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http://www.iaeme.com/IJM/index.asp 52 editor@iaeme.com
International Journal of Management (IJM)
Volume 11, Issue 6, June 2020, pp. 52-64, Article ID: IJM_11_06_005
Available online at http://www.iaeme.com/ijm/issues.asp?JType=IJM&VType=11&IType=6
ISSN Print: 0976-6502 and ISSN Online: 0976-6510
DOI: 10.34218/IJM.11.6.2020.005
© IAEME Publication Scopus Indexed
MANAGEMENT OF THE MENTAL RESOURCES
OF THE ENTERPRISE
Kateryna Andriushchenko
Department of Economics and Entrepreneurship, SHEE “Kyiv National Economic University
named after Vadym Hetman”, Kyiv, Ukraine
Mariia Tepliuk
Department of Economics and Entrepreneurship, SHEE “Kyiv National Economic University
named after Vadym Hetman”, Kyiv, Ukraine
Mykhailo Sahaidak
Department of Management, SHEE “Kyiv National Economic University named after Vadym
Hetman”, Kyiv, Ukraine
Evgen Kartashov
Department of Public Administration and Project Management, SHEI “University of
Educational Management”, Kyiv, Ukraine
Konstantin Pivovarov
Department of Public Administration, Interregional Academy of Personnel Management,
Kyiv, Ukraine
Igor Kutashev
Department of Philosophy and Political Science, Interregional Academy of Personnel
Management Kyiv, Ukraine
Yuliia Voronina
Department of Public Administration and law, Dmytro Motornyi Tavria State
Agrotechnological University, Kyiv, Ukraine
Oksana Domina
Department of International Economics and Marketing, Taras Shevchenko National
University of Kyiv, Kyiv, Ukraine
Oksana Kuchai
Department of Tourism and Physical Education, Kyiv National Linguistic University,
Kyiv, Ukraine
Management of the Mental Resources of the Enterprise
http://www.iaeme.com/IJM/index.asp 53 editor@iaeme.com
ABSTRACT
The purpose of this study is to examine the relationships among transformational
enterprise resource portfolio and mental aspect. An approach to systematization of
elemental components of a resource portfolio based on the principles of effective
management of the provision of enterprise resources is proposed. The claim that the
components of a resource portfolio include components of a vector according to such
parameters as mental, client, structural, and human is substantiated. The article is
devoted to the identification of the factors of enterprise development and functioning
in the conditions of transformation of the genesis model of generation.
Key words: Digitization, Network Interaction, The Fourth Industrial Revolution
Cite this Article: Kateryna Andriushchenko, Mariia Tepliuk, Mykhailo Sahaidak,
Evgen Kartashov, Konstantin Pivovarov, Igor Kutashev, Yuliia Voronina, Oksana
Domina, Oksana Kuchai, Management of the Mental Resources of the Enterprise.
International Journal of Management, 11 (6), 2020, pp. 52-64.
http://www.iaeme.com/IJM/issues.asp?JType=IJM&VType=11&IType=6
1. INTRODUCTION
The experience of successful companies shows that their ability to use the resource base by
enhancing resource value, allows for the formation of fundamentally new key competences,
and the ability to create such value is transformed into sustainable competitive advantages.
The absence of stable sources of resources, policies for rationalization of resource use, a
program for identifying the elements of the resource portfolio and regulating the process of
providing resources for the activity of the enterprise made the research problematic relevant.
The current economic conditions are characterized by a rather rapid development of
information technologies, which influence on all subjects of market relations. Particularly
rapid development in recent years is caused by the processes of digitization of the economy,
which act as a driving force, stimulating change in the corporate world. They are based on the
introduction of new technologies, products, markets and resources. In this regard, there is a
gradual change in consumer needs, ways to satisfy them and dissemination tools [1].
