Employees in the telecom sector are knowledge workers and, thus, managers, HR professionals, and policymakers in the industry need to retain them through knowledge management policies. It is against this premise that this study investigated the effect of knowledge management on employee retention in the telecom sector. Research design employed in this study is a cross-sectional survey with an accessible population of thirty telecom companies in the southeastern region of Nigeria using a simple random sampling technique. The sample size was determined with the Krejcie and Morgan sample size determination table. A questionnaire was used as an instrument for data collection. Respondents’ profiles were analysed with frequency distribution while the formulated hypotheses were analysed with linear regression. The study found that knowledge management dimensions have a significant effect on the measures of employee retention. The study concludes that knowledge management measured in terms of knowledge acquisition, knowledge storage, and knowledge sharing predicted employee retention that is measured by supervisor support, coworkers support, and flexible working arrangements. One of the implications of this study is that managers of telecom companies should liaise with their board of directors to make funds available that would be used to train employees to acquire relevant knowledge that is needed in the telecom industry.

The evolution of the economy and the formation of Industry 4.0 lead to an increase in the importance of intangible assets and the digitization of all processes at energy enterprises. This involves the use of technologies such as the Internet of Things, Big Data, predictive analytics, cloud...

The article is aimed at formation of the approaches and stages of organizational development for a large vertically integrated company, ensuring the country’s strategic security in the fi eld of energy. The methodological basis of this work is the theory of the company’s life cycle, and it is proposed to complement the mentioned theory with the theory of spiral dynamics, reflecting the evolution of the company’s values. The approaches to organizational development are analysed and organizational development is defined. The possibility and necessity of management of organizational development are substantiated. As a result of the study, there were described the features of the organizational development of large energy company, and this is for the first time. The analysis of publications and world experience in the development of energy companies allowed proposing four basic stages of organizational development: team building and life cycle dynamics, value management and implementation tools. There is offered the use of organizational development as an instrument of management, which enables to achieve not only company development goals, but also to manage its values, achieve maximum employee involvement in development, and to shift from the management of the company to team work. Further research in this area it is advisable to carry out in detail the stage of organizational development and description of each stage’s tools.

The modern approaches to the organization of process management at enterprises, identifies and characterizes process, functional, systemic and situational approaches are considered in the article. The factors that encourage the management of the enterprise to resort to improving business processes are identified. The main requirements for an improved process are described, as well as the stages for improving business processes. It was revealed that the management of business processes and the application of methods for their improvement, allows timely identify weak points in the company's activities and take measures to eliminate them. The process model of management is considered enterprise and the main trends in the development of business processes in modern conditions of a dynamically changing external environment. Improving business administration processes in enterprises allows you to form a whole block of strategic advantages and ensure a higher level of competitiveness. The process enhances the ability to produce timely corrective and preventive actions to eliminate negative factors. The article substantiated the use of an integrated approach to business administration processes, which made it possible to supplement the business administration methodological tools and include redesign methods, benchmarking, reengineering, process idealization, as well as a quick solution analysis technique. The method of rapid analysis of the solution and benchmarking allow quickly eliminate individual errors, carry out redesign for the purpose of a comprehensive and in-depth analysis of the situation and more complex reforms. More complex and revolutionary approaches to redesign business processes can be implemented by reengineering. The negative aspects and recommendations for the effective implementation of one or another improvement method in the activities of organizations for capacity building and their further sustainable development are noted. The degree of importance and relevance of the application of the methods mentioned in the article is considered, and according to the material presented, a certain conclusion was made regarding the improvement of the functioning of processes in business administration.

The article considers the current issues of transformation of company management in the Internet era, namely the change of marketing strategies. The author proposes an interesting classification of marketing strategies. And what is very important, he...