Volume 12 - Issue 63
/ March 2023
341
http:// www.amazoniainvestiga.info ISSN 2322- 6307
DOI: https://doi.org/10.34069/AI/2023.63.03.32
How to Cite:
Dychkovskyy, S., Maksymchuk, M., Protsyk, I., Kulikova, S., & Zviahina, H. (2023). Digitalization of the management of social-
cultural activities in the conditions of modern challenges. Amazonia Investiga, 12(63), 341-350.
https://doi.org/10.34069/AI/2023.63.03.32
Digitalization of the management of social-cultural activities in the
conditions of modern challenges
Цифровізація менеджменту соціокультурної діяльності в умовах сучасних викликів
Received: January 21, 2023 Accepted: March 30, 2023
Written by:
Stepan Dychkovskyy1
https://orcid.org/0000-0003-4771-4521
Maksym Maksymchuk2
https://orcid.org/0000-0001-5177-539X
Iryna Protsyk3
https://orcid.org/0000-0002-6370-1344
Svitlana Kulikova4
https://orcid.org/0000-0003-0397-6853
Hanna Zviahina5
https://orcid.org/0000-0002-9778-6833
Abstract
The research addresses the digitalization of
management processes in the socio-cultural sphere,
assessing the factors that influence this process and
the challenges faced by leaders of socio-cultural
institutions and projects. Various analytical
methods were used, including the analysis of
scientific literature and an online questionnaire to
gather practical perspectives. The findings reveal
significant trends in the digitalization of socio-
cultural activity management, identified from
scientific literature and questionnaire responses.
The study highlights the primary features of this
process and provides a comprehensive view of the
challenges and opportunities of implementing
digital tools in socio-cultural activities.
Keywords: digitalization of management, digital
technologies, digital transformation in
management, the electronic environment of cultural
organizations, economy digitalization.
1
Doctor Culturology, Professor, Departments of Art Management and Event Technologies, National Academy of Culture and Art
Management, Kyiv, Ukraine.
2
Doctor of Economic Sciences, Professor, Department of Sociocultural Management, Faculty of Culture and Art, Lviv National
University Named After Ivan Franko, Lviv, Ukraine.
3
Candidate of Economic Sciences, Associate Professor, Lviv Polytechnic National University, Lviv, Ukraine.
4
Candidate of Pedagogical Sciences, Associate Professor, Department of Art Education, Faculty of Pedagogy, Psychology and Arts,
Volodymyr Vynnychenko Central Ukrainian State University, Kropyvnytskyi, Ukraine.
5
PhD, Associate Professor, Department of Cultural Studies and Ukrainian Studies, Zaporizhzhia State Medical and Pharmaceutical
University, Zaporizhzhia, Ukraine.
342
www.amazoniainvestiga.info ISSN 2322- 6307
Introduction
Digital technologies can fundamentally change
the way entire industries work and lead to the
elimination of traditional, primarily
geographical, boundaries.
Nowadays, the use of digital developments leads
to changes in relations between the subjects of
relations in such fields as energy, construction,
banking, transport, trade, education, health care,
mass media, security, etc. The constant
complication of institutions of the social sphere
and relations, which are increasingly based on
modern digital technologies, causing an
exponential growth of data flows, brings to the
fore the issue of digitalizing the management of
social-cultural activities. It is worth noting that
the conditions of digitalization require special
regulation, which is designed to stimulate the
socially beneficial use of such technologies and
prevent their inappropriate application.
Digitalization of social-cultural activities
becomes a necessity in the reformation of the
cultural sphere nowadays, the primary task for
the effective development of the information
society throughout the world. Digitalization of
cultural management, in turn, is impossible
without taking into account global tendencies, in
particular, the intensive development of such
technologies as augmented and virtual reality,
artificial intelligence, the Internet of Things,
robotics, blockchain, media education,
gamification, interdisciplinary, etc.
The theoretical part of the present research
reveals the features of the digital transformation
concept in managing the social-cultural sphere,
and determines the components and factors of the
virtualization of managerial relations in social-
cultural activities.
