Механизм оценки цифровой зрелости персонала промышленных предприятий

The unfolding fourth industrial revolution involves increasing the innovative activity of Russian economic entities with the aim of producing high-tech products that replace foreign analogues and ensure the achievement of independence and accelerated development of enterprises. Digital maturity in this aspect is the main factor contributing to their transition to a digital path of development and accelerating innovative growth through the introduction of modern software and the subsequent use of emerging digital capabilities for effective functioning in the face of ongoing changes. A scientifically based approach to assessing digital maturity and managing the digitalization of domestic enterprises is a guarantee of increasing their competitiveness in the market. The purpose of the study is to develop tools for assessing and improving the digital maturity of Russian enterprises to ensure effective implementation of digital renewal strategy and independence from Western developers provision. In the process of achieving this goal, methods of structural analysis and synthesis, system analysis, generalization and description were used. Based on the results of the study, a set of recommendations was developed that are of high importance for the development of methodological management tools and acceleration of economic growth of enterprises in the Russian Federation. The study is based on modern works of leading domestic and foreign economists. The digital transformation of enterprises contributes to their resilience to risks and uncertainty, which inevitably manifest themselves in the conditions of economic restructuring.

Purpose: the main purpose of this article is to develop a methodology for assessing the digital maturity gaps of industrial enterprises in order to adapt to the digital environment, to take advantage of digital technologies to improve operations and increase competitiveness.Methods: the authors applied general scientific methods (method of synthesis, generalization, content analysis, graphical interpretation of data). In assessing the levels of digital maturity gaps, correlated with the levels of digital maturity, the scaling method was used.Results: the global metamorphoses actualizing the problem of achieving digital maturity by industrial enterprises are described. The concepts of maturity, digital maturity, and digital maturity gaps of industrial enterprises in different sources are investigated. Digital maturity gaps are shown from two perspectives: as the difference between the current and target maturity levels of industrial enterprises; as the gap between awareness and implementation of Industry X.0 solutions in industrial enterprises. The landscape of digital maturity assessment methodologies at different levels is systematized: federal, regional and grassroots level of the economy. The problem and research gap of digital maturity assessment is identified, which is the lack of methodologies for assessing digital gaps. The author proposed a methodology for assessing the digital maturity gaps of industrial enterprises, which includes fourteen stages. The methodology was tested using data from twenty industrial enterprises that are leaders in digitalization in 2021. Visualization of digital maturity indicators and digital maturity gaps was carried out.Сonclusions and Relevance: as a result of testing the methodology for assessing the digital maturity gaps of industrial enterprises, it is concluded that the current state of development of the national industrial ecosystem is characterized by significant heterogeneity in the development of individual industries, unequal development of markets and enterprises. In order to successfully complete the digital transformation and increase the level of digital maturity to the maximum, it is recommended that industrial enterprises integrate digital platform solutions and digital behaviors based on the concept of digital strategizing into their operating model.

This article discusses the development of flexible management technologies in industry in current conditions. The main goal of the research is to study the features of functioning and develop a mechanism for the development of flexible technologies for managing industrial enterprises in Russia as one of the factors for the sustainable development of regions. Taking into account the goal set, the main tasks have been defined. It consists of studying the structure, a number of industrial enterprises by sectors, districts and the Russian Federation’s constituent entities; allocation of the varieties of flexible management technologies; development of a conceptual scheme and stages of the process of forming tools for the development mechanism of industrial enterprises based on flexible management technologies. The study used modern methods of collecting and statistical processing of initial information, in particular, the method of analytical groupings, the method of classifications and typologies, methods of economic, situational and system analysis. The paper deals with issues related to the analysis of the industrial production indices dynamics by entities of the Russian Federation. The problems are identified, the mechanism and stages of development of industrial enterprises have been formed on the basis of flexible management technologies. The main provisions and conclusions reflect the significance of the research and can be used by industrial enterprises in activities aimed at their development in the conditions of economic transformation. The authors’ recommendations will help to increase the competitiveness of enterprises, their sustainable functioning and development in the regions.

