Multi-scale social metabolism of China: An extended MuSIASEM analysis of energy, economy, and human activity

Objective: The present study qualitatively analyzed the benefits of business coaching on labor productivity in the economic establishments of the Carapungo sector, Calderón parish, in the northern part of the Metropolitan District of Quito. This is a territory characterized by a high concentration of microenterprises dedicated to commerce and services, with informality rates of 25.7% and low investment in human development. Methodology: The research adopted a qualitative approach with a descriptive-explanatory scope, using a non-experimental design and cross-sectional cut, supported by a systematic literature review under the PRISMA (Preferred Reporting Items for Systematic Reviews and Meta-Analyses) protocol; 22 articles indexed in Web of Science, Scopus, and SciELO, published between 2022 and 2025, from 14 countries were selected. Results: Business coaching produced verifiable benefits on personal motivation, the strengthening of competencies, individual performance, and team cohesion, if it was incorporated as continuous practice and not as one-time intervention. Five organizational factors modulating this relationship were also described: the alliance between coach and coaches, the clarity of objectives, strategic direction, intra-organizational trust, and the cultural relevance of the process. Conclusions: It was determined that business coaching increased labor productivity in microenterprises when accompanied by favorable prior organizational conditions. These findings provide a basis applicable to the design of continuous training programs for SMEs in the peri-urban Ecuadorian sector. Additionally, they highlight the need for empirical studies that complement the documentary review with primary data from the territory.

The article examines the problem of forming an ergonomic culture of future specialists as an important factor in ensuring occupational safety, preserving health and increasing the productivity of professional activity in the conditions of modern socio-economic transformations. The relevance of creating a safe, comfortable and effective working environment in the context of increasing labor intensity, digitalization and the introduction of innovative technologies is substantiated. The essence of ergonomics as an interdisciplinary science that studies the interaction of a person with elements of the production environment and is aimed at adapting working conditions to the physiological and psychophysiological capabilities of the employee is considered. The purpose of the article is to study the features of forming an ergonomic culture of future specialists as a factor in ensuring occupational safety and increasing the productivity of professional activity, as well as to analyze the main ergonomic factors of organizing the working environment. The main ergonomic factors are analyzed, in particular, the organization of the workplace, lighting, microclimate, information load and work and rest modes, which directly affect the level of working capacity, concentration of attention and efficiency of work activity. It has been established that the rational organization of the working space contributes to the reduction of professional fatigue, the prevention of musculoskeletal diseases and the increase in labor productivity. Attention is focused on the need to form practical skills in the application of ergonomic principles in future specialists in professional activities. Based on the analysis of scientific research, recommendations are proposed for the integration of ergonomic knowledge into the process of professional training. The prospects for the development of ergonomics in the digital environment, the use of artificial intelligence and hybrid formats of labor organization are outlined. The prospects for further research are related to the development of ergonomic solutions in a digital and automated working environment.

ABSTRACT Adam Smith's two distinct benefits from foreign trade were offered to dissuade others from adopting the mercantilist view that there is one principal gain from trade: the importation of money. Although Smith's two benefits received considerable attention in the literature, there was no consensus on what Smith meant by his two benefits. This paper offers a new interpretation of those benefits. Smith's first benefit is a micro benefit, with its impact on individuals. That benefit is the subjective value creation that results from voluntary international exchange. Both parties to the exchange experience an improvement in their living standard. Smith's second benefit is a macro benefit, impacting the economy at large. International trade extends markets and allows for production on a larger scale. A greater division of labor increases labor productivity and increases the national product. This increase in aggregate production is the second benefit from foreign trade. What makes this interpretation of Smith's two benefits attractive is the evidence that Adam Smith concurs with the interpretation.

