Hasil untuk "Organizational behaviour, change and effectiveness. Corporate culture"

O. Bilovodska, O. Boienko, M. Kızıloğlu

B a c k g r o u n d . Internal marketing is now viewed as a comprehensive system of partnership-based relations that fosters the development of corporate culture, employee loyalty, and customer orientation. This approach increases employee satisfaction, reduces resistance to organizational change, promotes interdepartmental synergy, and contributes to the achievement of the strategic objectives of the economic entity. The relevance of this topic stems from the ongoing transformation of economic conditions, the growing significance of human capital, and the increasing necessity for strengthening internal organizational interactions. M e t h o d s . To generalize the stages of internal marketing evolution and to formulate the authors' approach to defining it, the methods of induction and deduction, along with a comprehensive approach, were employed. To examine scientific approaches to the interpretation of internal marketing and to identify interconnections among elements of the personnel management system, methods of analysis and synthesis were used. Additionally, to construct a conceptual model of internal marketing as an integrated system of interaction, methods of abstraction, logical generalization, and a systemic approach were applied. The study's information base comprised scientific works by foreign and domestic scholars on service marketing, personnel management, organizational behaviour, and internal communications. It also included analytical materials and methodological sources reflecting contemporary approaches to implementing internal marketing in economic entities. R e s u l t s . The article substantiates the evolution of approaches to defining the essence of internal marketing within economic entities, as well as its role in shaping an effective personnel management system and influencing organizational behavior. It establishes that modern interpretations of internal marketing encompass not only activities related to attracting, training, and motivating personnel but also the development of communication systems, the formation of a value set-up, corporate philosophy, and culture. The authors propose a definition of internal marketing based on the identified key principles, factors, and functions, and present a model of internal marketing for an economic entity. This model is based on elements of the classical marketing "4P" framework and encompasses components such as planning, communications, control, and reputation management, among others. C o n c l u s i o n s . The conducted research enabled the authors to define internal marketing as an integrated system of partnership relations in human resource management. This system focuses on creating and maintaining a motivational climate and organizational working conditions within the economic entity to ensure customer orientation and employee loyalty. In this framework, employees not only perform functions aimed at improving service quality and meeting the needs and demands of the customers but also actively participate in implementing corporate philosophy, values, and strategies to achieve objectives and maintain a positive company image. A conceptual model of internal marketing is proposed as a human resource management mechanism that integrates motivational, communicative, organizational, and cultural components within the economic entity.

D. Makatora, R. Kubanov, A. Mykhalko

The scientific paper explores the theoretical and practical aspects of implementing neurolinguistic programming (NLP) in the management system of an architectural and construction company. The relevance of using NLP techniques to enhance management efficiency in the context of increasing competition and technological changes in the industry is substantiated. Key aspects of NLP application in management are systematized: communicative (techniques of effective verbal and non-verbal communication, methods of rapport establishment, calibration of behavioural patterns, influence strategies), managerial (modelling successful practices, decision-making technologies, motivation methods, planning tools), organizational (formation of corporate culture, change management, leadership development, optimization of group dynamics), developmental (personal growth methods, self-management techniques, overcoming limitations, development of emotional intelligence), and analytical (methods of data collection and analysis, experience modelling, performance evaluation, process diagnostics). Successful examples of NLP implementation in international and Ukrainian architectural and construction companies have been analysed, showing a positive impact on key performance indicators. However, it is revealed that most companies use NLP fragmentarily, focusing on isolated aspects of activity, which limits the potential effect of these techniques. Recommendations are proposed for the systematic implementation of NLP in architectural and construction companies, including pilot projects, ensuring consistent training, regular performance evaluation, adaptation of techniques to the specifics of the company, and the creation of a change support system. Key success factors have been identified: leadership support, systematic training, focus on practical application, regular monitoring of the results, and adaptation of methodologies. Prospective directions for further NLP development in the architectural and construction sector have been outlined: integration with digital technologies, development of industry standards, creation of performance evaluation systems, and advancement of adaptation methods for the specific needs of different types of construction projects. The emphasis is placed on the importance of developing an NLP training system for the industry, which includes the development of specialized training programs, the creation of a database of industry cases, and the formation of a professional community for experience exchange.

