The effective development of the digital economy largely depends on the integration of artificial intelligence (AI) technologies into company business processes. The use of AI significantly increases labor productivity, optimizes internal operations, and creates sustainable competitive advantages in the market. However, the implementation of AI involves high financial costs, lack of guarantees of investment returns, and is accompanied by uncertainty in evaluating its actual effectiveness. A particularly pressing issue is the lack of understanding within the business community regarding the essence and functional capabilities of AI. The academic and business environments still lack a unified and established definition of AI, and the term is often inaccurately applied to algorithmic tools. This reflects the complexity, multilayered nature, and interdisciplinary character of the field. This article aims to systematize key concepts, functions, methods, and application areas of AI in business. Successful cases of AI implementation in management are analyzed, and critical success factors are identified. The empirical base includes secondary data and expert interviews with practitioners implementing AI projects in companies across various industries and levels of maturity. Special attention is given to analyzing the barriers and risks associated with integrating AI into existing business models and organizational structures. Internal and external types of AI influence on business are substantiated - from analytical transformation to improvements in operational, financial, market, and environmental performance. Promising directions for AI development are also discussed in the context of sustainable growth, digitalization, innovation management, and strategic planning amid digital transformation.

The paper specifies the definition of social development system of enterprise’s personal (here and after referred to as PSDS) and proposes a systematic approach based on a set of elements and their directions. The authors emphasize three enlarged elements of the social environment of the organization in the PSDS: the personnel of the organization, social infrastructure and components of the quality of working life of the personnel. Each element includes several areas of work, which are assessed through a survey of employees to determine ESI, the reference value is 5, and it is proposed to use answer options containing qualitative formulations rather than quantitative assessments. The five-point scale will be used already in data processing. Consideration of employee’s opinions is a key aspect of the proposed method, i.e., subjective assessment of the perception of the social environment determines the success of the enterprise in this area of personnel management. Taking into account the opinions of employees is a key factor in the successful management of the PSDS, it is recommended to emphasize the key employees, depending on a sphere of the company's activity. The PSDS, is considered in a unified way without taking into account the specifics of certain activities, so the overall assessment of the level of social development is considered as the arithmetic mean of assessments of the elements of the system, the assessment of each element is determined as the arithmetic mean of assessments of its areas of development. The assumption is made that social development management is a universal subsystem of personnel management in any sphere of activity, thus the system of elements and their directions will be identical in each case, and this method will be useful to different organizations. The paper presents a fragment of approbation of the method at an energy enterprise adapted to its needs.

The article discusses the relevance of implementing environmental management as a key step towards sustainable development of an economic entity. The topic of this research is driven by the increasing industrial pollution and the end consumer's focus on eco-friendly products and the environmental responsibility of the manufacturing company. Modern society is realizing that an eco-friendly product is not just a tangible product but also a transformation of the relationship between the seller and the buyer. New principles of the green economy are emerging, encompassing sustainable development, fairness, dignity, planetary health, and responsibility. The article analyzes the fundamentals of environmental management, revealing their ability to meet the requirements and obligations of environmental regulations and help manufacturing enterprises reduce their harmful impact on the environment and improve their image by increasing their social responsibility. To demonstrate the detrimental effects of manufacturing emissions on the atmosphere, the article provides a classification of industrial pollution types and statistics on emissions, as well as an analysis of the incidence and mortality rates among the population. Industrial enterprises are encouraged to implement environmental management to minimize harmful emissions into the atmosphere and water bodies. In addition, environmental management can help reduce the risk of non-compliance with environmental regulations and improve the company's reputation. The study has shown that implementing an environmental management system at an industrial enterprise can have a positive impact on the environment, reducing the company's environmental footprint and improving its financial and economic performance, as well as enhancing its image.

Digitalization in the industrial sector serves as a key driver for transforming manufacturing systems and value creation principles. However, the scientific understanding of the relationship between technological changes and the evolution of business models remains fragmented. This article presents research aimed at identifying the systematic patterns of this process, focusing on overcoming the “organizational gap” between technological potential and strategic adaptation. The relevance of this work is underscored by the need to shift from isolated technological solutions to comprehensive transformation models in the context of global competition. The objective of the study was to identify mechanisms for transforming manufacturing processes and business architectures under the influence of Industry 4.0 digital technologies. A comprehensive set of methods was employed to achieve this: a systematic review of international scientific publications, comparative analysis of statistics, patent analysis, and evaluation of industry reports. The main findings revealed a dualism in transformation. A threshold effect of digitalization was established: significant productivity growth (r=0.68) occurs only after achieving an integral technology maturity index greater than 0.65. At the same time, the transformation of business models shows a weak dependence on the volume of IT investments (r=0.31) but a strong correlation with strategic management (r=0.79) and change competencies (r=0.72). Dominant archetypes of new business models were identified: results-oriented services (58% of successful cases), platform ecosystems (32%), and data-centric models (24%). Industry specifics were confirmed as a key moderator: in discrete manufacturing, the correlation between digitalization and profitability is maximal (r=0.71), whereas it is minimal in continuous processes (r=0.29). The practical significance of this research lies in concrete recommendations for overcoming the identified organizational gap between technological potential and strategic adaptation. Industry leaders are advised to shift their focus from purely technological implementations to deeply adapting management systems to digital realities, including reviewing structures, KPIs, and corporate culture. A key imperative becomes the development of industry-specific transformation trajectories that account for fundamental differences between discrete and continuous manufacturing. Additionally, the formation of dynamic digitalization strategies is suggested, integrating constant monitoring of progress through indicators measuring the depth of changes in business models. Prospects for further research are naturally linked to in-depth longitudinal analysis of intra-company transformation processes to establish causal relationships, as well as the development of comprehensive models for institutional adaptation capable of effectively mitigating resistance from organizational structures.