The increasing trend towards digitalization of business processes of modern enterprises, the updating of HR policies of business entities in accordance with the principles of human-centeredness, and the popularization of the remote employment model have led to the combination of personnel management mechanisms and its motivational component with the digital business management ecosystem. This article examines the transformative impact of digital HR management on employee motivation systems in organizations. It explores modern digital management tools, including HRIS, big data analytics, LMS, gamification, and digital feedback platforms. It is determined that the digitalization of HR processes facilitates the transition from external to internal motivation, focused on competency development, employee autonomy, and their engagement in work. A comparative analysis of traditional and digital models of employee motivation is conducted, and their key differences and effectiveness are identified. It is shown that the implementation of digital tools allows for an increase in employee engagement, a reduction in staff turnover, and an increase in labor productivity. Significant differences between traditional and digital models of personnel motivation have been identified. The traditional system is based mainly on material incentives and periodic assessment of results, which limits its adaptability to rapid changes in the external environment. In contrast, the digital model is characterized by continuity of assessment, a high level of personalization of managerial influences and the use of data analytics for decision-making. It has been confirmed that the implementation of digital HR tools ensures increased efficiency of management processes, in particular through increased transparency of performance evaluation and efficiency of decision-making. The generalized results indicate an increase in the level of staff engagement to 80-86%, which is confirmed by analytical reports of Deloitte, McKinsey and research in the field of HR analytics. Practical recommendations are provided regarding the digitalization of motivational processes within an organization.

The article examines the problems of forming an effective system of organizing personnel remuneration at enterprises in the face of modern challenges and develops recommendations for increasing its efficiency using the example of an industrial enterprise. The implementation of personnel remuneration policy at an enterprise should stimulate the growth of economic and financial results of activity by improving the organization of production, improving labor organization and increasing labor productivity. Effective organization of remuneration at an enterprise should contribute to maintaining a balance between the use of material and human resources, as well as between labor costs and its economic results. Remuneration policy affects the efficiency of personnel activities and should take into account the need to perform wage functions and adhere to the principles of combining the interests of employers and employees as parties to social and labor relations at the enterprise level. Approaches to forming a remuneration policy at an enterprise are investigated. Using the example of an industrial enterprise, an analysis of the effectiveness of the organization of personnel remuneration was performed. An analysis of the existing system of employee performance evaluation was conducted. Directions for improving the remuneration policy based on the evaluation of employee performance were developed. Based on the results of personnel evaluation, adjustments to the remuneration policy at the enterprise using the KPI system were proposed. Proposals were made to determine key evaluation indicators by personnel categories. It was determined that it would be advisable to develop and implement a social and compensation package for employees of the enterprise. The expected economic results of implementing measures to increase the efficiency of labor costs and the system of its organization at the enterprise were calculated. As a result of using the provided proposals, among the expected economic effects, one can expect an increase in personnel productivity, strengthening the employer's reputation in the labor market, and increasing the efficiency of labor costs.

Subject of study. The mechanism of influence of digital technologies on the formation and improvement of the efficiency of agricultural enterprise management. The aim of the study. Research of theoretical and methodological principles and development of practical recommendations for the implementation of digital technologies to increase the efficiency of management processes in agricultural enterprises. Research methods. General scientific research methods, such as systems analysis, comparative analysis, classification and generalization methods, were applied to study existing approaches to the digitalization of the agricultural sector and assess its impact. Results of work. The article examines the role of digital technologies in increasing the efficiency of agricultural enterprise management. Modern directions of digital transformation of the agricultural sector are investigated, in particular the use of artificial intelligence, big data, the Internet of Things and geographic information systems. It is substantiated that the digitalization of production and management processes contributes to the optimization of resources, reducing costs, increasing the accuracy of management decisions and the profitability of agribusiness. The main advantages, economic effects and barriers to the implementation of digital solutions in the activities of agricultural enterprises in Ukraine are identified. The use of AI, Big Data, IoT and GIS contributes to the rational use of resources, increasing labor productivity and reducing the cost of production. The further development of the digital transformation of the agricultural sector of Ukraine requires institutional support, investment in technological infrastructure and training of a new generation of specialists capable of working in the digital environment of agribusiness. The success of digital transformation also depends on the readiness of agricultural enterprises for innovative changes. Digital technologies are becoming a determining factor in the efficiency of agricultural management. They enable the transition to intelligent management based on data, automation and analytical forecasting.