Stephanie D. Gingerich , Lídice Mederos Villalón, Oscar Omar Díaz et al.

This manuscript explores the theoretical foundations on which the Interdisciplinary Journal of Partnership Studies was created, highlighting its commitment to partnership-based approaches and the methods of co-creation, co-design, and co-production, as well as diverse ways of thinking and knowing worldwide. These principles have shaped the journal’s equitable approach to knowledge dissemination. Several exemplars illustrate how partnership-based approaches are being applied in local, national, and international contexts, demonstrating the journal’s impact beyond academia. Looking ahead to the next ten years, the journal’s champions hope to continue their dedication to sharing diverse perspectives and engaging in knowledge exchange worldwide. 

Robert M. Yawson, Vance Johnson Lewis

Seda Güğerçin

The growing emphasis on environmental sustainability has initiated a green transformation within organizations. While this shift has led to notable changes in organizational practices, its implications for employees remain underexplored in the literature. Drawing on Social Identity Theory, this study examines how transformational leadership influences job satisfaction through the mediating role of green organizational identity. It also investigates the moderating roles of perceived greenwashing and employees' green behavior in this relationship. Survey data were collected from employees at a sustainability-oriented textile company. The results reveal that transformational leadership positively predicts green organizational identity and job satisfaction, and that green organizational identity significantly mediates the transformational leadership-job satisfaction relationship. Contrary to expectations, perceived greenwashing did not significantly moderate this indirect effect. These findings highlight the importance of building a strong green organizational identity to achieve positive employee outcomes within the scope of sustainability efforts. It is recommended that practitioners promote green organizational identity through visible, consistent, and active engagement in environmentally sustainable practices within the transformational leadership framework.

Hanna Nazarenko

This article examines coaching as a strategic growth tool for the corporate environment of developing companies, with particular emphasis on practically applying the methodology. To that end, this paper analyzes the effectiveness of leading organizations' coaching in resolving critical growth challenges: scaling operations, change management, and talent retention. Businesses must be oriented to dynamically changing market conditions; hence, coaching emerged as a crucial resource for developing leaders, ensuring an organizational culture's agility, and attaining sustainable competitive advantages. The scientific novelty consists in systematizing industry practices in determining the linking coaching to financial results and proposing a model for adjusting the methodology to various economic sectors. The methodological base of the study combined qualitative and quantitative analysis of 11 sources, including academic works, industry reports, and company cases (Google, Intel, MD Anderson Cancer Center, Verizon). The main findings confirm that coaching is a strategic growth catalyst but is effective only through integration with corporate culture and top management support. Universal solutions are less effective: healthcare emphasizes staff stability, while technology focuses on innovation and flexibility. The key condition for success is the establishment of clear KPIs, such as an increase in internal appointments as well as improved team interactions and financial indicators. This study, therefore, contributes to management theory by showing that investment in coaching can be transformed not just into intangible benefits (employee confidence, communication) but also into measurable economic returns that enhance long-term business sustainability. It will serve company executives, HR managers, business coaches, and researchers in corporate governance who wish to incorporate coaching as a strategic tool in overcoming challenges related to growth and increasing the potential for sustainability by integrating leadership into an organization.