Considering digitalization it`s necessary to emphasize that today scientists haven`t
provided a single definition of this concept. It is worth noting that the term "digitization"
should be understood to bring the processes of collection, processing, transmission, storage of
information in a single digital form and on the basis of creating new and improving existing
types of goods and services. At the same time, the constant convergence of physical and
digital dimensions is a tool for businesses stimulating integration in particular the creation of
online products and services that affect consumer needs. Companies become innovators of the
virtual value class by virtualizing business relationships. Such virtual values are gaining
ground thanks to the continuous development of the Internet that is a virtual network that
combines the connection of tangible objects or specialized devices and software allows the
exchange of values between the consumer and the entity providing the products using the
Internet. The consumer departs from the neoclassical perception of the market, the ways of
interaction with the manufacturer, the methods of finding information about products [2]. The
development of global digital trends makes the process of obtaining value faster and more
comfortable, on the one hand, less secure, in some cases, on the other, so having a personal
source that supports the ability to access the Internet allows you to make rational selection of
products at the same time comparing with several sellers.
Kateryna Andriushchenko, Mariia Tepliuk, Mykhailo Sahaidak, Evgen Kartashov,
Konstantin Pivovarov, Igor Kutashev, Yuliia Voronina, Oksana Domina, Oksana Kuchai
http://www.iaeme.com/IJM/index.asp 54 editor@iaeme.com
2. RESULTS AND DISCUSSION
The first thing that needs to be said is study found that the key idea of resource theories is to
identify, systematize and effectively manage the resources of the enterprise. Thus, in the
industrial economy, the basis of production of products and services are natural and labour
resources, in the industrial - material, financial, entrepreneurial, in the post-industrial society,
information, digital and mental are the most important. One should note here that in the
conditions of innovative development of society, when the results of intellectual activity are
decisive for any economy, the role of the intellectual resource increases significantly [3]. A
number of key issues arise from the statement. For instance undeniable that the relevant trends
necessitate clarifying the importance of displaying information, digital and mental resources
and identifying their weight in today's business space. On the basis of evolutionary
approaches to the classification of resources, enterprises were offered to allocate them in the
following areas. There are: traditional - material and financial resources; intellectual - human,
client, organizational and technological resources; Competent - management and mental
resources, the structuring of which allows building a balanced resource portfolio of the
enterprise. There are three main points of modern researchers regarding the vision of
"intellectual resources" [4]. One position focuses solely on the nature of intelligence, that is,
on the human factor, as an aggregate of knowledge, soft and hard skills, and individual
abilities.
One should, however, not forget that many scientific have interpreted the concept a little
more broadly and believed that intellectual resources should be regarded as the unity of
carriers of intelligence and the results of intellectual activity. Moreover, point of view defines
intellectual resources as a system of relationships about the production of new or the
enrichment of knowledge and intellectual abilities of individuals. A modern enterprise focuses
its strategic resources on an activity vector that maximizes profitability and business value, as
well as on the basis of prioritizing business processes. However, we also agree that a resource
component under the prism of innovative development, the most important in this aspect is
the intellectual component. First of all, it concerns the products of intellectual activity,
intangible assets, which are expressed in the forms of individual objectified knowledge and
human capital, which form a set of elements of intellectual character [5].
Perhaps we should also point out the fact that our study we follow the essence of the
phenomenon of "intellectual" in the economic life of society, that is, its human nature and
define the intellectual resource as a set of mental and mental forms of expression of the
abilities of workers, formed by the use of intellectual activity in the system of social relations
in the process of social relations and production. It is the mental and informational resources
that are actualized at the innovative and intellectual stage of the society's development and
embodied in high-tech products and intangible assets [6].
The economy in the formation of the resource portfolio of the enterprise proved that the
resources, as well as which are regarded as the external socio-economic and internal
conditions (personality traits), ensure the effectiveness of the company [7, 8].
Important ideas formulated in cognitive psychology in the formation of the resource
efficiency of the enterprise portfolio provides not only the solution of intellectual tasks, but
are involved in the regulation of life in general, in situations of social interaction in solving
life's difficulties[9, 10].
It should be noted that in a number of scientific papers on the other hand, focuses on the
strengths of the person: the internal locus of control, stability, positive self-esteem, integrity,
optimism, commitment to personal goals, control of the situation and the ability to withstand
the risks associated with operating businesses [11, 12].