Recently, the problem of forming and developing the human resource potential of an enterprise has become of particular importance. Under such circumstances, personnel training ceases to be an auxiliary function of personnel management and is transformed into a strategic factor for ensuring the competitiveness of the enterprise, its adaptability and long-term sustainability, which determines the relevance of the study. The purpose of the article is the theoretical and methodological justification of personnel training as a strategic direction of enterprise management and determining its role in the formation of human capital and increasing the efficiency of the organization. In the process of conducting the research, a complex of general scientific and special methods of cognition was applied, including: analysis and synthesis, a systemic approach and a structural-logical method, a generalization method. Four main approaches to understanding the essence of the concept of "personnel training" are identified, namely as a purposeful process; as a system of measures; as a direction of managerial activity; as a set of structural elements. The author's approach is proposed, according to which personnel training is a purposeful organized activity aimed at acquiring and improving by employees the professional knowledge, skills and competencies necessary for the high-quality performance of functional duties in accordance with the goals of the enterprise. A three-level model of personnel training for an enterprise has been developed, consisting of individual, organizational and social levels. The strategic role of personnel training in the enterprise management system is determined, which is manifested in increasing labor productivity, ensuring innovative development, forming a personnel reserve, strengthening motivation, optimizing costs. In the social dimension, personnel training ensures the reproduction of human capital, professional mobility of the population, and increasing the competitiveness of the national economy.

The article discusses issues of financial support for small and medium-sized businesses in the state: preferential lending, subsidies, leasing. The main objective of financial and credit support for small and medium-sized businesses is to increase investment volumes. The development of alternative sources of investment (microcredit organizations and credit partnerships), maximum attraction of private investment resources, and the introduction of progressive forms of investment policy will make it possible to financially support small and medium-sized businesses in the country. The importance of using public-private partnerships to ensure the sustainable development of SMEs is considered as a mechanism to increase labor productivity and stimulate growth in agriculture, infrastructure projects, education and medicine. Special attention is paid to new forms of financing, such as public-private partnerships, crowdfunding, and crowdinvesting.

The purpose of the study is to substantiate the theoretical and methodological foundations of corporate culture formation as a strategic factor of enterprise competitiveness and to develop practical tools for assessing its impact on key performance indicators of an organization. To achieve this goal, a set of research methods was applied: system analysis to study the structural elements of corporate culture; comparative analysis to evaluate the approaches of different scholars; questionnaires and structured interviews to collect primary data from 320 Ukrainian enterprises; and correlation-regression analysis to determine quantitative relationships between cultural indicators and competitiveness. The results of the empirical study indicate that a strong corporate culture is associated with an increase in labor productivity by 18–27%, a reduction in employee turnover by 22–35%, and growth in the customer satisfaction index by 14–19%. It was found that 73% of domestic enterprises do not have a formalized corporate culture management strategy, which significantly reduces their competitive potential. A model for integrating corporate culture into the strategic management of an enterprise has been developed, including five interrelated components: diagnostics, design, implementation, monitoring, and adjustment. It has been established that enterprises with a proactive approach to corporate culture management demonstrate approximately 73% higher competitiveness compared to those with a passive approach. The scientific novelty lies in improving the conceptual model of the influence of corporate culture on competitiveness, which, unlike existing approaches, takes into account the dynamic interaction of cultural artifacts, values, and basic assumptions in the context of digital transformation. The practical significance of the results lies in the possibility of their direct application by enterprise managers for diagnosing the level of corporate culture and developing programs for its targeted improvement in order to enhance competitiveness.

Human capital is one of the most important determinants of sustainable economic growth. Education, as its main component, increases labor productivity, supports technological innovation, and improves institutional quality. This article analyzes the relationship between human capital, education investment, and economic growth using theoretical models and international comparative evidence. The study shows that countries with higher education spending and better learning outcomes achieve higher long-term growth rates. The findings confirm that education is not a social expense but a strategic economic investment.

This study assesses the impact of the Make in India initiative on the performance of India’s Food and Beverage Industry (FBI) using annual time-series data from 2000–01 to 2023–24. To capture both level changes and growth dynamics across the pre- and post-policy periods, this study combines level comparison, compound annual growth rate (CAGR) analysis, and econometric regression techniques to assess changes in output, investment, employment, productivity, and profitability across pre- and post-policy periods. Unit root tests are performed to assess the time-series properties of the variables, and regression analysis is subsequently conducted using stationary series to ensure econometric robustness. The level analysis shows marked improvement in all key indicators after the policy intervention, with significant increases in output, capital stock, labour productivity, and profits, alongside moderate employment growth, indicating rising efficiency and capital intensity. The CAGR analysis reveals mixed growth dynamics: while the growth of factory creation and productivity moderated, investment and employment growth accelerated in the post-policy period. Regression results based on first-differenced data confirm a positive and statistically significant association between the ‘Make in India’ initiative and key industry performance indicators. Overall, the findings suggest that Make in India played a significant role in strengthening the FBI through investment-led and efficiency-enhancing growth.