Nataliia Moskal, Andrii Kril

This article examines the theoretical and methodological foundations for forming the objectives of an enterprise's internal control system by integrating accounting and tax aspects. The relevance of this research stems from the need to ensure economic security and effective business operations amid dynamic changes in the business environment and growing regulatory requirements. The internal control system is evolving from a verification tool into a strategic management mechanism embedded across all levels of an enterprise’s management structure. The effectiveness of control depends on the clear establishment of a hierarchy of objectives at the strategic, tactical, and operational levels. Both external factors (regulatory framework, accounting standards, market conditions) and internal factors (organizational structure, information systems, corporate culture) influence the formation of these objectives. The study substantiates that the accounting aspect of internal control aims to ensure the reliability and quality of accounting information, while the tax aspect focuses on maintaining tax discipline and optimizing the tax burden within legal boundaries. A significant scientific contribution of this work is the proposed mechanism for harmonizing these aspects within a single integrated system. The author develops a structured model of their interrelation across various management levels, with corresponding integration mechanisms and digital control tools. Special attention is given to the digital transformation of control processes, which necessitates the formulation of internal control objectives based on principles of strategic orientation, risk-based approach, integration, and adaptability. This approach transforms internal control from a verification function into a comprehensive strategic management tool. The article also proposes a system of criteria for evaluating internal control effectiveness, including both quantitative and qualitative indicators of control procedure performance. The research findings have practical value for enterprises across various industries, contributing to the improvement of internal control methodologies in response to the modern challenges of the digital economy and the constantly changing regulatory environment.

Тетяна Максимюк

The article presents a theoretical and analytical review of contemporary models of psychological trust in management, enabling the identification of key cognitive, emotional, and socio-structural determinants of this phenomenon. Classical and modern approaches to trust formation at the individual, interpersonal, and group levels are analysed, and their strengths and limitations are outlined, particularly with regard to the insufficient integration of all relevant factors for practical managerial application. It is established that the effectiveness of managerial interaction, the development of corporate culture, and the enhancement of employee motivation and engagement depend significantly on leaders’ competence, benevolence, and integrity, as well as on affective ties within teams, transparency of organizational rules and policies, and the provision of psychological safety and support for innovation. The article emphasises that contemporary digital and hybrid work formats introduce new demands for managerial practice, requiring the adaptation of trust-building mechanisms within conditions of rapid change, remote collaboration, and multilayered organizational structures. The growing complexity of communication channels, the diversification of teams, and the rise of algorithmic decision-making challenge traditional assumptions about trust and necessitate the inclusion of new variables such as perceived technological reliability, digital communication literacy, and employees’ readiness for autonomy in distributed workplaces. Based on the analysis of theoretical models, practical recommendations are formulated for managers and teams aimed at integrating cognitive, emotional, and social components of trust, strengthening team interaction, and increasing organizational resilience. Particular emphasis is placed on the development of leadership practices that promote psychological safety, constructive feedback, transparent decision-making, and fair distribution of responsibilities, which are essential for sustaining trust in conditions of uncertainty. Additionally, the review highlights the growing relevance of trust in the context of global instability, organizational transformations, and socio-economic turbulence. These factors increase the importance of developing diagnostic and evaluative tools that allow managers to monitor trust dynamics in distributed, hybrid, and multicultural teams, identifying potential psychological risks at early stages. The findings justify the need to design a comprehensive authorial model of psychological trust that offers an integrative understanding of determinant interaction and can serve as a strategic instrument for human resource management, leadership development, and the enhancement of organizational effectiveness in contemporary conditions.

Alexey A. Kosorukov

The article explores the opportunities and challenges of implementing artificial intelligence (AI) in project management. Key areas of AI application are analyzed, including the automation of routine tasks, risk forecasting, resource allocation optimization, and communication improvement. Particular attention is paid to the impact of AI on project managers’ competencies, corporate culture, and the psychological climate within teams. The study is supported by an analysis of the advantages and disadvantages of AI implementation, as well as examples of successful use of AI technologies in project management. The results demonstrate that AI is becoming a significant driver of transformation in project management, but its effectiveness depends on the proper consideration of both technical and organizational aspects of implementation.