The aim of the study is to improve the efficiency of technology transfer management in public works by developing a model for the reasonable definition of transfer objects and their components. The subject of the study are models of reasonable definition of technology transfer objects and their components. The basis of the methodology of research are the principles and models of technology transfer, methods and models of the theory of project management, as well as system analysis. The paper shows that for the formation and implementation of public works for various purposes, the goal of using technology transfer processes should be considered the achievement of the highest level of technological development. Under the conditions of the technological development processes analysis of the individual economic sectors, possible models to achieve different levels of technological development and technical-technological indicators of public works are defined. These include the "gradual" transition model, the "jumps" model, and the "big jump" model. These models are characterized by the following: the model of "gradual" transition assumes that its main feature should be considered a gradual transition from the actual level of technological development to the one following it; for the model of "jumps" the main feature should be considered the possibility of transition to a higher level of technological development bypassing the next in order from the actual level; the "big jump" model differs from the "jumps" one in that a significantly low initial level of technological development immediately reaches the maximum level, which takes place for a certain time. The chosen model of processes to achieve different levels of technological development significantly affects the planning of qualitative and quantitative indicators of public works. Identification of potential objects of transfer and their components is proposed to solve through the development of classification features of public works and programs, as well as the formation of their information models. The main classification attributes of public works should be considered: organizational, technological, as well as equipment and materials. As the main indicators to ensure effective management decisions in the planning of public works should be used the cost of transfer, as well as the timing of delivery of objects. The conditions for selecting the object of transfer and its components in terms of cost and time for different models of acquisition of the appropriate technological level are defined. A model of technology transfer object distribution and an algorithm for planning public works using technology transfer was developed. The implementation of the research results on a number of public works for the development of municipal heating and water supply systems has proven their effectivenessTaking into account the significant resources needed for public works and programs, the research findings should be considered important for various sectors of the economy.

In connection with the adoption of Federal Law No. 258-FZ of July 31, 2020 “On experimental legal regimes in the field of digital innovation in the Russian Federation,” a number of initiatives have been developed to establish experimental legal regimes in the field of telemedicine. The idea of using digital technologies in medicine is certainly relevant. On the one hand, the prospect of remotely receiving medical services is practically in demand; on the other, the level of technology development currently allows for a significant expansion of their implementation. The need to turn to the institution of an experimental legal regime is due to the fact that the current legislation contains norms that seriously complicate the process of widespread dissemination of telemedicine services.The purpose of the study is to reveal the theoretical characteristics of the concept of telemedicine and its current state, to identify legal obstacles to its development, to conduct a comparative analysis of existing draft programs of experimental regimes, to assess the problems and prospects for the development of telemedicine technologies in modern Russian practice. The study is based on domestic and foreign scientific sources of both legal and medical nature, as well as current and projected legal acts in the field of medical services, digital technologies, and personal data protection. Formal-legal, comparative-legal, statistical, and prognostic methods are used. Several problems that require a conceptual solution, including the issue of the safety of personal data and the issue of responsibility for a medical error resulting from the use of artificial intelligence technology or a technical device have been identified. Both are unlikely to be completely resolved at the current level of legal regulation and technological development. This, however, only confirms the need to introduce appropriate experimental regimes in order to use the accumulated empirical material to find solutions to existing and abstractly predictable problems.

Most traditional businesses are now in the early stages of a digital transformation process that is essential to stay competitive. One of the distinctive features of the digital environment is the development of ecosystems that change the established rules of competition and business conduct, and break down the boundaries between industries. Therefore, the purpose of this article is to explore the possibilities and formulate recommendations for the use of business ecosystems as a strategic factor in the development of traditional industrial enterprises. The analysis of research in the field of creation and functioning of business ecosystems was carried out, the features and strategic advantages were highlighted. It was shown that the business ecosystem is only one of the successful management models in the digital economy. The factors of choosing the preferred model are picked out: the stability of the industry, the features of the value proposition and the level of coordination of partner companies required for its creation. The necessity is noted and clarification of some provisions in the field of strategic management as a methodology for managing the development of industrial enterprises (in terms of the limited scheduling, modular and “two-speed” format of the digital transformation strategy) is formulated. The characteristics of models for assessing the digital maturity of an enterprise as a tool for managing its development are given. In the context of the growing role of business ecosystems in economic development, it is proposed to supplement such model with a block for assessing the readiness of an enterprise for partnership. A model of strategic management of enterprise development in a digital environment has been developed based on an assessment of the gap in terms of digital maturity.