The article is devoted to the study of the human-centered approach to managing the labor potential of an enterprise under conditions of contemporary socio-economic transformations. Under conditions of wartime uncertainty, the management of enterprises’ labor potential acquires strategic importance, as labor potential becomes a key factor in ensuring economic resilience, adaptability, and the recovery capacity of the national economy. Military actions, migration processes, demographic losses, and the growing socio-psychological risks significantly complicate the functioning of the labor market and highlight the need to rethink traditional managerial approaches. The expediency of applying the human-centered approach in Ukraine is substantiated in view of the consequences of martial law, in particular demographic challenges, migration processes, and the shortage of qualified labor. It is proven that the implementation of the principles of the human-centered approach in managing the labor potential of Ukrainian enterprises will contribute to increasing labor productivity and ensuring the competitiveness of enterprises in the post-war period. The paper analyzes the theoretical foundations of the human-centered paradigm and identifies its advantages compared to traditional resource-oriented models of labor potential management. The advantages of the human-centered approach that justify the feasibility of its implementation in the practice of managing the labor potential of Ukrainian enterprises, particularly under conditions of wartime uncertainty and post-war recovery, include strengthening the strategic role of human capital; personalization of managerial decision-making; improvement of the socio-psychological climate and enhancement of employee engagement; increased flexibility and adaptability of enterprises; integration of innovative technologies with human needs; ethical orientation and social responsibility of HR policies; reinforcement of the organization’s innovative potential; preservation and reproduction of labor potential under conditions of wartime uncertainty; and the formation of social cohesion and corporate solidarity. Such an approach creates conditions for a more complete realization of individual labor potential, the development of competencies, and professional self-fulfillment, which is critically important in crisis conditions.

The article substantiates the role of the HR brand as a tool for strategic personnel management of the enterprise. The focus of the HR brand of the enterprise on increasing the level of staff satisfaction using the system of factors of quality of working life is argued. The purpose of the article is the theoretical and methodological justification of the formation of the HR brand of the enterprise in the system of factors of quality of working life using the example of LLC "LITMA". The results of the study of the satisfaction of employees of the enterprise with factors of quality of working life using the example of LLC "LITMA" are presented. The priority of the analyzed factors in terms of personnel categories, the peculiarities of perception by women and men of the enterprise is established. A SWOT analysis of the activities of HR marketing at LLC "LITMA" was carried out, which allowed to diagnose existing problems in personnel management, assess internal resources and the external environment. As a result of the study, staff turnover at the enterprise was revealed. The dynamics of the average number of employees and the payroll in recent years was analyzed. The possibility of obtaining benefits for employees and employers in the formation of a positive HR brand of the enterprise is substantiated. It is proven that the economic benefits of increasing staff satisfaction should stimulate the employer to implement measures to improve working conditions and improve the quality of working life. Recommendations are offered on the areas of HR marketing implementation at the enterprise, which will improve the quality of working life indicators, increase the level of job satisfaction and increase the motivation of staff to work. It is schematically shown that staff satisfaction is one of the most important factors in the formation of the HR brand of the enterprise, increasing labor productivity and improving the quality of products. The need to focus modern personnel policy on those areas of activity that will increase the quality of working life and staff satisfaction, which will positively affect staff loyalty and the formation of a sustainable HR brand of the enterprise, is argued.

