Introduction. Digital economy has generated a completely new model of human-machine interaction based on the active use of digital technologies in almost all spheres of human activity. Most information systems used by organizations are integrated with big data analytics, which requires higher qualified staff. The job responsibilities of employees change according to industry and corporate needs. The requirements for staff qualification are increasing, urging the company HR service to find, attract and retain specialists of the required qualifications, and organize staff development in the organization. Innovations in decision-making algorithms make artificial intelligence the most useful tool for implementing a human resource management strategy in an organization.Materials and methods. The article uses general scientific research methods, such as qualitative analysis, observation method, synthesis, logical induction method and others. The information basis of the article consists of scientific research works, official documents, and information posted in the media. A secondary analysis of the research on the topic under study was carried out.Results. Despite the fact that the processes related to personnel management have always been a human cognitive ability, artificial intelligence technologies can currently provide technical solutions in the field of recruitment and further staff development. Artificial intelligence plays an important role in collecting candidate data from various sources, and is able to evaluate the required candidates based on a job description more effectively and objectively than a HR officer. Artificial intelligence can more accurately describe a job that corresponds to the business process in skills. Artificial intelligence technologies can play an important role in the process of organizing professional development and retraining of staff. The use of artificial intelligence provides for obtaining more personalized and understandable results excluding the "human factor". In this article, special attention is paid to artificial intelligence technologies, which can be effectively used in staff management. The opportunities to increase the HR employees’ productivity are considered, main risks of artificial intelligence introduction are highlighted and recommendations for its efficient application are given. The research novelty is in identification of the scope of the use of artificial intelligence in the organizational personnel policy, making it possible to realize the opportunities for revealing the creative potential of the organization’s employees and increase competitiveness.Discussion. It is absolutely clear that AI is becoming an integral part of business ecosystems, and necessary to maintain and increase the level of competitiveness of economic agents. Nevertheless, AI is constantly evolving, which allows companies to expand the functionality of its use. However, it is important to define the boundaries of AI use, including how human-machine interaction will be ensured, which functions can be given to AI, and which can be abandoned.

This article addresses a gap in the literature regarding corporate management in Eastern Europe during over three decades of reforms. This research reveals the influence of corporate management in Industry 4.0 on economic growth and social entrepreneurship in Eastern European countries. A combination of the regression analysis method and the least squares method is used to determine the influence of microeconomic factors connected with corporate management on economic growth in Industry 4.0 and to perform Pareto optimization of these microeconomic factors for the simultaneous achievement of economic growth and development of social entrepreneurship in these countries. The paper includes indicators of corporate management practices and identifies governance factors that influence economic growth in Eastern Europe while also contributing to social entrepreneurship. It explores the unique aspects of Industry 4.0 corporate management and emphasizes that optimizing corporate governance is a crucial response to managing regional economic crises. The article demonstrates that more than thirty years of economic transformation in Eastern Europe have produced positive results, challenging current scholarly perspectives that downplay the role of corporate governance. Improving corporate management by increasing the business disclosure index and reducing the number of companies facing losses due to theft and vandalism can enhance the effectiveness of Industry 4.0 technologies in social entrepreneurship. This approach can also provide a significant anti-crisis impact on the economies of Eastern European countries.

Автор(ы): / опубликовано в журнале № /2023 Быстро изменяющаяся внешняя среда диктует новые требования к реализации современных моделей организации деятельности компании. В центре современной экономики находится человек, с его изменяющимися потребностями и возможностью в большом потоке информации выбрать лучшую альтернативу из всего многообразия товаров и услуг. Кроме того, нарастающие кризисные явления в глобальной экономике актуализируют проблему формирования новой модели организационной деятельности компании. Некоторые организации обращаются к человекоцентричной модели в качестве основы своей деятельности для поддержания баланса между интересами самой организации и ее клиентов, пользователей и общества в целом. Однако в настоящее время в современной литературе недостаточно четко определены основные принципы, которые должны быть положены в основу человекоцентричной модели организации. В настоящей статье авторы предприняли попытку систематизировать типы преобразований, которые необходимо пройти организации для ориентации бизнеса на результаты, связанные с человеком, и выделили основные принципы работы такой организации. Статья будет полезна всем, кто занимается вопросами изучения человеческого капитала и организационного развития

This article examines the relationship between implementing sustainable development measures and financial risk in the context of global companies and the recycling economy. This study uses statistics from Forbes, TIME, and Statista on 50 global companies that actively embrace sustainable development and recycling-economy practices across various industries. As a result, we have compiled a Structural Equation Model (SEM), with the help of which we established that growth in the activity of their implementing the measures of sustainable development and the recycling economy by each 1 point leads to a reduction in the risk of a shortfall in global companies’ profit by USD 0.0741 billion and the risk of ousting global companies from the market by USD 1.8374 billion. It has also been revealed that a reduction in the risk of the shortfall in profit by each USD 1 billion is accompanied by an increase in the activity of global companies’ implementing the measures of sustainable development and the recycling economy by 0.3433 points, and a reduction in the risk of market displacement by each USD 1 billion is accompanied by a growth in this activity by 0.0073 points. The theoretical novelty of the research consists of substantiating the differences in the consequences of the development of the recycling economy for financial risks of companies from different sectors. Practical implications of the proposed recommendations for companies in different industries are that the authors’ recommendations for the development of the recycling economy will allow for systemic reduction in financial risks in the sectors “Automotive Industry & Suppliers”, “Banking, Insurance & Financial Services”, “Chemicals, Drugs & Biotechnology”, and “Retail, Wholesale & Consumer Goods”. We have also revealed the threat of growth of all financial risks in the course of the development of the recycling economy in the sphere “Transportation, Logistics & Aviation”. In “Electronics, Hardware & Equipment” and “Manufacturing & Industrial Production”, the implications are differentiated among financial risks, which require flexibility and care during the development of the recycling economy. We find that global companies’ implementation of sustainable development measures, recycling economy practices, and financial risks are mutually dependent organizational phenomena. Moreover, the risk to profits and market displacement manifest differently among global industries. Our conclusions support expediency in implementing sustainable development and recycling-economy measures to reduce the financial risks to global companies. Further, we propose practical recommendations for companies from different sectors of the world economy.

The emergence and active development of digital ecosystems defines a new object of management study, integrating knowledge management, innovation management, operations management, supply chain management and organizational change. In conditions of competition and market barriers, economic entities actively use digital ecosystems as a key success factor. Digital ecosystems themselves are a special, complex management object whose properties change as they go through various stages of their life cycle. At the same time, the life cycles of digital ecosystems are influenced by the objects and subjects functioning in their contour and the economic systems associated with them. Based on the observation of economic systems and the influence of various factors on them, the authors determined the stages of the life cycle of digital ecosystems. Based on the study of the specifics of the behavior of digital ecosystems at the stages of their life cycles, the authors made conclusions about the most significant features of their management.