Assessing the digital maturity of clothing manufacturing small and medium-sized enterprises (SMEs) is a key step toward their green transformation and digitalization. The paper analyzes approaches to evaluate the digital maturity of SMEs, particularly in the sewing and textile sectors. Within the framework of Ukraine's National Economic Strategy 2030 and the "Digital Economy" priority, SMEs in the clothing industry and textile sector must transition to digital management methods and automation. Digitalization enhances resource efficiency, reduces textile and paper waste through virtual samples, digital patterns, and layout systems, and promotes environmentally sustainable development according to the principles of the circular economy in line with the European Union's Green Deal. Conducting surveys to assess an SME's digital maturity helps to identify key barriers such as the need for funding, low digital skills, and/or limited technological access. It helps to adapt transformation pathways to EU standards and enhance competitiveness in dynamic market conditions. Two leading European methodologies are selected for comparative analysis: DMAT (Digital Maturity Assessment Tool) and ADMA Scanner (Advanced Manufacturing). DMAT, developed within the EDIH network, covers six areas (Digital business strategy, Digital readiness, Human-centric digitalization, Data management, Automation & Artificial Intelligence, and Green digitalization), is implemented through a quick online self-assessment survey, and generates radar charts and automatic recommendations. The ADMA Scanner assesses seven transformation areas (technology, production, sustainability, people, customer, supply, and management) in a survey format facilitated by a moderator, comparing results with industry benchmarks and producing tailored recommendations. Additionally, the Technopak methodology is considered, which focuses on five stages of the production cycle and evaluates them across three levels of technological development: basic, intermediate, and advanced. DMAT, ADMA Scanner, and Technopark methodologies enable the comprehensive identification of barriers and the definition of effective development pathways to enhance competitiveness.

The relevance of the research is due to the need to systematize and clarify the conceptual framework in the field of digital transformation of the hotel business, which is a prerequisite for the formation of methodologically sound approaches to the diagnosis and management of digital maturity of hotel enterprises. This problem is of particular importance in the context of increasing demands on the quality of service, increased competition and the need to ensure the sustainable development of the hotel business in the digital economy.The purpose is to formulate a characteristic of the concept of digital maturity of the hotel business, taking into account its specifics.Objectives: to analyze the existing definitions of digital maturity; to identify the key characteristics of the digital maturity of hotels; to propose a formulation of the concept taking into account the specifics of the hotel business.Methodology. The research was based on a systematic approach, interpretation, analysis, synthesis in relation to the concept and characteristics of digital maturity in the hotel business.Results. The article examines the theoretical and applied aspects of the formation of the concept of digital maturity in relation to the hotel business, analyzes approaches to the definition of digital maturity, presented by both domestic and foreign authors. Based on the generalization of theoretical sources and industry specifics, the interpretation of the digital maturity of the hotel is formulated as the level of its ability to sustainably and strategically integrate digital technologies into business processes, personnel management and guest service. The key characteristics of maturity are highlighted: strategic orientation, organizational flexibility, technological equipment, digital culture and customer-centricity. Digital maturity in the hotel industry must take into account the balance between technology and the human factor.Conclusions. The study clarifies the concept of digital maturity in relation to the hotel business. It has been established that digital maturity includes not only the level of technological development, but also the strategic, organizational and cultural readiness of the hotel for digital transformation. The conclusion is made about the need for an integrated approach to the diagnosis and development of digital maturity to ensure the sustainability of the hotel business in a digital economy.

