Transformational Urban Transitions towards a New Type of Sustainability

The present article is aimed at developing a set of recommendations for achieving a higher level of organizational project maturity at a given enterprise. Methodology. For the purposes of the current research, the available information sources on the components of project management system are analysed; the essence of “organizational maturity” and the existing models of organizational maturity are studied. The method of systemic and structural analysis, as well as the method of logical generalization, are employed in order to study the existing models of organizational maturity, to describe levels of organizational maturity, and finally to develop a set of methodological recommendations for achieving a higher level of organizational project maturity at a given enterprise. The results of the research showed that the core elements of project management system are methodological, organizational, programtechnical, and motivational components. Project management encompasses a wide range of issues connected with organizational structure, project team, communication management, project participants, etc. However, the fundamental basis for developing project management concept within a given enterprise starts with defining its level of organizational maturity. The present paper describes various models of organizational maturity (staged, continuous, petal-shaped) and their common types (H. Кеrzner Organizational Maturity Model, Berkeley PM Maturity Model, Organizational Project Management Maturity Model, Portfolio, Program & Project Management Maturity Model). The analysis of available theoretic works showed that the notion “organizational project maturity” refers to the capability of an enterprise to select projects and manage them with the intention of achieving its strategic goals in the most effective way. Importantly, the level of maturity can be improved by means of formalizing the acquired knowledge, regulating project-related activities, and documenting best practices and potential difficulties. Practical implications. For the purposes of the present research, the level of organizational project management maturity of the enterprise in question is evaluated according to the three-level model developed by H. Кеrzner. The conclusion is made that project management maturity of this enterprise corresponds to maturity level 2. Besides, the defined maturity level is specified in more detail along the life cycle phases in order to determine more precisely the position of project management activity of the enterprise within the maturity model. Potential problems (the so-called “bottlenecks”) of the enterprise in the field of project management are identified. Based on the results of the analysis, a number of recommendations are suggested for further development of the corporate system of project management at the given enterprise. The results of the research showed that in order to achieve a higher level of maturity, it is necessary to create a project team, organize a project office, and distribute project management functions among the team members, develop a procedure of involving experts with different professional backgrounds into the project implementation, improve the procedure of creating project teams, ensure the accumulation of best practices of project implementation, establish the corporate standard of project management, and improve the strategic planning for project management, project implementation control, managing changes, labour resources and communication. The suggested guidelines are expected to facilitate the achievement of a higher level of maturity. They also envisage the terms of this transition and the responsible executives. Further enhancement of maturity level is achieved by means of performing a set of activities for improving and aligning various project management sub-processes aimed at managing costs, time, quality, and risks. Another important condition of enhancing organizational maturity is the development of an integrated management system that would help to achieve synergy from combining different methodologies. Value/originality. Assessment of the project management maturity and identification of problems made it possible to develop a set of recommendations for achieving a higher level of organizational project management maturity by the enterprise in question, which in its turn is expected to reduce the costs and the time that are necessary for project implementation.

The presented study examines the specific sectoral aspects of formation of the digital image of socioeconomic systems. The subject of the study is the logistics system for military customers. Aim . This study aims to examine the problems and prospects of forming a promising digital image of the key element of military-economic relations — the logistics system for military customers. At the same time, the digital transformation of this system is considered not as an independent phenomenon, but in the context of a broader trend involving organizational and technological transformations. Tasks . The authors identify stages in the development of theoretical ideas about the organizational transformations of the examined system; consider the key technologies that can serve as a basis of the digital logistics system for military customers; formulate the principles of operation of this system based on the provisions of the ecosystem approach. Methods . The study uses the methodology of the ecosystem approach, military-economic and evolutionary analysis, methods of grouping, comparison, and expert assessment. Results . Digitalization is found to be one of the key trends in modern socio-economic development. However, the studies of this phenomenon remain insufficiently diverse from the sectoral perspective. The digitalization of military-economic processes is a particularly underexplored area. The authors propose to consider it in the context of not only general socio-economic, but also specific sectoral organizational and technological transformations associated with the improvement of the national (military) security system. It is established that this approach is new and integrates previous directions of Russian research into the transformations of the examined complex sectoral socio-economic system. The conducted analysis indicates that the following key technologies can serve as a basis for an advanced digital logistics system for military customers: Internet of things; big data; cloud technologies; artificial intelligence; virtual and augmented reality; blockchain; process automation; additive manufacturing. When developing such a system, it is recommended to apply the principles of transparency, modularity, platform approach, integrality, and network nature. Conclusions . The conducted study shows that the formation of the digital image of socio-economic systems has peculiar industry-specific features that should be taken into account when creating and developing such systems. In particular, the study highlights this specificity in relation to the logistics system for military customers. The formulated theoretical provisions and practical recommendations can be used to improve this system.

