This study investigates the cluster approach to optimize strategies for agricultural enterprises in Ukraine, emphasizing geographical proximity as a key factor in cluster formation. The research applies Kohonen Self-Organizing Maps (SOMs) and Ward’s hierarchical clustering to classify enterprises based on storage capabilities, transport logistics, crop yields, and military risk exposure. By analyzing these factors, this study identifies distinct patterns of innovation adoption, strategic management, and economic resilience among the clusters. The findings highlight variations in competitiveness and resource efficiency, providing a detailed understanding of regional economic performance. Unlike previous research, this study offers a novel integration of conflict-related risks into the clustering methodology, revealing new insights into how military factors influence cluster dynamics. Comprehensive maps and diagrams illustrate the spatial and economic distribution of clusters, aiding in visual interpretation. The results propose strategic measures tailored to enhance agricultural productivity and competitiveness, particularly in Ukraine’s current military context. This approach offers a more adaptive framework for managing agricultural enterprises, promoting resilience and long-term sustainability in global markets.

This paper explores the elements of support and development of entrepreneurship in Ukraine. It suggests that digitalization is an important organizational component in the development of the business sector in the knowledge economy. The authors present a comprehensive study of the most advanced domestic business ecosystems (Diia, UNIT.CITY, Genesis) and highlight their key characteristics, i.e., type of ownership, structure, mission and vision, services for entrepreneurs, investment fund availability, and areas and types of investment. The paper concludes that support for entrepreneurship in Ukraine is based on the principles of efficiency, accessibility, social security, openness, and transparency. Entrepreneurship support is considered as a set of measures of the state-funded and private institutions and organizations aimed at ensuring the sustainable functioning of small and medium-sized business entities and stimulating their development by creating the following favorable conditions: building a competitive environment and increasing competitiveness; fostering investment and innovation efforts; promoting manufactured goods (works, services) or knowledge-based products in domestic and foreign markets; ensuring employment by supporting the citizens’ entrepreneurial initiatives. Areas of public and private support of domestic entrepreneurship include provision of information, consultancy, and special services. Moreover, the paper pays special attention to the forms and methods of supporting businesses and entrepreneurship under martial law in Ukraine in 2022.

The purpose of the article is to analyze the impact of the openness of a company to stakeholders on the effectiveness of the business model of the enterprise. The hypothesis. We believe that conducting a socially responsible business, i.e., disclosing non-financial information about the activities of enterprises, leads to the improvement of their financial indicators and is therefore evidence of a more effective implementation of their business models. Methods of the study. The following methods were used in the study: analysis and synthesis, comparative, induction and deduction, scientific abstraction, decomposition and logical generalizations in the analysis of scientific literature; computational–analytical, diagnostic, tabular and economic–statistical methods to assess the effectiveness of the implementation of business models of enterprises; diagnostic, statistical, index, method of expert assessments and rating to assess the corporate sustainability and transparency of enterprises; the use of the method of integrated indicators allowed the grouping of enterprises by classes of efficiency of business models, corporate sustainability and transparency. According to results of the study, it was determined that an effective business model is formed on the basis of maximum transparency and corporate sustainability in conditions of unpredictability and instability of the external environment.

The purpose of this paper is to summarize the experience of leading university libraries in attracting and using creative industries implementating strategic management. The study was conducted taking into account the previous experience by analyzing and systematizing the regulatory framework, information, and analytical materials on this issue, and conducting personal interviews with librarians. The results and conclusions were obtained on the example of libraries of seven higher educational institutions of Ukraine, which are included in the QS World University Rankings and the Times Higher Education.The paper illustrates an extremely unsatisfactory financial situation and insufficient funding for university libraries. But even in such conditions, they are transformed into informational institutions, which not only provide users with a comfortable educational space but also produce innovative information resources and implement creative projects. The most significant projects are analyzed. All seven libraries have development strategies in which their mission is formalized. In three strategies there are no quantitative guidelines for development and, accordingly, the timing of their achievement. In addition, three strategies do not have the understanding of the need for business activities, and their key business processes are not clearly defined. Another three university libraries lack significant international creative projects. Instead, all seven university libraries recognize the need for creative industries and successfully implement creative projects of national importance.The study emphasizes the need to apply a model of strategic management of creative industries on the example of university libraries. AcknowledgmentThis scientific paper published with support by British Council’s ‘Creative Spark: Higher Education Enterprise Programme’, project № 5742783597 – the ‘National Сentre for Сreative Entrepreneurship Development’ (NCCE).

DEVELOPMENT OF A MODEL OF DIGITAL RESEARCH UNIVERSITIES

The purpose of the paper. This paper outlines a comprehensive study of the essence and the essential synthesis elements of a Research University’s innovation capacity. The following tasks were set as the article’s objectives: 1) to analyse the development of scientific thought in the field of innovation potential; 2) to provide the author’s definition of the innovative potential of such a university; 3) to structure the system of evaluation of the university’s innovation potential. This study examines the new realities of needs for universities of the 21st Century to improve their development management through a focus on the concept of “open” innovations. Methodology. This research is based on a careful analysis of the innovation capacity by the evolution of scientific thought. Scientific literature has expressed varying and opposing views as to the nature of the innovation capacity. However, very little has been identified to empirically judge the university’s innovation capacity. Results. The present work suggested definitions of “Research University’s innovation capacity” through the main component based on a novel integration approach. That approach includes the unity of the three types of economic activity. Those three are the provision of educational services, the provision of high-tech business services (carrying out R&D on a commercial basis), and innovative activities through commercialization of intellectual property. That also encompasses the creation of start-ups or spin-off companies, producing high technology products. The paper provides an opportunity to focus on a systemic approach to assessing the university. Proposed systematic evaluation of the university’s innovation potential through its internal and external components: organizational and managerial component; information and methodical component; the intellectual component; the research component; production and technological component; financial component; marketing component; global networks; research laboratories of TNCs; scientific unions and organizations; international consortia. This approach to the assessment provides with a more extensive comprehension of the main fields of activities of the Research University. The interaction of these components gives an opportunity to obtain a synergistic effect that will lead to their mutual reinforcement in the strategic perspective. Practical implications. It can be used by experts to comprehensively assess the potential of a world-class university by training human resources, solving complicated scientific and technological issues in order to obtain the economic outputs. Value. This research highlights the necessity to review the approaches to assessment of the innovative potential in the Research University. The authors presented their own vision of the internal and external components of the innovative potential of the Research University.