The article addresses the issue of digital maturity assessment in the context of small and medium-sized enterprises (SMEs), which play a key role in national economies but often lag in digital transformation. The growing importance of digital tools in business operations, customer interaction, and data management requires SMEs to shift from isolated IT solutions to structured digital development. Despite initiatives aimed at supporting SME digitalization, accurately diagnosing their level of digital maturity remains a challenge in many economies. This becomes more relevant in transitional and post-crisis contexts, where limited resources and human capital constraints affect the ability of SMEs to develop digital strategies. The topic is relevant due to the need for practical tools that allow SME leaders to assess digital readiness not only by infrastructure, but also in organizational culture, employee skills, process automation, and client engagement. Digital maturity is a multi-level, evolving condition reflecting how prepared a company is to operate effectively in a digital environment. However, most existing assessment models are designed for large enterprises and are not entirely suitable for SMEs due to their complexity and high demands. This creates the need for simplified, adaptable models that reflect the realities and constraints of small businesses. The article explores the conceptual differences between digitization, digital transformation, and digital maturity, emphasizing the value of maturity models as diagnostic and strategic tools. Key discussion points include such models' structure, functional elements, and adaptability to SME needs. The article also examines how to balance completeness and simplicity to ensure accessibility for small business users. Moreover, it considers integrating diagnostic tools into national and regional support initiatives, including those from government agencies, industry associations, and innovation ecosystems. In this context, SMEs are viewed as digital transformation participants and beneficiaries. The article frames digital maturity assessment as not a one-time audit but an ongoing process aligned with strategic growth and competitiveness in the digital economy.

Digital Accessibility Maturity Models are internationally proven structured frameworks supporting organizations in assessing, improving, and maintaining digital accessibility of their digital products, services, and environments. These models help organizations assess their current state of digital accessibility, identify gaps, and create a roadmap for progress by defining different levels of accessibility maturity. The models usually consist of several stages, each representing a different degree of organizational maturity in terms of the practices applied to ensure the accessibility of the work environment for people with disabilities. Background and aim: This paper aims to compare digital accessibility maturity models and to propose a digital maturity evaluation process; Scope: research limitations are related to the practical implementations of the studied models; Methods: a digital maturity evaluation process is proposed, which is partially tested with a tool for automated testing; Results: Google Lighthouse tools is used to collect data from human resource management agencies’ websites and to analyze their performance, accessibility, SEO; Conclusions: digital maturity models need to be applied in the workplace to ensure diversity and inclusivity of the organizations. Originality: it focuses on the benefits of examining digital accessibility in the workplace. Practical implications: the practical applicability of the proposed method is related to its implication in testing aspects of accessibility maturity in the companies.

The article addresses contemporary issues faced by industrial enterprises and their crisis situation since the onset of the war in Ukraine, emphasizing the necessity of investment attraction and implementation of investment activities in a strategic perspective. The scope of reduction of industrial enterprises and their losses is determined. Modern methodological approaches to evaluating the effectiveness of strategic investment management of industrial enterprises are discussed, and new perspectives are developed based on researched scientific foundations. Methodology: A wide range of general scientific and specialized methods of scientific research have been employed to achieve the stated objective: scientific abstraction, scientific fact, deduction, analysis, and synthesis - to determine the current state of industrial enterprises and strategic investment management on them, as a basis for forming methodological approaches to assessing their effectiveness. Results: The article discusses, analyzes, and specifies the amount of losses incurred by industrial enterprises since the beginning of the war initiated by the Russian Federation. Ways to improve the economic situation in industrial enterprises through investment attraction are proposed as a means of obtaining additional opportunities for economic development and stability amid economic turbulence. Views of scientists on this issue are considered, highlighting the necessity of conducting investment activities and strategic management. Modern methodological approaches to evaluating the effectiveness of strategic investment management are formulated as markers of enterprise activity. Scientific novelty: It is theoretically substantiated that the most effective and accessible way to improve the situation in industrial enterprises is through investments. Enterprises engaging in investment activities on a regular basis and strategically managing them have a number of advantages in the economic market due to the mobilization of additional resources into their activities. Formulated and updated methodological approaches to evaluating the effectiveness of strategic management of industrial enterprises allow for successful investment activities by correctly allocating resources. Practical significance: The practical conclusions formulated and proposed in the article emphasize the importance for industrial enterprises, during this period of economic turbulence, to attract investments and engage in investment activities as a means of mobilizing additional resources for development and maintaining market positions. Enterprises that utilize the updated and formulated methodological approaches to evaluating the effectiveness of strategic management presented in this article will be able to manage and sift through inefficient elements of investment activities, freeing up resources for more effective future endeavors.