Management of the Mental Resources of the Enterprise
http://www.iaeme.com/IJM/index.asp 55 editor@iaeme.com
The mental resources include by M.E.P. Seligman, C. Peterson, cognitive personality
traits that contribute to the success of the work with the knowledge and new information
(creativity, curiosity, flexibility of thinking, interest in learning, wisdom - an understanding of
the broader context and the general laws); vitality and persistence; social intelligence,
leadership; ability to self-control; sense of beauty; sense of humor; religiosity. In developing
the construct “employee’s psychological well-being, Carol D. Ryff claims that well-being is
an objective equipping with the necessary psychological characteristics, such as self-
acceptance, positive relationships with others, autonomy, focus, personal growth orientation,
allowing the subject to function in all respects more successfully, than in their absence [13].
Based on the results of empirical studies, the components of mental resources were identified,
namely: temporally stable (over several age periods) traits and traits that have age differences
in severity. So, for example, purposefulness belongs to the former, while the desire for
personal growth, openness to experience decreases with age.
One of the key directions in the psychology of work represented by the works of
professional burnout, occupational health and psycho-emotional [14]. Initially, the concept of
exhaustion was used in the early physiological theories of fatigue, which was determined by
physical activity and was considered as a process occurring in the working body, that is, it
was primarily a question of physical fatigue, now it is already included in the components of
mental resources, the person’s ability and his physical readiness to resist crises associated
with the activities of the enterprise and be always able to work. These ideas were further
developed in the information approach to the formation of the enterprise resource portfolio in
the context of professional stress resistance [15,16, 17]. The research concerned the analysis
of individual variations in the implementation of various cognitive functions (attention,
memory, thinking, decision making) as applied to the operator’s activity, especially in
conditions of combined activity. However, even here initially it was mainly a question of the
limited possibilities (resources) of the cognitive system of the subject of labor.
3. METHODS
A modern enterprise focuses its strategic resources on an activity vector that maximizes
profitability and business value, as well as on the basis of prioritizing business processes.
Considering the resource components under the prism of innovative development, the most
important in this aspect is the intellectual component. First of all, it concerns the products of
intellectual activity, intangible assets, which are expressed in the forms of individual
objectified knowledge and human capital, which form a set of elements of intellectual
character. From these facts, one may conclude that we follow the essence of the phenomenon
of "intellectual" in the economic life of society, that is, its human nature and define the
intellectual resource as a set of mental and mental forms of expression of the abilities of
workers, formed by the use of intellectual activity in the system of social relations in the
process of social relations and production. It is the mental and informational resources that are
actualized at the innovative and intellectual stage of the society's development and embodied
in high-tech products and intangible assets [18]. The most common argument against this is
that in today's innovative knowledge economy, the development of quality staff parameters
that are capable of forming a unique resource portfolio is relevant. It should be noted that
physical health is a key factor in productivity, but the mental characteristics of staff is an
important factor in the effective development of the enterprise
However, given the increase in work stress, exhaustion, depression and mental health
problems cause a decline in performance, which in turn affects the efficiency of the
enterprise, in general. Thus, in mental health, it becomes more important for the economy,
also under the pressure of the economy - to some extent two sides of the same coin. Mental
Kateryna Andriushchenko, Mariia Tepliuk, Mykhailo Sahaidak, Evgen Kartashov,
Konstantin Pivovarov, Igor Kutashev, Yuliia Voronina, Oksana Domina, Oksana Kuchai
http://www.iaeme.com/IJM/index.asp 56 editor@iaeme.com
health is becoming more valuable and more scarce - the qualities that underpin the economy
[19].
To draw the conclusion, one can say that generalizing scientific knowledge under the
concept of "mental resources", in our opinion, should understand the individual aspects of the
person, allowing the subject through the processes of conceptualization of events and their
own mental capacity to maintain, develop and regulate their activity. In today's business
environment, there is a certain reversal of mental resources, namely that we need good mental
health to work, but we also need good mental health work (Fig. 1).