The purpose of this study is to substantiate the basic principles and prerequisites for the formation of project maturity of public administration for the successful implementation of digital governance projects. The relevance of this study is due to the need to implement the task of digital transformation of Ukraine by solving the problem of modernization of public administration on the basis of constant increase of project maturity of the organizations.The study proved the existence of a direct dependence of prospects for the implementation of digital transformation projects on the level of project maturity of public management. A variant of the project maturity model adapted to the local self-government body is being developed. The model assumes three levels of maturity of local governments. It has established that the majority of the created united territorial communities of Ukraine were characterized by the first two levels of maturity. The implementation of the maturity model makes it possible to assess the current state of the system, choose adequate tools for staff training, create conditions for continuous improvement and realization of the potential of the local community for the implementation of digital transformation projects.

Objective: To identify the level of maturity with sustainable innovation practices of a company in the red ceramics segment in the state of Paraíba, according to the concept and application of the Eco-Mi model. Theoretical Framework: The thematic contextualization recalls the concepts of sustainable development, innovation, sustainability and sustainable innovations. In this sense, (BARBIERI et al., 2010) defends the importance of considering the understanding of sustainable innovation practices, fully incorporated into the company's strategic objectives. The better this relationship between sustainable development through sustainable innovation practices and company objectives is defined, the greater the likelihood of success. Method: This is a descriptive and exploratory study conducted in the form of a case study, using a descriptive statistics approach with quantitative data extracted by applying a questionnaire. The type of sampling is defined as non-probabilistic by intentionality. SPSS (Statistical Package for Social Sciences) was used to analyze the data. Results and Discussion: The evolution of the level of maturity weighs up quantitative and qualitative aspects, since the author herself, who designed the Eco-Mi Model, warns that there are some limitations, mainly of a qualitative nature due to the participants' self-assessment, since the analysis requires knowledge of strategy, structure, resources and organizational culture. These limitations highlight promising directions for future research and for consolidating the model and spreading knowledge about eco-innovation. Based on the results obtained from the research, it is possible to conclude that it was possible to answer the research problem by showing that, among the 4 dimensions analyzed, the company moves through levels of maturity evolving between scale 2 and 5. The Strategy and Structure dimensions are not satisfactory, and the Resources and Culture dimensions are more satisfactory. In this case, the company needs to review its choices and practices of sustainable innovation, seeking greater homogeneity in the dimensions of the model used. The field of knowledge still offers ample scope for further research and consolidation of the Eco-Mi maturity model. Research Implications: The practical and theoretical implications of this research are discussed, providing insights into how the results can be applied to or influence actions in the field of sustainable innovation. These implications can cover the organizational areas of companies in the context of sustainable innovation practices. Originality/Value: This study contributes to the literature, as the topic of sustainability has incorporated the role of humans as equally responsible as industries, in a way that seeks to balance the relationship between human society (consumption and waste), natural resources, the current mode of production and the socio-economic system. The relevance and value of this research is evidenced by the results of the level of maturity perceived by the four dimensions studied: strategy, structure, resources and culture. The result reflects on the company's performance from the moment it characterizes in detail the levels of maturity according to the Eco-Mi model.