Labor productivity is a key performance indicator for any organization. In the agricultural sector, managing this indicator is extremely relevant, especially for rapidly developing, large agro-industrial complexes. While businesses view technological growth factors as key, organizational factors are underutilized in domestic practice, including those affecting various aspects of employee management. This paper analyzes the experience of one such company, which, through the use of HR tools, was able to increase labor productivity. The purpose of the study is to examine the experience of an agro-industrial company that implemented comprehensive changes to its HR management system aimed at improving the productivity of individual employees, departments, group organizations, and the entire company. The article utilizes a variety of research methods, including case studies, internal document analysis, interviews with company representatives, a retrospective analysis of company productivity data, and an econometric analysis. The company successfully restructured its HR management system, primarily its training and development functions, which included revising the compensation system and implementing a system of training within industry, experience sharing, and mentoring. The results obtained and the recommendations formulated can be used by other companies in the industry to increase labor productivity through organizational improvements in human resources management.

Climate change has detrimental effects on labor productivity and human life due to extreme weather. Heat exposure significantly reduces productivity and leads to economic costs. This study examines the impact of climate change on labor productivity using data from 29 sub-Saharan African countries from 1994 to 2018. The System Generalized Method of Moments (SGMM) approach was employed to estimate the study’s objectives. Findings of this study indicate that temperatures up to a comfort level increase labor productivity by 1.920% to 6.400%. A rise in temperature above the normal level leads to a decline in productivity by 1.980% to 3.370%. Additionally, increased precipitation is associated with a 0.540% rise in productivity, but continuous increases in precipitation cause a 6.920% decrease in labor productivity. The Lind and Mehlum U-test indicates the U-shaped nonlinear relationship between climatic factors and labor productivity. This study suggests the promotion of climate-responsive workplace designs and climate-conscious investments. These investments include heat-resistant workplaces with proper ventilation. Enhanced urban drainage that prevents flood-related disruptions.

Objective. The study aims to develop a theoretical and methodological approach to digital transformation based on integrating platform, competence, and ecosystem approaches and to empirically assess its quantitative effects on Russian companies during 2018–2023. Method. Systemic and institutional analysis, mathematical modeling (modified Cobb–Douglas function), case studies (250 companies with actual data for 2018–2023 plus 50 companies with forecast data for 2024–2025), regression analysis of panel data (Rosstat, HSE), and technical analysis of architectures (microservices, IoT, CI/CD). Result. An integrated model of digital transformation is proposed. Based on actual data from 250 companies (2018–2023), systemic transformation increases labor productivity by 18–27%, profitability by 12–19%, and reduces transaction costs by 22–35%. The contribution of engineering solutions (platforms, digital twins, ML models) is quantified for Russia. Forecast data (2024–2025) indicate potential productivity effects up to 28–37% with GenAI and 5G adoption, pending verification. Conclusion. Digital transformation is an engineering-organizational process dependent on IT architecture maturity, DevOps/ML skills, and ecosystem integration. Findings support evidence-based digital strategies.

Objective . The aim of the work is to study the capabilities of the Dynamo Studio program as a tool for automating the design of reinforcement systems in Revit and to develop algorithms for reinforcing various structural elements: beams, columns, and floor slabs. Method . The study is based on methods for automating the reinforcement process of reinforced concrete structures in Autodesk Revit using Dynamo Studio. The paper considers the principles of working with the main nodes and geometric parameters of elements. Result. Methods for creating reinforcement cages for beams, columns, and floor slabs have been developed, taking into account their design features and geometric parameters. Algorithms for reinforcing beams, columns, and floor slabs are described. The main nodes and the sequence of actions for creating reinforcement cages are described. Conclusion . The results of the study demonstrate the possibility of effective automated design of reinforcement systems for reinforced concrete structures. The use of Dynamo Studio to automate the reinforcement process significantly increases labor productivity and ensures high-quality design documentation. The results of the study can serve as the basis for creating complex automated systems for the design of reinforcement structures. The findings confirm the practical significance of the results obtained and can be used by designers when developing building structures.

