaVinci, Poznań, Poland, Batenko Liudmyla ,   Kyiv National Economic University named after Vadym Hetman, Ukraine, Dibrova Oleksii ,   Kyiv National Economic University named after Vadym Hetman, Ukraine, Vasilieva Yana ,   “Pulse International” Company, Ukraine, Prokhorova Yeliena ,   Kyiv National Economic University named after Vadym Hetman, Ukraine, Kostynets Iuliia ,   National Academy of Management, Kyiv, Ukraine, Kostynets Valeriia ,   Kyiv National Economic University named after Vadym Hetman, Ukraine, Papachashvili Nino ,   Institute for Development Studies Sulkhan-Saba Orbeliani University, Georgia, Mikaberidze Tamta ,   Institute for Development Studies Sulkhan-Saba Orbeliani University, Georgia, Tavartkiladze Marine ,   Sulkhan-Saba Orbeliani University, Georgia, Abramowicz Aleksandra ,   Poznan University of Economics and Business, Poland, Leszczyński Grzegorz ,   Poznan University of Economics and Business, Poland, Kandahura Kateryna ,   State University of Trade and Economics, Ukraine, Mykolaichuk Iryna ,   State University of Trade and Economics, Ukraine, Salimon Olha ,   State University of Trade and Economics, Ukraine, De León Almaraz Sofía ,   Corvinus University of Budapest, Hungary, Azzaro-Pantel Catherine ,   Laboratoire de Génie Chimique, Toulouse, France, Gogorishvili Irina ,   Ivane Javakhishvili Tbilisi State University, Georgia, Lomia Tariel ,   Ivane Javakhishvili, Tbilisi State University, Georgia, Oborska Svitlana ,   Kyiv National Economic University named after Vadym Hetman, Ukraine, Sorochak Oleg ,   Lviv Polytechnic National University, Ukraine, Gvozd Maryana ,   Lviv Polytechnic National University, Ukraine, Horbal Natalia ,   Lviv Polytechnic National University, Ukraine, Shpak Nestor ,   Lviv Polytechnic National University, Ukraine, Bovsh Lyudmyla ,   State University of Trade and Economics, Kyiv, Ukraine, Rasulova Аlla ,   State University of Trade and Economics, Kyiv, Ukraine, Uzule Kristine ,   EKA University of Applied Sciences, Riga, Latvia, Kuzmina-Merlino Irina ,   Transport and Telecommunication Institute, Riga, Latvia, Gagnidze Ineza ,   Ivane Javakhishvili Tbilisi State University (TSU), Tbilisi, Georgia, Shatilova Olena ,   Kyiv National Economic University named after Vadym Hetman, Kyiv, Ukraine, Korotkova Kseniia ,   Kyiv National Economic University named after Vadym Hetman, Kyiv, Ukraine, Omelianenko Tetiana ,   Kyiv National Economic University named after Vadym Hetman, Kyiv, Ukraine, Banit Olga ,   Kyiv National Economic University named after Vadym Hetman, Kyiv, Ukraine, Barabas Dmytro ,   Kyiv National Economic University named after Vadym Hetman, Ukraine, Olesnevych Oleksandr ,   Kyiv National Economic University named after Vadym Hetman, Ukraine, Lekashvili Eka ,   Ivane Javakhishvili Tbilisi State University, Tbilisi
Published: March 2023

The obtained results of scientific research made it possible to raise and investigate theoretical and applied issues, in particular, regarding the development and application of hybrid business strategies, ensuring the stability and social responsibility of organizations in a turbulent environment, the development of organizational and innovative, entrepreneurial and managerial culture of organizations within the so-called "new normality". The modern phase of project management evolution could be characterized by hybrid approach to project management that supposed to use both concepts (classical and Agile) within one project or within one company. The results of the study indicate the need to develop methodology for the formation and development of an investment security system that would take into account, on the one hand, the current state of domestic enterprises, and, on the other hand, advanced in technical terms beyond the boundary, market conditions and the level of digitalization of economic processes. Organizational culture may be an element favourable to the development of innovative activity. It is extremely important to appropriately shape the pro-innovation organizational culture from the point of view of the competitiveness of each company because innovation is often the element that determines the competitive position in the market. Under conditions when the manager skillfully adapts the organization’s culture to crisis conditions, its preservation and further development is possible. It was concluded that at the current stage of development of economic management on the basis of marketing, it is possible to identify trends to combine cognitive technologies, neuropsychological technologies, technologies of natural advertising influences with digital technologies, the level of development of which contributes to the active introduction of the above technologies into management practice. The necessity and expediency of implementing a comprehensive influence on the target market acquires special importance in conditions of saturation of the market with homogeneous goods and services. Results of the research made it possible to confirm the formulated hypothesis, that is, in order to increase the level of competitiveness of healthcare institutions, it is necessary to develop market-oriented measures based on the improvement of elements of "7P" marketing mix. Limitations of the proposed mechanism are that the system of specific indicators, which are formed for each component of the marketing mix, is defined for health care institutions. However, the developed system of indicators in the process of its use to assess the level of competitiveness of other service organizations as well as of health care institutions with different specializations can be supplemented, refined and developed. The need for certain types and scopes of digital skills, apparently, varies significantly depending on the work performed by managers and their immediate responsibilities. Any algorithm designed for the application of a digital competence framework should not disregard the human component. Digital transformation of education is an integral part of its development and consists in the introduction and use of electronic and digital devices based on ICT in the educational process. That is why, to ensure maximum efficiency of the educational process, it is advisable to use and expand the scope of the hybrid learning system, which combines traditional and online learning in the proportions necessary for a particular group of students. The hybrid learning system eliminates the disadvantages that may arise when using only classroom or elearning. It is fair to state that effective development of managers’ cross-cultural competence requires the training environment that contributes as much as possible to the achievement of real-world business goals in the today’s global environment and formation of practical intercultural interaction skills enabling to avoid misunderstandings caused by cultural differences and minimize negative consequences of culture shocks. Training sessions aimed to develop managers’ cultural competence can help them build an effective model of communication with business partners, form desired habits, manners and behavior, deal with the situations that hinder communication, and prevent and constructively resolve conflicts. The revealed features of cross-cultural interaction can guide future researchers on the domain of this type of communication, including interconnections between primary and secondary factors of cross-culturalism, the emergence of new approaches to the interpretation of them, which, in turn, requires the development of new instructional materials to train managers and develop their cross-cultural competence.