In generalizing scientific knowledge under the concept of "mental resources", in our
opinion, should understand the individual aspects of the person, allowing the subject through
the processes of conceptualization of events and their own mental capacity to maintain,
develop and regulate their activity. In today's business environment, there is a certain reversal
of mental resources, namely that we need good mental health to work, but we also need good
mental health work [20].
Given the key postulates of the modern resource theory of entrepreneurship and the results
of scientific developments in this field, it should be noted that in order to determine the
strategic direction of the enterprise’s activities, it is first necessary to identify the components
of the resource portfolio that will provide this development. The stage of modelling the
structure of the resource portfolio of an enterprise’s activity is necessary in order to form
optimal management decisions in the future, depending on the indicators of weight of
individual resource elements [21]. Note that the effectiveness of the enterprise resource
management model is determined by the ratio of the expected and obtained results with the
VRIO matrix and RBV analysis. The proposed stages of the model reflect the continuous,
cyclical development of the functional subsystem for managing the resource supply of
enterprises in the context of the PDCA cycle and are aimed at the formation of reasonable
long-term development priorities, increasing competitiveness and their market value [22].
4. RESEARCH
Among the most effective expert methods for solving poorly structured decision-making
problems with difficult formalized conditions by T. Saati's method [23], called the “hierarchy
analysis method”, which was used in this study. According to this method, a complex
problem is decomposed, considered as a system, into simpler components (elements,
parameters), followed by processing the sequence of judgments of decision makers (experts),
by pairwise comparisons of the corresponding parameters in the form of a formalized matrix
of priorities for their weight (Тable 1), with an assessment of the relative degree of
importance of these parameters in the hierarchy under study [24].
Thus, the main division is carried out on the basis of the basic properties of resources,
which, in turn, allow determining the rank of the resource, is the basis for the formation of the
basis and the superstructure of the plane of the pyramidal structure of the resource provision
of the enterprise. The structuring and parameterization of the task must correspond to the
basic properties of the resources, which thus form the plane of the system of management of
resource provision of the enterprise activity. The decision-making matrix using the
comparative approach and the weight coefficients of the elements of the resource tree, the
indicators of which are coordinated with the help of T. Saati hierarchies [23], can also be used
to evaluate the effectiveness of the results of the enterprise resource research. If structuring
and parameterization are carried out taking into account the basic properties of resources, with
the determination of their rank, this can be the basis for the formation of the basis and
superstructure of the plane of the pyramidal structure of providing modern enterprise
resources. One of the most important tasks of the modern economy is the deepening of
Management of the Mental Resources of the Enterprise
http://www.iaeme.com/IJM/index.asp 57 editor@iaeme.com
theoretical principles, methodological foundations and the development of applied
recommendations for the formation and implementation of an effective model of resource
support for the activities of real enterprises. The problem is solved by the example of
domestic enterprises, on the basis of comprehensive studies of modern development trends
and prospects for increasing their effectiveness.
The aim of the study is to develop a mathematical model for identifying key elements of
an enterprise’s resource portfolio, which can be used to solve the problems of adaptive
optimization of enterprise activity.
Тable 1 Resource Analytical Model
Vector (W)
Element (R)
MR
FR
CR
OR
HR
TR
MR
uniqueness
a11
a12
a13
a14
a15
a16
a11
flexibility
a21
a22
a23
a24
a25
a26
a21
rarity
a31
a32
a23
a34
a35
a36
a31
promptness
a41
a42
a43
a24
a45
a46
a41
reproducibility
a51
a52
a53
a54
a25
a56
a51
accessibility
a61
a62
a63
a64
a65
a26
a61
continuity
a71
a72
a73
a74
a75
a76
a71
Source: formed by authors
According to this goal, the following tasks were set in the work:
explore the features of building a resource portfolio of the enterprise;
develop a mathematical model for identifying key elements of the enterprise’s
resource supply based on a comprehensive assessment of the significance of the
elements of the resource portfolio by expert methods;
identify and systematize the elemental components of the enterprise’s resource
portfolio as part of the solution to the problem of adaptive resource management of its
activities based on the proposed mathematical model;
justify the feasibility of implementing the developed mathematical model for
identifying key elements of the enterprise resource portfolio taking into account the
gender factor for solving the problems of adaptive optimization of management
processes of enterprises in Ukraine.