This article analyzes the current state of agriculture in the Novgorod region, identifies relevant development directions, and reveals existing problems within the industry while proposing solutions to address them. Various well-known methods were employed during the description and research process. The overall condition of this sector was determined by comparing it with federal values, noting the regional influence on the national situation as a whole. The impact of government support measures for agriculture in the Novgorod region on the performance results of enterprises operating in this field has been studied, with particular attention paid to how subsidies affect the profitability of these organizations' activities. Specific features of various forms of business activity in the Novgorod region have been identified, including detailed comparisons between financial-economic indicators of agricultural organizations and small-to-medium-sized businesses. Key factors influencing agricultural development have been uncovered, along with an analysis of management practices specific to different types of agricultural entities. It is established that most organizations’ efficiency heavily depends on governmental support measures, necessitating more rational distribution of subsidization among diverse forms of economic activity, highlighting groups requiring greater state assistance. Detailed studies have been conducted into gross harvests of varied agricultural products, identifying leading sectors where Novgorod’s agriculture ranks first in its federal district, as well as areas facing certain challenges. For the purposes of investigation, 59 agricultural companies, 226 peasant farms, 39 individual entrepreneurs, and 18 agricultural production cooperatives active in the Novgorod region were selected as study objects.

This article examines the development of theoretical approaches to the concept of the human-centered organization. The relevance of the study is determined by the crisis of the traditional instrumental paradigm of management and the necessity of forming a new conceptual foundation for organizational development. The humanistic transformation of organizations is becoming an objective necessity, which necessitates a revision of traditional management paradigms. The human-centered organization is considered both as a managerial innovation and a fundamental shift in the understanding of the nature of organizational systems, based on humanistic values that place the individual at the core of their activities. The aim of this research is to develop an evolutionary model of a human-centered organization based on a categorical-system methodology. The research employs the “Finite information flow” method as its primary tool, which allows for modelling the logic of an object's qualitative complexity and treats the object as a bearer of specific qualities that emerge and are superseded throughout its evolution. The main theoretical prerequisites for the transition to a humanistic perspective are summarized. A two-dimensional model is proposed, integrating two vectors of evolution: the attitude toward the person and the dominant management system. For each vector, described in terms of the “Finite information flow” method, the following elements are outlined: logical levels, informational criteria, and logical limits. Aт integrated matrix of organizational archetypes is introduced, enabling the identification of a system's current state and the design of trajectories for organizational transformation toward a humanistic perspective. A brief characterization of the organizational archetypes is provided, with unstable archetypes and key organizational development trajectories being identified. It is demonstrated that the developed two-dimensional model is consistent with contemporary theoretical approaches and serves as an integrative methodological framework. The findings open oportunities for further research, including the validation of the proposed archetypes, the investigation of mechanisms behind organizational transitions, and the development of tools for assessing an organization's level of humanistic maturity.

Digital transformation has become a key factor in modern economic development, radically changing the way businesses operate, the internal structure, and the corporate culture of organizations. It has the greatest impact on international business, where the need to adapt to global competition requires the integration of advanced digital solutions. These technologies enhance operational efficiency, expand the geographical presence of companies, and optimize interactions with customers, partners, and regulators. Digitalization not only affects operational processes but also impacts strategic management, transforming business models and decision-making approaches. However, along with the opportunities, digital transformation comes with a range of serious challenges, from cyber threats and legal heterogeneity to organizational constraints and cultural differences between countries. The aim of the work is to comprehensively study the opportunities and challenges of digital transformation in international business, as well as to develop recommendations for the effective implementation of digital technologies to increase the competitiveness and stability of companies in global markets. For the first time, the article presents a comprehensive analysis of the impact of digital transformation on international business, taking into account global markets and interstate regulation. The key opportunities and risks of digitalization are substantiated, approaches to their classification are developed, and practical recommendations for effective technology implementation are proposed, taking into account the specifics of the international environment. The practical significance lies in a comprehensive analysis of the processes of digital transformation in international business and the identification of key factors influencing the successful implementation of digital technologies. The article offers practical recommendations for executives and managers of global companies aimed at improving business efficiency and sustainability in a rapidly changing digital environment. The research results contribute to the development of strategies and models that allow companies to adapt to the challenges of globalization and digitalization, which ensures their competitive advantages in international markets.