The article explores the theoretical foundations, models and practical aspects of the relationship between the level of project management maturity and the formation of organizational reputation. The essence of the concept of "project management maturity" is determined as a comprehensive indicator of the development of management processes, which characterizes the ability of an organization to systematically plan, coordinate and implement projects in accordance with strategic goals. It is shown that the level of maturity reflects not only the technological excellence of management, but also the cultural, ethical and behavioral aspects of the organization's functioning.The paper reveals the main approaches to assessing the maturity of project management, in particular models, and also analyzes their key characteristics, criteria and advantages for practical application. It is established that these models allow not only to determine the current level of development of the management system, but also to form a strategy for improving project processes, which is the basis for increasing the efficiency of activities.Special attention is paid to the role of project culture as an intangible factor that forms the trust of stakeholders and determines the nature of internal and external communications. It is proven that a high level of project culture contributes to the formation of transparency, responsibility and predictability of the organization's actions, which has a positive effect on its business reputation. The influence of the level of maturity as an indicator of the stability and reliability of organizations that are able to effectively manage risks, maintain performance in a dynamic environment and maintain stable relationships with partners is revealed.The article provides practical examples and research results of international and Ukrainian organizations, which confirm that increasing the maturity of project management directly affects the level of trust, investment attractiveness and competitiveness of companies. In particular, the experience of such corporations as IBM, Siemens, Microsoft, as well as examples of public administration in the UK, demonstrate the effectiveness of implementing maturity models to increase the transparency of processes and strengthen reputation.The results of the study are of practical importance for heads of organizations, project management specialists and reputation management experts. They can be used to develop strategies for the development of organizations, improve management systems and form long-term reputational stability. Overall, the article confirms that project management maturity is not only an indicator of efficiency, but also a strategic resource for building trust, stability, and a positive image of an organization in a modern competitive environment.

Katzenbach and Smith conceptually defined the relationship between team performance and team maturity in The Wisdom of Teams: Creating the High Performance Organization (1993). However they provided no empirical basis for this relationship. Peters (1997) developed a survey to assess a team's maturity level (this provides a quantitative measure for the maturity parameter of the relationship described by Katzenbach and Smith). To measure the performance parameter, the authors developed a self-directed team performance survey (SDTPS). This paper documents a 112-team study in which team performance (as measured using the SDTPS) was compared to team maturity (as measured using Peters' survey instrument). The findings provide empirical evidence supporting the key characteristics and general form of Katzenbach and Smith's Team Performance Curve. These findings provide a basis for useful recommendations to managers in organizations attempting to implement teams.

Purpose The purpose of the chapter is to consider the methodology of studying socio-economic systems through the prism of the theory of cycles and to analyze applicability of this methodology to studying economic. Methodology Based on the dynamic model of development of socio-economic system through the prism of the theory of cycles, the authors analyze dynamics of development of Russia’s socio-economic system through the prism of the theory of cycles in 2000–2022. Conclusions Drawbacks of the existing theory of cycles are determined. First, the models of economic cycles are too idealized and are alien to the current economic reality. These models do not correctly describe cyclic fluctuations of modern socio-economic systems – which is shown by the example of Russia. Second, application of the methodology of the theory of cycles in practice (by the example of Russia) leads to contradictory results. Each indicator of economic growth, including investments into economy, inflation, unemployment level, and balance of federal budget, has its own cyclic fluctuations, which could differ from fluctuations of GDP in constant prices. Third, the system of factors of cyclic fluctuations of socio-economic systems includes primarily economic (not social) factors. Due to this, the theory of cycles takes into account only objective reasons of crises of socio-economic systems. Originality/value It is determined that domination of subjective reasons in emergence of economic conflicts makes application of the theory of cycles not applicable to full-scale study of economic conflicts – application of this concept is expedient only as to economic crises that are one of a lot of manifestations of economic conflicts. It is probably that neglecting subjective (social) factors leads to the above contradictions of the theory of cycles and difference between its theoretical models and empirical data. Based on this conclusion, it is substantiated that methodology of studying socio-economic system through the prism of the theory of cycles is not applicable to economic conflicts; it is determined that development of the concept of economic conflicts can specify and improve the methodology of the theory of cycles.