In the work, based on a generalization of approaches to determining the nature of the
category of “resources”, it was focused on the identification of strategic resources, which is
due to the complexity and variability of organizational forms of conducting business
activities. In the context of the relational concept, the most important strategic resource is
time and space, the network distribution of which causes the process of converting dynamic
capabilities to transcendental resources [25]. Exploring the paradigm of the formation of the
resource supply of the enterprise in the context of resource theories, it is advisable to identify
four vectors of the resource management process, namely: production factor resource flows,
resource potential and strategic resources, which together form abilities, competencies and
values [26].
Based on the results of the studies, the author defines the position regarding the structure
of the enterprise’s resource portfolio. It is proposed to distinguish three basic components: the
traditional component - material and financial resources; intellectual component - human,
client, technological, organizational resources; competence component – managerial and
Kateryna Andriushchenko, Mariia Tepliuk, Mykhailo Sahaidak, Evgen Kartashov,
Konstantin Pivovarov, Igor Kutashev, Yuliia Voronina, Oksana Domina, Oksana Kuchai
http://www.iaeme.com/IJM/index.asp 58 editor@iaeme.com
mental resources. Their transformation must be coordinated with the criteria for optimizing
resource management processes: uniqueness, rarity, flexibility, timing, accessibility,
complexity of reproduction, continuity, ensuring the creation of resource value for all
stakeholders. Theoretical generalizations allow us to characterize the resource supply of the
enterprise as a complex and multifaceted process aimed at the rational use, growth and
optimization of the elements of the resource portfolio for the formation of sustainable
competitive advantages [27]. The key task is to create a basic algorithm for the development
of a functional subsystem for managing the resource supply of an enterprise’s activities
according to the PDCA cycle, namely: identifying resources, diagnosing the level of resource
provision, systematizing resource flows, developing an action plan to create an organizational
mechanism for implementing the relevant programs, assessing the effectiveness of resource
supply activities and forming corrective actions. Modern market conditions require enterprises
to make operational management decisions to determine production volumes, the selection of
target markets for product sales necessitates increasing the efficiency of resource use and
creating their optimal structure, which largely determines the effectiveness of economic
activity.
This encourages enterprises to focus on using the opportunities of the market environment
to search for innovative resource combinations in order to obtain sustainable competitive
advantages. Structuring and parameterization of the task should correspond to the basic
properties of resources, which thus form the plane of the resource management system of the
enterprise. The decision-making matrix using the comparative approach and the weight
coefficients of the elements of the resource tree, the indicators of which are consistent by T.
Saati hierarchies, can also be used to evaluate the effectiveness of the results of research on
resource security of an enterprise [28].
If structuring and parameterization are carried out taking into account the basic properties
of the resources, with the definition of their rank, this can become the basis for the formation
of the basis and superstructure of the plane of the pyramidal structure of providing modern
enterprise resources.
Strengthening the position of domestic enterprises in the domestic and foreign markets
depends on strategic management, sound regulation and the introduction of an effective
organizational and economic mechanism for the implementation of progressive changes, the
formation of a legal framework for effective innovation and investment policies. In this
regard, a number of important issues that need to be addressed remain open for domestic
enterprises, including: the formation and use of the gender component of the resource
potential in entrepreneurship; restructuring and ensuring market transformation to improve the
efficiency of business. In particular, according to the results of studies of the structure of
resource costs and identification of the main elements of the resource tree, the optimal
(adapted to current conditions) resource portfolio in the industry was calculated (Table 1).
According to the weighting factors of the elements of the above resource portfolio, we can
conclude that the following resources are the most significant resources for the brewing
industry: material (21%), human (21%) and client (20%).
Management of the Mental Resources of the Enterprise
http://www.iaeme.com/IJM/index.asp 59 editor@iaeme.com
Figure 1 Resource portfolio adapted for Ukrainian enterprises
At the same time, it should be noted that the total amount of organizational and
technological resources in the industry exceeds the traditional norm, and amounts to 20%. In
general, this trend in the industry is positive, because the modern business environment
encourages the actualization of the processes of intellectualization.