Y. Andrieieva, N. Lytovchenko

The article presents the results of an empirical study on the mental health of an organization's staff and the factors that can affect its quality. It analyzes ways to ensure the psycho-emotional stability of an organization's staff in the face of modern challenges. The study used: the psychodiagnostic method for diagnosing the type of corporate culture «Scales of Organizational Paradigms» by L. Constantine and the «Mental Health Assessment Instrument». The sample consisted of 54 employees from a trading company in Chernivtsi. The results of the study allowed not only to identify the dominant type of corporate culture of the organization but also to reveal the specifics of corporate culture characteristics that perform an adaptive function in crisis situations and contribute to the preservation of staff mental health. The main conclusions of the study are that the potential for improving key aspects of corporate culture, including communication, values, norms, initiative, and adaptation to change, is an important resource for increasing organizational effectiveness. The empirical data obtained emphasize the need to develop strategies aimed at the development and strengthening of the organization's team orientation, resilience, and staff initiative. A connection has been confirmed between a team-oriented corporate culture aimed at harmonious interpersonal relationships and the psychological well-being of the organization's staff; it can be assumed that the creation and implementation of psychological support and adaptation programs for staff in conditions of increased stress will not only reduce the level of emotional burnout but also preserve organizational effectiveness and productivity. The results of the empirical study indicate that an organization's corporate culture can be a key factor in maintaining the mental health of its staff and point to the need to create an effective support system through the development of corporate culture components. Management plays a key role in shaping corporate culture.

Lina Artemenko, Maryna Pereskoka

The purpose of this study is to examine the process of managing strategic changes in enterprises in the context of European integration, with a particular emphasis on potential challenges and adaptation strategies to European standards. Under the current conditions of European integration, enterprises are required to adjust to new regulations set by the EU, which requires rapid and effective transformations in management strategies and organizational processes. The research methodology involves a theoretical analysis of the key models of change management, such as the models of John Kotter and Kurt Lewin, as well as practical cases of change implementation in Ukrainian enterprises that are integrating into the EU economic space. The analysis of these cases made it possible to identify the main success factors in the process of implementing change, among which effective leadership, corporate culture, innovation capacity, and continuous monitoring and evaluation of results play a crucial role. The results of the study show that enterprises that actively use change management strategies and integrate European standards are able to adapt successfully to new conditions, in particular through the modernization of production facilities, the introduction of new technologies, the improvement of staff qualifications, and the implementation of new business models. The study of practical examples also confirms the importance of developing tailored strategies for different stages of the European integration process. The practical significance of the research results lies in the fact that the proposed approaches can be applied by enterprises to improve management processes, increase the effectiveness of adaptation to change, and strengthen their competitiveness in international markets. This will allow enterprises to significantly reduce the risks associated with integration into European markets, as well as lower the costs of modernizing production. The recommendations presented in the study are universal in nature and can be used by enterprises in various industries to improve the effectiveness of change management in the context of globalization and European integration. The study's findings also confirm the need to integrate innovative approaches into enterprise management strategies to ensure their sustainability and adaptability in a constantly changing economic environment.

Heri Siswantoro, Rachmad Ilham, Anisaul Hasanah

Many organizations continue to struggle with superficial sustainability initiatives, weak accountability frameworks, and limited involvement of Human Resource Management (HRM) in strategic decision-making. These persistent issues hinder efforts to create meaningful and lasting change in corporate culture. The purpose of this article is to examine how HRM can drive the development of a sustainable and socially responsible organizational culture through structured, measurable, and values-driven practices. Drawing on recent conceptual and empirical insights from HRM, CSR, and ESG literature, the analysis highlights how initiatives such as embedding environmental metrics into performance appraisals, aligning ethical leadership development with corporate codes of conduct, institutionalizing inclusive hiring systems, and facilitating employee-led CSR engagement directly influence cultural transformation. These HR interventions promote employee trust, internal cohesion, and reputational legitimacy while anchoring sustainability as a lived organizational value. To maximize effectiveness, HR must be integrated into sustainability governance structures, equipped with analytics capabilities, and supported by leadership in implementing systemic change. Future research should investigate the long-term cultural impacts of digital HR tools, cross-sector differences in HR-ESG integration, and the role of hybrid work models in advancing equity and inclusion. Establishing a sustainable corporate culture depends not on symbolic policies but on intentional HR strategies that link people systems to environmental, ethical, and social outcomes.

