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Liburkina L. M.

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Digital Business Models of Transnational Corporations and Their Impact on Investment Strategy and Management
Matsuka V. M., Horbashevska M. O.

Matsuka, Viktoriia M., and Horbashevska, Maryna O. (2025) “Digital Business Models of Transnational Corporations and Their Impact on Investment Strategy and Management.” Business Inform 12:457–464.
https://doi.org/10.32983/2222-4459-2025-12-457-464

Section: Management and Marketing

Article is written in Ukrainian
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UDC 338.24:005.591.6:004.738.5

Abstract:
The article provides a comprehensive study of the impact of digital business models on the transformation of investment strategy and managerial practices of transnational corporations (TNCs) in the context of globalization and rapid development of digital technologies. It is substantiated that relevance of the issue is related to the declining efficiency of traditional management models in the digital environment and the necessity for corporations to adapt to new technological challenges. The main types of digital business models – platform-based, subscription, Freemium, and SaaS – are analyzed, with their key characteristics, scaling mechanisms, and strategic advantages identified. Examples of successful implementation of digital models in the operations of leading TNCs, such as Amazon, Microsoft, Netflix, Spotify, and Tesla, are presented, demonstrating the potential for building global ecosystems, leveraging network effects, and enhancing productivity. The transformation of transnational corporations’ (TNCs) investment logic in the digital age has been unveiled: a shift of focus from physical assets to investments in data, technology platforms, cloud services, automation, big data analytics, and artificial intelligence. The increasing role of M&A, venture financing, and strategic partnerships as tools to accelerate digital innovation has been highlighted. Changes in the management system have been analyzed: the adoption of agile methodologies, data-driven management, digital leadership, development of a digital culture, and enhancement of staff competencies. Special attention has been given to the risks of digital transformation, including technological, cybersecurity, regulatory, and financial challenges, as well as mechanisms for their efficient management. The synergistic effect of integrating investment and management strategies within digital business models has been substantiated, ensuring optimal use of financial, human, and informational resources, boosting competitiveness, and achieving sustainable growth of TNCs in global markets. A conclusion has been drawn regarding the strategic importance of digital business models for shaping new standards of corporate development, and promising directions for further scientific research in the field of the digital economy have been outlined.

Keywords: digital business models, transnational corporations, digital transformation, investment strategy, platform economy, data analytics, agile management, competitiveness.

Fig.: 1. Tabl.: 2. Bibl.: 11.

Matsuka Viktoriia M. – Candidate of Sciences (Economics), Associate Professor, Associate Professor, Department of Management and Finance, Mariupol State University (6 Preobrazhenska Str., Kyiv, 03037, Ukraine)
Email: [email protected]
Horbashevska Maryna O. – Candidate of Sciences (Economics), Associate Professor, Head of the Department, Department of Management and Finance, Mariupol State University (6 Preobrazhenska Str., Kyiv, 03037, Ukraine)
Email: [email protected]

List of references in article

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Matsuka V. M. (2024). Mekhanizm zaluchennia inozemnykh investytsii v ekonomiku Ukrainy [Mechanism of Attracting Foreign Investments into the Economy of Ukraine]. Efektyvna ekonomika, 1. http://doi.org/10.32702/2307-2105.2024.1.38
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Stoika A. V., Verytelnyk S. M. & Matsuka V. M. (2025). Didzhytalizatsiia upravlinnia proiektamy i vplyv na svitovu ekonomiku ta investytsii [Digitalization of Project Management and Impact on the World Economy and Investments]. Zbirnyk naukovykh prats «Vcheni zapysky», 39 (2), 45–59. http://doi.org/10.33111/vz_kneu.39.25.02.04.026.032
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