5. DISCUSSION
The arguments we have presented in any period of global change, suggest that need for
quality intellectual resources is actualized, enabling HR functions to be transformed in such a
way as to gain real competitive advantage. Generation Z is the first digital generation. They
are already influencing the emergence of an innovative economy and will have a huge impact
on the development of the exchange economy (P2P). The relevant economic movement is
aimed at exchanging goods and services without a third party. A prime example is the online
lending platforms, Airbnb and Uber, which allow consumers to make money off what they
have and share it with others. The P2P economy has spread to other areas of business, such as
stocks, investments, real estate, fundraising and more. In this case, Gen Z helps drive digital
business development as a model of WeGoLook, which combines new freelance talent for
today's consumer demand for specialist services such as auto and fleet audits, insurance and
financial services solutions, and individual tasks. In the course of the study, we highlighted
the economic philosophy of P2P - a talent that shares its talent in digital environments, where
Generation Z is not just a consumer group - it's the next generation of business owners. An
enterprise can directly influence only its own results of operations, directly forming objective
factors [29].
The right attitude of the new economy and the prospects for its development will facilitate
further implementation of innovation, where most people will start their own businesses,
which will further P2P economy. Generation Z offers greater opportunities to support
businesses themselves as they are more flexible and adaptable to changing market
environments. However, these trends do not preclude the use of other marketplaces, such as
B2B and B2C, where business entities serving other businesses are already collaborating with
Generation Z in the leasing, exchange and start-up fields. Taking into account the
globalization factors of modern economy and market conditions, it is necessary to determine
how to interact with Generation Z while preserving the authenticity of business in the
conditions of the fourth industrial revolution. It should be noted that digital philosophy is
spreading around the world: global consumers and businesses are also looking forward to
platforms and solutions for the common economy[30] Fig. 2.
0
10
20
30
40
50
60
70
Own Funds
Borrowed Funds
Equipment
Stocks
Labor Productivity
Innovative…
Information…
Customer…
Empathy
Composition
Part (%)
Payment
Absolute percentage (%)
Kateryna Andriushchenko, Mariia Tepliuk, Mykhailo Sahaidak, Evgen Kartashov,
Konstantin Pivovarov, Igor Kutashev, Yuliia Voronina, Oksana Domina, Oksana Kuchai
http://www.iaeme.com/IJM/index.asp 60 editor@iaeme.com
The methodological bases of determining the effectiveness of managing the resource
supply of economic activity are relevant both from a scientific and practical point of view.
Where, fm is the sum of losses from a resource deficit, fb is the sum of losses from a
resource surplus, RSo is the optimal value of resources.
To date, the question of the classification and importance of a resource in the economy is
debatable. Because, the shift of emphasis and composition of the resource portfolio is
determined by the economic environment priorities and the evolution of the behavioural
model of socio-demographic groups.
Numerous studies show that digitization and political and economic events influence the
development of personal and behavioural model of socio-demographic groups, It is important
to remember that it is undeniable that the management of intellectual resources over the next
five years will be marked by three inevitable factors, namely: technological, in particular
Cloud technology and artificial intelligence (AI); globalization, namely from developing
countries; demographic changes, especially related to population aging in Western economies
and the Y and Z generations [31]. In fact, in the context of the Fourth Industrial Revolution, a
transformation is taking place that leads to increased productivity, restructuring of the labour
market, an aging population, changes in career management, involvement of the workforce
and changes in the architecture of business. The impact of external factors will be felt in such
business units as:
leadership components - value and transparency;
Company structure - project-centered, virtual teams, cross-border joint ventures;
Corporate culture - focusing on collaboration, customer relationships, employees and
contractors;
Management of intellectual resources - human resources, talent development and flexible
work. In a tumultuous change, the need for information technology (IT), the so-called e-
HRM, is being updated to create networks and support employees, managers and staff in their
collaborative HR management activities.
