There is a need to explore and comprehend the performance of sustainable leadership in enterprises’ circular economy-driven innovative activities. Firstly, there is a pressing necessity for businesses to remain agile and responsive to change, utilizing innovation not just as a buzzword but as a strategic tool for adaptation and growth. Secondly, the ethical dimension demands that innovation be pursued responsibly, considering its effects on communities, environments, and future generations. Lastly, the economic imperative underscores that sustainable innovation management can lead to efficiencies, cost savings, and new avenues for revenue generation. An improved comprehensive approach to evaluating the effectiveness of managing enterprises’ innovative activities is proposed. This approach is based on the evaluation of 14 partial indicators, each reflecting a specific vector orientation. This assessment allows for the combination of indicators that essentially reflect the personal characteristics of the manager and the combination of formative and resultant factors of the management’s influence on the state and results of innovative activity (the above-proposed factor approach). Consequently, it provides an opportunity to obtain a multifaceted, comprehensive, and most complete assessment of the sustainable management of innovative activity based on valid vector orientation within the scope of the subject and the object of research. Based on the proposed improved assessment, indicators of the effectiveness of managing innovative activities were calculated for the seven researched innovatively active industrial enterprises. Thus, the following were calculated: (1) the personal component (Pp) of the evaluation of the effectiveness of leadership in innovative activities using the expert assessment toolkit, (2) the managerial component (Plm), and (3) the innovatively sustainable component (Pis) of the evaluation of the effectiveness of sustainable management of innovative activities based on the internal reporting of the enterprise. This balances the partial subjectivity of the expert method with real data from specific enterprises. Consequently, based on the values of the three assessment components, a comprehensive integral indicator of the effectiveness of managing the innovative activity of the enterprise (Pef) was calculated. The proposed methodology’s validation proved its effectiveness and efficiency. The authors forecast the degree of influence of external and internal factors, taking into account the results of a comprehensive, integrated assessment of the effectiveness of sustainable management (Pef) on the economic development and indicators of the enterprise’s circular economy-driven innovative activities. This enables a significant strengthening of the resultant factors of managing innovative activities and predicting specific final results of all innovative activities.

Currently, companies in the energy sector are focus on sustainable growth, although they face many challenges, including the peculiarities of their operations. One of the features of companies in the energy sector is the need for effective communication with the media and the public. This is of paramount importance due to the current trends and challenges in the energy sector, the market requirements and the low level of development in such companies. The object of this study invovles the employees of the communication departments of energy sector companies, while the subject is the intensification of their activities based on the use of motivational tools. The authors chose the tools of the game theory, which is a game that the company and employees of the project team engage in when implementing information and communication projects. The study developed a method for motivating the employees of communication departments, which based on the game theory, allows the formation of many possible parameters of the optimal structure of fixed and commission remuneration payments for the employees to maximize their utility, depending on the propensity or unwillingness of these employees to take risks, which contributes to the development of staff motivation tools. This method was applied to the activities of several Ukrainian energy companies. The proposed approach differs from the existing ones based on the opportunity to intensify the activity of the employees of the communication departments, taking into account their willingness to take risks in each case, and will increase the interest of such personnel in the effective implementation of each stage of the information and communication project, better meet the needs of the end-users and ultimately affect the sustainable growth of energy companies.

Digital transformation and smartization projects in industrial enterprises have become increasingly prevalent in recent years, aiming to enhance operational efficiency, productivity, and sustainability. Assessing the outcomes of such projects is crucial to determine their effectiveness in enabling sustainability. In this context, a model for evaluating digital transformation smartization projects (DTSP) outcomes can be developed to provide a comprehensive assessment framework. This study aims to develop and test a model for diagnosing the results of implementing digital transformation smartization projects for industrial enterprises. The methodology presented in this article involves using statistical tests to detect multicollinearity and heteroskedasticity in regression models. It also proposes an economic–mathematical model with three objective functions to optimize the implementation of smartization projects, considering cost minimization, deviations from planned business indicators, and production rhythm disruptions. The most important results of the survey are (1) a proposed matrix for the selection of indicators for diagnosing the results of the implementation of digital transformation smartization projects for industrial enterprises, (2) a two-level model for the economic evaluation of diagnosed digital transformation smartization projects, which can be used at any stage of the digital transformation smartization project and based on it, conclusions can be drawn regarding the effectiveness of the implementation of both the entire project and its individual stages, objects, or elements. The advantage of the model is the possibility of its decomposition, that is, a division into separate parts with the possibility of introducing additional restrictions or, conversely, reducing the level of requirements for some of them. The results were tested at industrial enterprises in Ukraine and proved their practical significance.

Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis, the scientific journal of the Mendel University in Brno, Czech Republic

Global economic shocks, such as financial crises, pandemics, and geopolitical conflicts, disrupt markets, hinder economic growth, and force companies to rethink their business models. Understanding the impact of such crises on economic performance and corporate resilience is crucial for developing sustainable business strategies. This paper aims to analyze the impact of global economic shocks on business risk management, with a particular focus on financial crises and pandemics. By examining historical economic downturns, we seek to identify key lessons and propose strategies for enhancing corporate resilience in uncertain environments. Methodology. The study is based on a combination of macroeconomic analysis, empirical case studies, and data visualization. Official GDP growth statistics, reports from international financial institutions (IMF, World Bank), and scholarly articles on risk management strategies are utilized to provide a comprehensive assessment of economic crises and their consequences for businesses. Results. The findings reveal that businesses with adaptive risk management frameworks, strategic flexibility, and digital transformation capabilities are more resilient to economic shocks. Case studies on the 2008 Global Financial Crisis and the COVID-19 pandemic illustrate how organizations that integrated agile financial planning, diversification, and digital solutions recovered more effectively. The study underscores the role of government policies, monetary interventions, and corporate innovation in shaping post-crisis strategies. The practical implications emphasize the necessity of proactive risk assessment, scenario-based planning, and enhanced supply chain resilience for business sustainability in volatile economic conditions. Practical implications. The study highlights that businesses can enhance resilience to economic shocks by adopting agile strategic planning, leveraging digital transformation for risk assessment, and diversifying operations across markets and supply chains. The findings emphasize the importance of integrating AI-driven analytics, blockchain security, and scenario-based planning to mitigate financial risks and improve business continuity. Strengthening supply chain resilience and implementing proactive crisis management frameworks are essential for sustaining long-term stability in volatile economic conditions. Value / originality. This research contributes to the existing body of knowledge by offering a systematic classification of economic shocks and their implications for business risk management. Unlike previous studies that focus solely on financial aspects, this paper integrates macroeconomic analysis with contemporary risk mitigation strategies, including digital transformation and AI-driven decision-making. The insights provided are particularly relevant for business leaders and policymakers seeking to develop agile risk management frameworks in an era of heightened economic uncertainty.

This article analyzes the essence of personnel risks of enterprises and develops a methodology for managing them. The methodology for managing personnel risks of an enterprise primarily involves identifying the risk and identifying its components. It also includes various aspects of the process of managing personnel and the enterprise as a whole, the key elements of which are: personnel risk factors; indicators of personnel risks; probable losses or gains; methods of personnel risk management; budgeting; Implementation deadlines. It is noted that the development of methods for managing personnel risks begins only when the critical point of the onset of negative consequences of the implementation of personnel risks in the functioning of the enterprise is reached, which entail serious problems. The main methods of managing personnel risks of an enterprise have been identified, which include preventive and reactive methods. The preventative method is to eliminate personnel risks before they reach the crisis stage. The reactive method is aimed at eliminating the negative consequences of personnel risks. Both methods should be used in the process of managing personnel risks of an enterprise. The proposed system of methods for managing personnel risks of an enterprise, built on the main stages of the personnel management process, allows us to formulate a number of recommendations in order to neutralize the impact of personnel risks, namely: recruitment, selection and selection of personnel, adaptation of personnel to working conditions at the enterprise; employee assessment and certification; personnel training and development; dismissal of workers. It has been proven that managing personnel risks requires the use of a set of measures to eliminate them. For this purpose, it is advisable to use risk transfer methods through outstaffing, outsourcing or personnel leasing. It is indicated that the management of personnel risks of an enterprise is closely related to the goals and objectives of the strategic development of the enterprise; personnel management system; personal assessment of employees and continuous identification and monitoring of the performance of enterprise personnel. Based on the results of the study, the main directions for minimizing the impact of personnel risks of the enterprise were identified, and the main methods for avoiding them were proposed.