The digitalization of organizations has a direct impact on the development of regions, as the implementation of modern technologies increases business efficiency, stimulates innovation, and creates high-tech jobs. This attracts investment, improves infrastructure, and enhances the quality of life, creating a cycle of sustainable development. Regions with a high level of digitalization in their companies become centers of economic growth, enhancing the competitiveness of the entire territory. Thus, the digital transformation of businesses serves as a driver for regional progress. This article focuses on analyzing the processes of digital transformation in organizations using an entropy-based approach, which allows for assessing the degree of disorder in systems and analyzing the predictability of processes. The relevance of the study is due to the rapid digitalization of the economy, which, along with its advantages, creates new challenges. The purpose of the work is to assess the digitalization disparities of organizations in Russian regions using an entropy approach. The study uses a comprehensive methodology that includes statistical analysis, data normalization, and the calculation of integral indicators based on seven key parameters of digital development. The calculations revealed significant regional differences. The maximum entropy is observed in the North-Western Federal District, indicating high heterogeneity in the digitalization of organizations in this region, while the minimum entropy is observed in the Far Eastern Federal District. The practical significance of the study lies in the possibility of developing differentiated government regulation strategies aimed at reducing the digital divide, optimizing resource allocation, and promoting technology transfer between regions. Research prospects are associated with an in-depth analysis of the dynamics of entropy indicators and the development of predictive models that take into account the resilience of regions to technological challenges. The results contribute to the theory of digital transformation management and offer new tools for improving the effectiveness of regional policies in an increasingly uncertain environment.

In accordance with the research objective, the article analyzes the results of gasification activities in the Russian Federation for the period from 2005 to 2024 and provides forecast estimates for the period up to 2030. The article highlights the progressive development of gasification processes at the national and regional levels. It also assesses the specific aspects of the gasification process. The article emphasizes the positive role of gasification in the socio-economic development of territories and improving the quality of life for the population. The introduction of a new model for the development of gas supply and gasification in Russian regions is being considered, which allows for the synchronization of gasification processes. The features of the process of additional gasification are being studied. The importance of state support for the implementation of gasification and pre-gasification processes is noted, as well as the important role of gasification for the country's territories from the perspective of their sustainable development. The innovations used in pre-gasification are described and aimed at raising public awareness and reducing the risks associated with applicants' misrepresentation of the program and the measures it consists of. Among the innovations under consideration is the Portal of the Unified Gasification Operator (UOG), a Voice assistant. Attention is paid to the areas of R&D conducted by Gazprom PJSC between 2019 and 2023. One of the innovative solutions for the processes of gasification and additional gasification is the introduction of a one-stop system, where innovative proposals from small and medium-sized enterprises, as well as individuals and legal entities, are reviewed in five stages and subsequently implemented. In this case, the scientific and technical expertise of innovative proposals is conducted based on a multi-criteria assessment.

In the context of the global systemic crisis, the private sector is becoming an equal partner of the state in solving strategic tasks of socio-economic development of the country and regions. It is noted that public-private partnership (PPP) is based on the effective application of economic forms of business interaction, the development of the economic system taking into account institutional factors, as well as on the identification of possible dominants for the progressive development of management principles and systemic approaches. The formation of a concept for the development of public-private partnership in civil engineering (hereinafter referred to as CE) is the main purpose of the study. The study was conducted by applying general scientific and special methods to development and analytical and forecasting methods. In the course of the study, when developing the concept of PPP development in the civil construction sector, taking into account the organizational and institutional component, the system of principles of the subjects' behavior in the process of implementing public-private partnerships in civil construction was clarified. These principles, in contrast to the existing ones, were supplemented with the principle of objectivity (understanding, evaluating, and minimizing the degree of subjectivity) and the continuous process of change (modernizing the object of partnership relations to achieve the goals of the partnership participants). The paper highlights the main problems and limitations of the development of public-private partnerships in civil construction: the lack of long-term approaches to planning and developing civil infrastructure projects; the insufficient level of development of the regulatory and methodological framework for public-private partnerships in civil construction; the lack of systematic management of public-private partnerships at different levels; limitations in budgeting and financing public-private partnership projects; the low level of development of public-private partnership operators in civil construction, and more. The following approaches have been identified for developing mutually beneficial cooperation in civil engineering: public-private partnerships as an effective tool for attracting private capital to the civil engineering sector; development programs for civil engineering facilities; accessibility of civil engineering facilities; elimination of bureaucratic barriers; and government policies to stimulate mixed investments in civil engineering.