One must admit that some businesses may use IT to:
fulfilment of operational goals, such as automation of management tasks;
relational goals that make it easy to connect line managers and employees to improve
collaboration and customer service;
creation of corporate values;
performance management and compensation through it.
At the same time, some practices are concerned about the quality of mental resources, so
in developed countries, candidates are sought through WebKit, which allows the hidden
collection of information from unofficial, non-institutional, online sources, social networks
and search engines to build employee portraits and deciding on his employment. First of all,
the global labour market is a number of opportunities for multinational companies, but at the
same time there are challenges for domestic companies due to increased competition for
talent. In the context of the Fourth Industrial Revolution, mental resource management is a
priority for creating an inclusive business culture driven by demographic change. Business
entities must use these differences to create sustainable competitive advantage when building
fm → RSm
fb → RSm
fs = fb+fm
RSo = fm ∩ fb
Management of the Mental Resources of the Enterprise
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an innovative enterprise based on a new generation of staff with different mental
characteristics.
Figure 2 Genesis of generations and forms of their manifestation in economy
Source: formed by authors
Therefore, the strategic role of intellectual resource management actualizes the creation of
a humanistic business culture based on the use of digital technologies for:
development, retention and involvement of staff, support of SEO managers in order to
develop a culture of innovation;
maintaining a reputation for integrity, where employees are respected and adhere to
corporate values.
6. CONCLUSION
Furthermore, in modern business conditions, most enterprises operate in conditions of
increased dynamism of the market environment, which is due to increased competition,
increased consumer demand and the rapid acceleration of scientific and technological
progress, where resources are the driver of the formation of competencies, values and
dynamic capabilities of the enterprise. The relevance of the problems and the versatility of the
“resources” category led to the presence of a significant number of multidirectional concepts,
namely, classical, dynamic capabilities and asymmetry. With the development of resource
theories, the importance of strategic resources is being updated as a set of unique resource
properties that can provide long-term competitive advantages. In the context of the relational
concept, strategic resources were allocated: temporal, spatial, and transcendental, on the basis
of which the concept of synthesis was formed, based on the organizational ability to turn
dynamic capabilities into transcendental resources. Consistency of production factors,
Generations And Forms Of Their
MANIFESTATION IN ECONOMY
Baby Boomers
1946-1965
• Work-oriented: extremely hard-working, their professional
accomplishments contribute to the formation of personal
identity.
Generation X
1966-1976
• Skeptical: high level of distrust, which is the lowest
level of participation in each generation.
Generation Y
1977-1994
• People of Change: During a major technological
change, globalization and economic disruption, they are
given a different set of behaviors and experiences.
• Realists: Being aware of the harsh economy, terrorism, and
climate change are cynical.
• Entrepreneurship: most respondents are eager to start their
own businesses.
Generation Z
1995-2012
Generation Z’
2012-2020
• Formation: the formation of the individual takes
place under conditions of total digitization, which will allow
them to be more experienced.
Kateryna Andriushchenko, Mariia Tepliuk, Mykhailo Sahaidak, Evgen Kartashov,
Konstantin Pivovarov, Igor Kutashev, Yuliia Voronina, Oksana Domina, Oksana Kuchai
http://www.iaeme.com/IJM/index.asp 62 editor@iaeme.com
resource flows, resource potential and strategic resources increase the efficiency of resource
supply for the economic activities of enterprises.
Today, with rapid changes and negative trends, there is deterioration in the quality
parameters of intellectual resources, especially the mental components. Appropriate trends are
capable of resisting innovative changes in business, which in turn is a negative phenomenon,
which necessitates the need for businesses to update the importance of mental resources for
competitive advantage. With the development of resource theories, the importance of
intellectual resources as unique properties that are capable of providing long-term competitive
advantages is actualized. In this regard, it is relevant to study theoretical approaches to the
development of business entities on the basis of precisely the activation of intellectualization
of business activity, taking into account the key factors for the development of business
entities in the conditions of the fourth industrial revolution. The purpose of the article is to
identify the components of the mental resources of the enterprise in the context of the
evolution of the behavioural model of socio-demographic groups.
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