M. Dzhumabaeva, A. Abdukadirov, D.M. Mirlanbekova

The article examines the key aspects of strategic and innovation management as interconnected factors that determine the sustainable development and competitiveness of modern organizations. The authors emphasize the importance of integrating innovations into strategic planning, the need to adapt to a rapidly changing external environment, and the impact of digital transformation. The study analyzes approaches such as parallel management, dual management, open innovation, and the use of digital technologies like artificial intelligence and big data. It also highlights challenges and risks associated with the implementation of innovation strategies, including financial constraints, resistance to change, and uncertainty of outcomes. Practical recommendations are provided for building a flexible corporate culture, evaluating innovation effectiveness, using KPIs, and applying modern strategic management tools. The article concludes that only a comprehensive and systematic approach to innovation management enables organizations not only to survive under intense competition but also to shape the direction of industry development.

O. Zakharov, V. Voloshyna

Turbulent economic conditions, geopolitical risks, and accelerated market fluctuations increase the vulnerability of enterprises to crisis phenomena. In such an environment, the effectiveness of anti-crisis management is largely determined by the ability of organizations to forecast threats and adapt strategies in advance. Digital technologies significantly expand these capabilities. Tools such as big data analytics, machine learning, business intelligence platforms, scenario modeling systems, and real-time monitoring create conditions for earlier detection of destabilizing signals and more balanced decision-making. At the same time, the quality of anti-crisis strategies depends not only on technological readiness but also on the organizational culture that ensures the use of data, transparency of decisions, and coordinated response mechanisms. This corresponds to the broader paradigm of responsible and adaptive management, where learning, data ethics, and digital competences strengthen the sustainability of corporate practices. The aim of this study is to determine the potential of digital technologies in forecasting anti-crisis management strategies and to identify the conditions under which these technologies are most effective for strengthening the resilience and adaptability of enterprises. The research is based on system and comparative analysis. Scientific literature, industry reports, and case studies are reviewed to classify digital technologies used in anti-crisis management. The structural-functional approach is applied to examine how forecasting tools influence decision-making processes, communication flows, and organizational behavior. The competence-based approach is used to consider the role of digital literacy and data management culture in enhancing the efficiency of technological tools. The study identifies several groups of digital technologies that play a key role in forecasting anti-crisis strategies. Business intelligence systems integrate internal financial and operational data, allowing organizations to track deviations from planned indicators and identify early signs of crisis. Machine learning and predictive analytics create models of risk probability and assess the consequences of alternative strategic scenarios. Digital platforms for external monitoring track market dynamics, supply chain vulnerabilities, and regulatory changes. Scenario modeling systems support the formation of adaptive strategies under uncertainty, helping managers evaluate the impact of various intervention measures. Real-time dashboards enhance transparency and facilitate synchronized decision-making at different management levels. The study also emphasizes that digital forecasting tools are most effective when supported by an organizational culture focused on continuous learning, ethical data use, cross-functional cooperation, and psychological safety. These cultural conditions ensure that forecasting becomes not only a technical function but also an integral part of strategic thinking and proactive management. Digital technologies significantly expand the forecasting capacity of anti-crisis management strategies. They increase the accuracy and speed of detecting risk factors, support scenario planning, and promote informed and timely decisions. However, the effectiveness of these tools depends on organizational readiness, including digital competences, data governance systems, and a culture that values transparency and shared responsibility. Future research should focus on developing diagnostic models to assess the maturity of digital forecasting systems, evaluating the economic impact of predictive technologies in anti-crisis management, and exploring cross-sectoral and cross-country differences in digital adaptation.