Regional projects and programs are intended to become the main mechanism for achieving national development goals in territorial entities. The aim of the article is to analyze the problems of project implementation and program approaches at the level of the constituent entities of the Russian Federation, as well as to develop proposals for their development. The methodological basis of the study is the regulatory legal acts of the federal and regional levels, scientific (foreign and domestic) literature in the field of economics and public finance, official statistical information, empirical data regarding the results and progress of the implementation of regional projects and state programs of the constituent entities of the Russian Federation. The author uses the method of system analysis. The article analyzes the conceptual foundations of project management in the public sector, foreign and domestic research on this issue, examples of program implementation abroad, establishes the role of regional projects and state programs in the budget system of the Russian Federation, their relationship, identifies the main problems of their financing, considers examples of direct implementation of projects and programs, and suggests directions for their development. In the course of the study, the distortion of the initially inherent meanings of the implementation of the project approach is proved, first of all, in determining the goal setting, providing sufficient mechanisms for its achievement and financing. It is established that the state programs at present actually represent documents of planning of budget appropriations in implicit interrelation with the main directions of activity of authorities. It is concluded that it is necessary to clarify the current project and program methodology, which will allow the regions not only to engage in the implementation of federal projects but also to initiate them according to the priorities of socio-economic policy and the characteristics of the region. The author also proposes to develop regional projects as financial institutions. For this, it is necessary to clarify the budget legislation to ensure the possibility of actual planning of expenditure obligations within the framework of the design of projects. The prospects for further research are to develop a model for evaluating the effectiveness of the design and implementation of regional projects and state programs, and its further testing on specific programs of the constituent entities of the Russian Federation.

Purpose– The purpose of this study is to use critical success factors (CSFs) to develop a process maturity and determine the current maturity levels of stakeholder organisations in public–private partnership (PPP) project implementation in Nigeria. The success of any PPP project is largely dependent on the country’s maturity on CSFs that made PPP projects successful. Thus, the identification of metrics and standards for measuring the maturity of stakeholder organisations on CSFs for PPP project implementation remains a challenge.Design/methodology/approach– The study adopted literature review and six PPP project case studies including interviews in each case study and expert forum. The outcome of a comprehensive literature review provides a total list of 14 CSFs that made PPP projects successful in Nigeria. These CSFs were used for capability maturity levels ' definition ranging from level 1 (Ad hoc) to level 5 (Optimising) in line with capability maturity model concept. Quantitative assessment was considered as a support tool for making an overall assessment of both the public and private organisations ' current capability maturity levels and for comparison approach.Findings– A capability enhancement framework for stakeholder organisations in PPP project was developed. This framework was used in assessing the current capability maturity levels of stakeholder organisations involved in PPP projects in Nigeria. Using this framework, it was found that public sector organisations were positioned between maturity level 1 and maturity level 2 (out of five maturity levels) on CSFs applicable to them. While, most private sector organisations were placed in maturity level 2 on CSFs associated with them.Practical implications– The results emanated from this study provided both the theoretical and practical implications. The theoretical implication provides new insights into the usefulness of CSFs in PPP projects and indicates that merely identifying possible CSFs for PPP projects is not sufficient. The practical implication shows that the framework developed in this study had provided the benchmark for the identification of methodical approach, and standard to process improvement in PPP infrastructure projects, which can be replicated in both the developed and developing countries. Thus, the framework could be used to benchmark future studies.Originality/value– The framework would provide a useful guide and roadmaps for improvement by indicating “what” needs to be done by stakeholder organisations involved in PPP projects in achieving higher capability maturity levels on identified CSFs for PPP projects in Nigeria and developing countries at large.

