Olena I. Reshetnyak’s scientific contributions

The article studies the conception of organizational ambidexterity as one of the key factors in ensuring the competitiveness and sustainability of modern enterprises. The purpose of the study is to analyze approaches to understanding organizational ambidexterity and determine ways to find a balance between the implementation of research activities (development of breakthrough innovations) and exploitation (development of improving innovations) at domestic enterprises. The main approaches to understanding ambidexterity, including the balance between research and operational activities of companies, are considered. The theoretical foundations of organizational ambidexterity are analyzed, starting with the fundamental research of J. March and M. Tushman, which define the dichotomy between exploration and exploitation as the main mechanism of strategic development of organizations. Special attention is paid to the practical implementation of organizational ambidexterity in the modern business environment. The main approaches to its implementation are allocated: consistent, structural, contextual, and interorganizational. The advantages and disadvantages of each of the approaches, as well as their impact on the effectiveness of management decisions in companies of different sizes and industry specificity, are presented. With use of the bibliometric analysis of scientific publications in the Scopus database, the dynamics of research on the topic of organizational ambidexterity and innovation has been surveyed. The key areas of scientific research in this area, as well as the areas in which the conception of organizational ambidexterity is most widely used, have been identified. Separately, the issue of introducing ambidexterity in the conditions of Ukrainian enterprises, in particular in the sphere of the military-industrial complex, is studied. The possibilities of adapting international experience to the realities of the Ukrainian business environment and approaches to the optimal combination of research and operational activities are considered. The article contains conclusions on the strategic importance of organizational ambidexterity for companies seeking to adapt to a dynamic market environment, as well as recommendations for its efficient implementation in management practice.

The article is devoted to the study of the conception of value proposition as a key element of ensuring the competitive advantage of companies, in particular in the conditions of the dynamic market of the restaurant industry of Ukraine. The article is aimed at analyzing the existing approaches to the formation of a value proposition and determining ways to improve it in the restaurant business. The authors trace the evolution of the concept of «value proposition», which initially arose in the B2C sphere and later spread to the B2B. Modern approaches to the formation of a value proposition integrate relationship marketing, customer focus and innovation potential as driving forces of adaptation to market changes. Conceptual models that offer a step-by-step approach to creating, delivering and communicating value to customers are considered. An analysis shows that the dynamism of the value proposition is ensured by adaptation to changes in market conditions, consumer demand, technologies and business models. Particular attention is paid to the innovative potential of the restaurant business, which has become a determining factor in recovery from the crisis caused by the pandemic and wartime challenges. Attention is focused on the need to study market needs, expert analysis and implement innovations that meet the current needs of customers. Defining the key parameters of the value proposition allows you to integrate innovations into products, services and management processes. The authors note the importance of a system approach to creating competitive advantages through management automation, service optimization and taking into account social aspects. The importance of using innovation potential to form a relevant value proposition for both individual restaurants and chain structures in a global context is emphasized. In this way, an innovative value proposition becomes the basis for long-term success, ensuring the flexibility and sustainability of the business in a highly competitive environment.

The aim of the article is to identify the key features of the processes of digitalization of small and medium-sized businesses in Ukraine. Analyzing and summarizing the scientific works of scientists that were placed in the Scopus database, with the help of the VOSviewer program in the thematic area of «digitalization» and «SMEs», the views on this research issue were systematized. An analysis of the current level of digitalization of small and medium-sized enterprises (SMEs) in Ukraine was also carried out, which demonstrated that the introduction and use of digital technologies is lower compared to the level of digitalization of SMEs in the EU countries, which necessitates the intensification of the introduction of digital technologies and tools to ensure their competitiveness. The key advantages and barriers to the introduction of digital technologies in the activities of SMEs in Ukraine are identified, the main instruments for implementing the digital strategy of SMEs and the scope of their application are characterized, in particular for the construction industry. Among the main obstacles to the implementation of digitalization of SMEs are: the inability to invest in high-value digital tools and relatively high operating costs for maintenance; lack of digital competencies among managers and employees; resistance to change on the part of workers and unwillingness to change on the part of managers. Recommendations on digitalization of SMEs in Ukraine in conditions of limited resources are provided: introduction of the «learning culture» in SMEs, which is important for the use of digital technologies; creating a roadmap for achieving the business goals of SMEs’ digitalization, setting clear priorities for digital transformations depending on the cruciality of the business problems they solve; establishing cooperation with companies that can be useful for ensuring effective digitalization processes, researching the experience of other companies; search for opportunities to receive grants and financial support from government programs and international organizations aimed at supporting the digitalization of SMEs; the use of agile approaches in the implementation of digital solutions to ensure constant readiness for rapid changes and adaptation to new market conditions.

Recently, the relevance of risk management of IT projects has increased significantly, which is associated with their rapid development and a high level of uncertainty in the external environment. The purpose of the study is to determine the features of risk management of IT projects on the basis of modern theory and practice of project management. The paper analyzes the essence of the concept of «IT project», as well as identifies its features, including: non-standard life cycle; mobility and ambiguity of some areas in the IT field; high level of uniqueness of the project; dependence on other IT projects and technologies; low level of project expertise due to the uniqueness of the technologies on which the project is based; high level of project complexity and uncertainty. The essence of the concept of «IT project risk» is also defined, the main types of risks are characterized. The features of using the PMBoK (Project Management Body of Knowledge) methodology in project risk management are analyzed. A characterization of the stages of risk management in IT projects based on the PMBoK approach is provided, including: risk planning; risk identification; qualitative and quantitative risk assessment; planning a risk response strategy; monitoring and control of risks. It is determined that risk management of IT projects using the PMBoK approach has significant shortcomings if used in conditions of a high level of uncertainty and novelty of the project. The article also provides a characterization of flexible risk management of an IT project based on the Agile methodology, which in turn is based on an iterative approach, continuous risk assessment and the development of measures for their adaptation. A comparative characterization of the approaches of PMBoK and Agile to risk management of IT projects is provided: their strengths, weaknesses, and areas of application are identified. It is noted that the choice between PMBoK and Agile approaches should be based on the specific needs of the project and the organizational context. PMBoK will be appropriate for large, long-term projects, as well as in situations where predictability, adherence to the plan are crucial, while Agile is best suited for innovative projects that are implemented in an uncertain or dynamic environment and require flexibility, quick adaptation, and customer focus. A significant number of project managers in the IT field prefer a hybrid approach that combines the strengths of both methodologies.