Yulia Levashova, N. Kosenko

The proposed integrated model is built upon the combination of four fundamental areas: risk management, organizational ergonomics, communication effectiveness, and the development of a corporate safety culture. Each of these dimensions has an independent value for the functioning of an enterprise, but their real potential is revealed only when they operate together as an interconnected system. The essence of such integration lies in the ability of the organization to respond in a flexible, systematic, and proactive manner to both internal challenges, such as production errors or staff fatigue, and external threats, including regulatory changes, market instability, or emergency situations. Risk management plays a leading role by creating a structured approach to identifying, assessing, and minimizing potential hazards. However, its effectiveness directly depends on how well it is supported by ergonomic improvements and effective communication channels. Numerous studies confirm that optimizing the work environment according to ergonomic principles not only reduces the likelihood of errors and injuries but also improves employee satisfaction and overall productivity. Ergonomics reduces stress factors, ensures rational allocation of human resources, and contributes to the long-term resilience of the enterprise. Equally important is the communication component. Open and transparent communication channels help ensure timely delivery of information during routine operations and in crisis situations. In the field of civil security, effective communication becomes a crucial tool for preventing escalation, coordinating staff actions, and maintaining trust both within the organization and with external stakeholders. Corporate safety culture serves as a foundation that unites all of the above elements. A strong culture shapes employees’ attitudes toward occupational safety, making compliance with standards and procedures not a formality but an internalized value. Companies that successfully foster such a culture demonstrate lower incident rates, reduced compensation costs, and minimized downtime. Practical experience of leading enterprises shows that fragmented safety management is insufficient. Only an integrated approach – where risk management, ergonomics, communication, and culture are interdependent and mutually reinforcing – can ensure the creation of a sustainable, safe, and efficient production process. This model, therefore, becomes not only a tool for operational security but also a driver of long-term economic and social development.

Zhu Cheng, T. A. Masron

ABSTRACT Digital transformation refers to the process of utilizing digital technology to develop new or enhance current business processes, organizational culture, and customer experiences to satisfy changing business and market requirements. Taking all non-financial Chinese A-share firms from 2010 to 2018 as the research sample, we investigate the impact of Economic Policy Uncertainty (EPU) on corporate digital transformation. Evidence shows that EPU has a significantly positive impact on corporate digital transformation. This result still holds after a series of robustness tests, such as employing alternative measures of key variables, controlling for various fixed effects, including possibly omitted variables and adopting estimation of instrumental variables in the 2SLS approach. In addition, market competition provides the primary channel through which EPU influences corporate digital transformation. Finally, the above EPU effect is more pronounced in firms with small size, non-SOEs, and firms with weak corporate governance. Overall, our results provide a novel explanation for the behaviour of corporate digital transformation in the emerging capital markets.

Meriç Kılınç, Başak Nur Gökçam

This research examines the role of neoliberal ideology in media and cultural production processes. The primary aim is to determine how and to what extent values associated with neoliberalism—such as consumption, fashion, hedonism, individuality, competition and success, property and wealth, freedom, travel, beauty, entertainment, innovation, and technology—are represented in the influencers’ social media content. Given the significant influence of social media platforms on broad audiences, understanding this content’s impact on societal norms and values is crucial from cultural and social dynamics perspectives. The study employs qualitative content analysis, focusing on the Instagram posts of the 10 most popular influencers in Turkey. A total of 267 posts were coded, and the findings were evaluated using frequency and percentage calculations. The findings reveal that influencer content significantly promotes neoliberal values, including consumer culture, fashion and beauty standards, and the ideals of travel and freedom, beyond merely promoting products and services. This study is expected to highlight the role of influencer marketing in the reproduction of neoliberal values. This research contributes to the literature on media and cultural studies by providing a framework for understanding the impact of social media content on individuals and collective memory.

