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Management of the Development of Intellectual and Technological Capital and Enterprise Personnel in the Conditions of Digital Transformation
Koval V. V., Onofriichuk O. P., Kaptalan S. M., Honcharova I. M., Lokaiets M. M.

Koval, Viktor V. et al. (2025) “Management of the Development of Intellectual and Technological Capital and Enterprise Personnel in the Conditions of Digital Transformation.” Business Inform 9:160–168.
https://doi.org/10.32983/2222-4459-2025-9-160-168

Section: Innovative Processes

Article is written in Ukrainian
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UDC 334:658.5

Abstract:
This article is devoted to determining the features of the components of the mechanism for managing the development of intellectual and technological capital and enterprise staff in the conditions of digital transformation in accordance with the field of activity and the size of enterprises. Based on the analysis, the dynamics of innovatively active enterprises in the production and non-production sectors for the period from 2018 to 2024 were determined. These dynamics are 3.8% higher in the production sector than in the non-production sector. A study of the structure of innovatively active enterprises in the production and non-production sectors was conducted and it was found that the vast majority of innovatively active enterprises are small enterprises with a number of employees from 10 to 49, with this indicator being the lowest for the extractive industry (53.6%) and the highest in the field of architecture and engineering (78.9%), which is reflected in the consumer qualities of digital tools that can be used as components of the mechanism for managing the development of intellectual and technological capital and staff of the enterprise in the context of digital transformation. Due to the fact that the vast majority of innovatively active enterprises are small enterprises, it was determined that increasing the value of intellectual and technological capital and awareness of the enterprise’s staff is possible under the conditions of using such digital tools that will allow forming appropriate information flows within one workplace aimed at increasing the value of the enterprise’s own capital, to determine areas for improving the professional skills of staff and to create individual educational trajectories to overcome gaps in staff competence. Such multifunctional digital support is currently not used, which necessitates the development of further research for its design, development and implementation.

Keywords: change management, innovative enterprises, digital transformation, intellectual and technological capital, staff.

Fig.: 5. Tabl.: 1. Bibl.: 14.

Koval Viktor V. – Doctor of Sciences (Economics), Professor, Professor, Department of Business and Tourism Management, Izmail State Humanitarian University (12 Riepina Str., Izmail, Odesa region, 68601, Ukraine)
Email: [email protected]
Onofriichuk Oleh P. – Candidate of Sciences (Economics), Associate Professor, Dean, Faculty of Economics, Academician Stepan Demianchuk International University of Economics and Humanities (4 Academik Stepan Demianchuk Str., Rivne, 33027, Ukraine)
Email: [email protected]
Kaptalan Serhii M. – Candidate of Sciences (Economics), Associate Professor, Department of Enterprise Economics and Organization of Entrepreneurial Activity, Odesa National Economic University (8 Preobrazhenska Str., Odesa, 65082, Ukraine)
Email: [email protected]
Honcharova Iryna M. – Postgraduate Student, National University of Life and Environmental Sciences of Ukraine (15 Heroiv Oborony Str., Kyiv, 03041, Ukraine)
Email: [email protected]
Lokaiets Maksym M. – Master, National University «Odessa Maritime Academy» (8 Didrikhson Str., Odesa, 65052, Ukraine)
Email: [email protected]

List of references in article

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