Introduction . The article examines the current issues of digitalization in the countries of the Shanghai Cooperation Organization (SCO), driven by fundamental shifts in the global economic architecture post-2022. Geopolitical transformation and sanctions pressure have significantly impacted the pace of technological modernization in the member states. The SCO countries, possessing substantial economic potential (accounting for nearly half of global GDP and the world's population), have faced the need to accelerate the development of digital infrastructure to ensure technological sovereignty. Materials and methods . The research is based on official documents and strategic materials, including national digitalization programs of SCO member states, such as the "Digital Economy of the Russian Federation" program, China's "Digital China" initiative, and India's "Digital India" program. Official reports from ministries and agencies, documents of the Shanghai Cooperation Organization, as well as materials from SCO forums and working groups on the digital economy, including the outcomes of the Tianjin Digital Economy Forum 2025, were analyzed. The author employed methods of induction, deduction, generalization, synthesis, and comparison for systematic analysis. Results of the study . The study revealed a significant acceleration in the pace of digital transformation within the Shanghai Cooperation Organization countries in the period after 2022. A sustained positive trend is observed in key digitalization indicators across both the real and financial sectors of the economy. SCO countries demonstrate diverse models of digital transformation, shaped by their level of technological development, institutional specifics, and national policy priorities. Discussion and conclusion . In the real sector of the economy, the most significant results have been achieved in the oil and gas industry. The implementation of digital twin technologies for fields has optimized exploration and production processes, reducing operational costs by 15-20%. The establishment of Drilling and Well Construction Control Centers has become a key achievement in the digitalization of the fuel and energy complex – these systems enable 24/7 monitoring and process optimization, reducing the well construction cycle by 40% on average across the industry. The Industrial Internet of Things is being actively implemented at enterprises, with Chinese companies leading in creating "smart factories" with automation levels of up to 90%, while Russian industrial enterprises have achieved a 25-30% increase in labor productivity through digital equipment monitoring systems. The financial sector of the SCO countries shows impressive digitalization results. National fintech initiatives demonstrate rapid development: the Russian Federation has successfully implemented a fast payment system and launched pilot projects for the digital ruble, China is expanding the use of the digital yuan in cross-border settlements, and India has achieved significant success in developing the Unified Payments Interface, indicating successful development of mechanisms to reduce dependence on the dollar system. However, significant challenges were also identified. Infrastructure problems remain a major barrier – the uneven development of telecommunications infrastructure is particularly evident in rural and remote regions of Central Asia, where broadband internet penetration does not exceed 40%. Regulatory barriers, including differences in personal data legislation and the lack of mutual recognition of electronic signatures, complicate cross-border information exchange. The shortage of qualified personnel is estimated at 1.5-2 million people among SCO countries, with a significant gap between industry requirements and the competencies of graduates from educational institutions.

The article examines the issues of developing social instruments for enterprise human resource management in a strategic context amid economic transformation, digitalization of management processes, and the increasing role of human capital as a key factor in ensuring the competitiveness and sustainable development of enterprises. The relevance of the study is due to the need to transition from fragmented use of social instruments in human resource management to their systematic integration into the corporate strategy of the enterprise, which allows improving the efficiency of managerial decisions and the organization’s adaptability to changes in the external environment. The aim of the article is to substantiate theoretical and methodological approaches to the formation and implementation of a strategy for developing social instruments for enterprise human resources management, as well as to design instruments for selecting the optimal strategy, considering the multi-criteria nature of socioeconomic processes in the field of human resources management. To achieve this aim, the article employs a system approach, methods of analysis and synthesis, generalization, economic-mathematical modeling, and expert evaluation techniques. The study concludes that the social instruments for human resources management should be viewed as a comprehensive strategic system encompassing motivational, socio-psychological, communicative, and organizational mechanisms that influence employees’ work behavior. It is substantiated that integrating the strategy for developing the social instruments of human resources management into the overall enterprise strategy promotes increased labor productivity, enhances employees’ innovative activity, improves the moral and psychological climate within the team, reduces staff turnover, and increases employee loyalty. A multi-criteria approach for selecting the optimal strategy for developing the social instruments of human resources management is proposed, combining quantitative performance indicators with qualitative expert evaluations, enabling consideration of both economic and socio-psychological aspects of human resources management. It is concluded that implementing adaptive strategies for developing the social instruments of human resources management is an important prerequisite for ensuring the long-term competitiveness of the enterprise under conditions of uncertainty. The practical significance of the obtained results lies in their potential application in the operations of enterprises across various sectors of the economy when developing human resources management strategies. The prospects for further research are related to the empirical testing of the proposed approaches and the development of digital instruments for supporting strategic human resource management.