Shradha Bohra, Dr. Nikita Shukla

As we all know each and every employee is an important part of any organization and no matter the work or the position, every employee has their own importance and can affect the organization. The behaviours of any person or employee can be vary due to many reasons. Some of the most common reasons are leadership, work culture, personal life, job responsibility. A human has no control over these the situation and conditions which can cause them stress and can affect their behaviour and work which can directly have a huge impact on company. The company can also be called as second home for any employee as they spend most of the time in the company or doing company’s work. The behaviour is directly linked by the mental health of any person. So, the companies have to start prioritizing the mental health of the employee’s so that they can give their best to the company. Many companies have come up with the campaign, giving personal space for rest, meditation room, free meditation group course, yoga classes, snacks. These things might sound small but can left a huge impact on anyone. Google, EY, Nike, Apple, HBO, and many more are in list which are focusing on mental and physical wellbeing of the employee. The study has tried to cover the significance of mental health in organization. The steps now-a-days organization are taking to deal with it and how companies are evolving and changing their role from leader to empath, Hr to Counsellor and how companies are coming with the different idea of to deal with this situation.

Serhii Mandych

Personnel policy is a key element in ensuring agricultural enterprises’ organizational and legal security, as it forms the basis for effective personnel management, adaptation to changes in the external environment, and reduction of risks associated with the human factor. The article highlights the importance of personnel policy as an integrative tool that affects the stability and security of agricultural enterprises in legal and organizational aspects. The main principles of personnel policy that contribute to organizational and legal security formation are studied, particularly compliance with legal norms, ensuring transparency of personnel management processes, and protecting the interests of employees and employers. Approaches to implementing modern human resource management methods are analyzed, including improving personnel skills, developing an effective motivation system, and creating a favourable corporate environment. Particular attention is paid to compliance with labor legislation, increasing legal awareness of personnel, and ensuring compliance of personnel processes with international standards. The role of personnel policy in preventing corruption risks and conflicts of interest and ensuring the enterprise’s information security is considered. The article also highlights factors that influence the effectiveness of personnel policy, particularly organizational culture, the level of employee involvement in decision-making, the innovative potential of the enterprise, and its ability to adapt to the challenges of the modern market. The study results confirm that a systematic approach to forming personnel policy is integral to agricultural enterprises’ organizational and legal security, contributing to their sustainable development, competitiveness, and security. By prioritizing this management aspect, enterprises can increase their sustainability and overall resilience in an increasingly complex legal and economic environment. In modern conditions of globalization and digitalization of agribusiness, effective management of human resources is becoming one of the key factors of sustainable development. Keywords: security, personnel policy, enterprise, threats, management.

I. Ivakhnenko, T. Kuzmin, M. Churylo et al.

Strategic planning is an integral component of managing construction companies, particularly in the context of a highly dynamic market environment. Leveraging international experience in organizational change management enables the development of effective decision-making tools, enhances competitiveness, and ensures sustainable growth. Global practices demonstrate that organizational changes in the construction sector encompass structural transformations, business process improvements, and the implementation of innovative approaches and digital technologies. Applying this experience can significantly strengthen the potential of Ukrainian companies in achieving long-term strategic goals. Construction companies face numerous challenges, including economic instability, regulatory changes, fluctuating demand, and increasing competition. In such circumstances, strategic planning requires flexible tools capable of adapting to new realities. Examining successful cases of international companies helps identify the most effective approaches to change management, including the use of Agile methodologies, Lean Construction, BIM technologies, and digital platforms. These methods contribute to resource optimization, process transparency, and accelerated decision-making. Moreover, human capital management remains a critical aspect. International experience indicates that engaging employees in change processes, fostering a strong corporate culture, and investing in employee training significantly enhance the effectiveness of strategic initiatives. Effective change management also involves establishing project management offices (PMOs) to ensure coordination, monitor progress, and manage risks. An analysis of international practices highlights key stages of organizational change, including diagnosing the current state, defining strategic objectives, developing a change plan, managing the transformation process, and evaluating effectiveness. This comprehensive approach provides a clear view of transformation processes, enhancing the quality of management decisions. In conclusion, leveraging international experience to develop a strategic planning toolkit for construction companies serves as an effective means of ensuring long-term resilience and competitiveness. Thoroughly studying and adapting best practices facilitates the creation of flexible management models that can swiftly respond to external challenges and foster sustainable company growth.