Modern market conditions dictate new conditions for the functioning of economic entities, in particular, from industrial enterprises to high growth rates of innovative activity and the introduction of innovations carried out in the production process, considered as technological innovations. This circumstance is most characteristic of countries with a high level of innovation and investment activity and a sufficient level of economic development. Russian enterprises, according to various analytical studies, in comparison with countries with developed economies, show a low level of development of innovation activity and the dynamics of attracting investment in innovation activity. The pace of development of innovative activities of industrial enterprises and the dynamics of attracting investment in the innovative direction remain low.
 The article considers the approach proposed by the authors for assessing the adequacy of investments in the development of innovative activities of enterprises (on the example of the furniture industry). Russian industrial enterprises, including furniture ones, show a significant lag behind world competitors in technological and innovative development. On the basis of this, the scientific and practical problem of introducing technological innovations into production has been identified. The solution to this problem is the use of approaches to financing investments in the development of innovative activities of enterprises.

Digital transformation is essential if an industrial enterprise wants to be competitive. Strategic management is a methodology for managing development in an unstable external environment. However, the principles and methods of strategizing used in the digital environment should be refined and extended. The knowledge and experience accumulated in the course of digital transformation are a precious resource for defining the goals and development path of an enterprise. Nevertheless, since this knowledge and experience are so diverse and inconsistent, informed strategic decision-making is difficult. The most challenging task is to develop and apply tools that allow the enterprise to respond to changes as fast as possible (adaptive strategy, agile roadmaps, etc.). That is why this work is aimed at building a landscape of strategizing methods and tools systematized according to the phases of the digital transformation process, which can be used as a navigator for choosing a digital transformation trajectory of an enterprise given its digital maturity and specifics of the digital environment. The strategizing landscape of digital transformation is presented in the form of a matrix that structures modern methods and tools of strategic decision-making according to the phases of the transformation process given that an adaptive approach is used. A checklist is produced for mapping out the digital transformation strategy of an enterprise. The paper suggests general guidelines for navigating through the methods and tools presented.

The labor relations culture is the foundation for industrial enterprises’ activities. The application of various methods and labor relations culture diagnostics techniques allows to get a complete picture of the role and assessment of its importance in the enterprise structure and to formulate a systematic approach to its management. The specificity of the labor relations at industrial enterprises culture managements process has been investigated and the sequence of formation and the procedure for transforming the stages of labor relations culture into an innovative type described. The authors have formed a list of control levels implementing the innovative type of labor relations culture at industrial enterprises. The leading industrial enterprises in Russia and the Orenburg region have been grouped. To assess the labor relations culture at the Orenburg region industrial enterprises, the employees were surveyed and the most significant characteristics of the indices identified, which allow to determine the employees’ behavior and improve their activities efficiency. A number of measures to improve the labor relations culture management process at the Orenburg region industrial enterprises have been proposed, since this process plays a key role in a productive and healthy labor collective formation, contributes to the production efficiency improvement and ensures sustainable development of the enterprise. The article is a continuation of “Theoretical and methodological aspects of managing the culture of labor relations of industrial enterprises” published in “Research Result. Economic Research”.

This paper applies the incomplete contracts model to study an optimal banking structure corresponding to different levels of technological development from the perspective of technological innovation. The findings indicate that, with the development of technology, there exists an optimal banking structure that matches the real economy and has a dynamic evolution in different stages of economic development. At the same time, an optimal banking structure depends on the level of technological development, which seems to render invalid the argument that one structure is absolutely better than the other. Finally, the paper empirically analyzes the impact of banking structure on technological innovation using the data of China’s industrial enterprises from 2005 to 2009 . The empirical results show firstly that, with economic development and technological progress, an optimal banking structure that promotes technological innovation is biased towards a monopoly structure. Secondly, from the perspective of the sub-regional level of technological progress, a competitive banking structure is more conductive to technological innovation in low-tech areas but, in medium- and high-tech areas, a monopolistic banking structure will further promote technological innovation.