In the conditions of global economic transformation, the development of socio-economic systems is possible only through the implementation of innovative national, regional and corporate strategies. The evolution of technology and science is changing the socio-economic environment, innovations are becoming a key factor in economic growth and competitiveness of countries and organizations. But, despite the great potential of innovations, their effective implementation does not always take place. Under such conditions, the topic of this study becomes especially relevant. The purpose of the article is to identify the determinants of the effective diffusion of innovations in socio-economic systems and its evaluation. The object of the research the process of effective diffusion of innovations in socio-economic systems. Methods used in the study: methods of scientific knowledge, namely analysis and synthesis, induction, measurement, observation, formalization, logical-analytical techniques. The main hypothesis of the study is the assumption that the effective diffusion of innovations in socio-economic systems depends on a set of factors, the management of which allows identifying problem areas and improving the mechanisms for solving them. Presenting main material. The study, based on the theory of innovation diffusion, identified the key determinants of the efficiency infiltration of innovation in socio-economic systems. It is appropriate to include: technical features of innovations, cultural and ethical differences between different groups of consumers, availability of financial resources for the implementation of innovations, effectiveness of communication mechanisms and interaction networks between participants of the socio-economic system, degree of involvement and support of participants, level of education and information literacy of the population, cultural, social and political aspects, etc. The world experience in methods of assessing the effectiveness of national innovative activity, on the basis of which international indexes and ratings are determined, including Global Innovation Index, European Innovation Development Scoreboard, Bloomberg Innovation Index, Global Competitiveness Index, etc., is analyzed. It has found that international indexes and ratings have a number of shortcomings that do not allow to correctly assess the effectiveness of the implementation of the results of innovative activities and to identify the main problematic aspects that prevent the diffusion of innovations in socio-economic systems. The originality and practical significance of the research lies in the fact that the identified determinants of the efficiency of innovation diffusion of socio-economic systems can be used to identify problematic aspects and increase the level of innovative development of countries. Conclusions and prospects for further research: the determinants of the effectiveness of the diffusion of innovations in socio-economic systems are determined. The study of their interaction and their management can increase the effectiveness of the diffusion of innovations at the macroeconomic level. It has been established that the indicator systems used to evaluate the effectiveness of innovative activities of socio-economic systems at the macroeconomic level characterize various aspects of national innovative development, reflecting not only the results of innovative activities, but also available innovative resources. However, there is still no clear idea of the composition of the system of indicators for evaluating the effectiveness of the diffusion of innovations and their number. In order to eliminate subjectivity in further research, it is advisable to use mathematical methods of forming such system of evaluation indicators.

The study focused on cultural, contextual, and gender differences in children's peer talk. Same-sex dyads of Estonian (n = 38), Finnish (n = 38), and Swedish (n = 34) preschool age children were videotaped during unstructured and structured play settings. We found only one gender difference in children's talkativeness and in the use of regulatory speech: during free play, Swedish boys used more imperatives per directives than Swedish girls. At the same time there were significant cultural and contextual differences. Estonian children were most directive and Swedish children were least directive. Finnish children were less directive than Estonian children but more directive than Swedish children. It was concluded that cultural and contextual factors strongly influence the likelihood, extent, and nature of gender differences in peer talk.

The article presents the results of the study, the purpose of which is to analyze the imple-mentation of the national project "Demography" in the region and assess its impact on demographic indicators. The main demographic processes, indicators characterizing them were considered and the results of monitoring the implementation of regional projects aimed at achieving the indicators of the national project "Demography" were presented to achieve this goal. The article provides an overview of the topics of research by specialists in various fields related to the study of demographic problems. This allowed us to conclude that demographic indicators are affected by a large number of other indi-cators that are not reflected in the national project "Demography", which makes it difficult to assess objectively the impact of measures taken at the national and regional levels aimed at achieving target indicators. In the course of the study, it was possible to identify problem areas in the implementation of projects and conclude that other measures are needed to achieve such target indicators as in-creased life expectancy, increased birth rate, decreased mortality and population growth. Thus, finan-cial support measures for families with children are not available to everyone, which does not encour-age such families to have even their first child, much less the second and third. The analysis also showed that it is necessary to carry out more extensive work on the formation of demographic behav-ior of Russians and, first of all, youth. In general, the level of project maturity of regional authorities is not high enough, and requires, before starting to implement new national projects, to learn lessons from the implementation of current regional projects and to take a more responsible approach to the development of project passports, the formation of project teams, and the planning of target indica-tors.

The monograph examines the processes of self-organization in socio-economic systems and some of their epistemological aspects from the standpoint of economic and mathematical modeling. The existing problems of modern economic theory, as well as approaches to modern research in economics, are investigated. It is shown that the key role in the processes of self-organization in socio-economic systems is played by the anthropogenic factor (namely, the expectations and preferences of economic agents). The main characteristics and mechanisms of self-organization processes in socio-economic systems, as well as the reasons that determine them, are investigated. The actual problems of mathematical modeling in economics are noted and solutions to some of these problems are proposed. It is recommended to researchers dealing with the problems of socio-economic systems behavior and its modeling.

The maturity of teams is related to the specific solutions they are building and maintaining. Every team needs generic skills and capabilities for successful teamwork. However, depending on the used technology, particular skills and qualifications are required to form a mature team to handle the solution‐related products and services adequately. Especially in agile organizations, autonomous teams have the responsibility for their solutions and their team development. To foster transparency and structured team development, the Technical Team Maturity (TTM) approach is presented. The TTM approach shapes and models specific technologies, for example, cloud technology demands about team skills and capabilities to form a reliable delivery team. The approach is divided into a technology‐specific profile and an evaluation model to support active usage in teams. The profile focuses on abstract and generic technology aspects. The evaluation model validates against the profile with a state‐of‐the‐art focus about the technology application to determine the maturity. The different maturity levels are mapped to belts—as a gamification aspect to foster continuous improvement in the teams with this benchmark. TTM is evaluated in the enterprise context of Volkswagen AG and Volkswagen Financial Services AG. It provides insights into the effectiveness of this approach in heterogeneous multiteam settings and its strengths, weaknesses, and limitations.

The article deals with topical issues of forming an adaptation strategy of an industrial enterprise to the challenges of global digitalization processes. It is noted that the economy of Ukraine at the beginning of the XXI century was characterized by a catastrophic decline in production and progressive degradation of the technical base of industrial enterprises, which served to curtail both simple and extended reproduction in many sectors of the national economy. Only industry and its leading sector, machine building, can cope with this dangerous trend. The conditions in which Ukraine's industrial complex will have to operate in the near future are influenced by the market mechanism of self-regulation, on the one hand, by various corrective actions by government authorities and a number of subjective and objective factors. The most influential factors are globalization, digital transformation, pandemics, and military conflicts. The author provides brief information on the essence of these processes. It is noted that economic globalization is a complex and contradictory process. On the one hand, it facilitates economic interaction between states, which creates conditions for countries to access the advanced achievements of mankind, saves resources, and stimulates global progress. On the one hand, it facilitates economic interaction between states, which creates conditions for countries to access the advanced achievements of mankind, saves resources, and stimulates global progress. On the other hand, globalization has negative consequences: consolidation of the peripheral economic model, loss of resources by countries that are not part of the "golden billion", ruin of small businesses, spread of globalization and competition to weak countries, decline in living standards, etc. Ukraine is gradually developing in the field of digital technology and digital transformation, but still has significant potential for further development. The level of digital maturity of business processes is becoming an important criterion for the quality of the DH process in business, and its increase is an adaptation strategy, which is defined as a gradual and purposeful process of organizational learning that determines the response to the emerging and changing digital competitive environment. Insufficient maturity of the adaptation strategy means a low level of process management in a company where the main and auxiliary business processes are not defined and regulated, their automation is chaotic, localized, and the processes are not adapted to the latest technologies planned for implementation. The authors propose an approach to technological reengineering using foresight technologies at machine-building enterprises with a preliminary diagnostics of companies' readiness for digital transformation, which meets the recommendations of the TOGAF standard and should be carried out within the framework of forming an architectural vision of the company at the initial stage of implementation of the transformation project.