The practical part of the research outlines the
most significant tasks of the scientific and
methodological transformation of management
as the most important prerequisites for
digitalizing the management of social-cultural
processes. It also highlights digital economy’s
main characteristics as prerequisites for applying
its properties in managing the social-cultural
sphere. By the way, this part determines the most
important aspects of social-cultural activity
requiring scientific study and practical
investigation from the perspective of digitalizing
the management of the cultural sphere, and the
most characteristic tendencies of digitalization of
social-cultural activity in the conditions of
modern challenges. At the same time, it clarifies
the respondents’ standpoint regarding the vectors
of the future reform of managing social-cultural
activities in terms of strengthening its
digitalization.
Based on the research results, conclusions were
made regarding the analyzed issues. The survey
has revealed that the primary tasks reflecting the
need for scientific and methodical transformation
of activities from the perspective of managing
social-cultural processes are as follows: studying
and considering the features of the intellectual
development of users of social and cultural
services in the scientific work, their cognitive
interests and abilities, formation of information
and digital competence of employees,
methodological features of cultural and social
processes in the conditions of a virtual
educational environment, media education and
safety of service users. At the same time, the
primary characteristics of the digital economy,
which are prerequisites for applying its
properties in the management of the social-
cultural sphere, are the production of electronic
services, their distribution using electronic
means and the creation of a network of subjects
of social-cultural relations through the formation
and exchange of digital assets going beyond the
boundaries of the real world. According to the
survey results, it has been established that the
most significant aspects of social-cultural
activity, requiring scientific study and practical
investigation from the perspective of digitalizing
the management in this area, are as follows:
activity as an expression and formative factor of
mass culture, which embodies mass values,
typical models of mass behavior, determines the
goals of production of information products, its
purpose, as well as the impact of information on
the social environment formed by mass culture,
which is a consumer of information products.
The research made it possible to establish that the
main trends of digitization of social-cultural
activities in the conditions of modern challenges
are the development of artificial intelligence and
the completion of social-cultural services from
various modules in the social and cultural sphere.
Along with this, the vectors of the future reform
of managing social-cultural activities from the
perspective of strengthening its digitalization are
primarily the development of social-cultural
processes in terms of applying complex
electronic systems capable of adapting to
changes in the external environment, as well as
using digital management, forasmuch as standard
approaches no longer meet the challenges of
digital modernity.
Dychkovskyy, S., Maksymchuk, M., Protsyk, I., Kulikova, S., Zviahina, H. / Volume 12 - Issue 63: 341-350 / March, 2023
Volume 12 - Issue 63
/ March 2023
343
http:// www.amazoniainvestiga.info ISSN 2322- 6307
Literature Review
Within the framework of our research, it is
crucial to define digital transformation in
managing the social-cultural sphere as a process
of integrating digital technologies into all aspects
of company activity, which requires fundamental
changes in technology, the culture of activity and
principles of creating new products and services
in this sphere. Companies should completely
transform processes and working models in order
to ensure the most effective use of new
technologies and their timely implementation in
all spheres of activity. All business units are
rapidly replacing traditional processes at all
levels of management with digital management
tools using state-of-the-art technologies
(Vasylenko et al., 2022), (Leso, Cortimiglia &
Ghezzi, 2023), (Kraus et al., 2022).
Currently, the demand for effective digital
management technologies has increased
significantly in the field of social-cultural
environment. As a result, companies that have
not been able to adapt to the new model of the
digital consumer will most likely no longer exist.
Organizations and projects that are open and
ready for change and can adapt to more flexible
working models have a greater potential for
success than ever before. This is explained by the
fact that digital transformation covers all aspects
of the social-cultural sphere and offers effective
ways to improve them together while developing
digital technologies (Yanovska et al., 2019).
The virtualization process of managing relations
is directly related to the emergence and
introduction of a new class of virtual values into
an economic turnover. The issue of exploring the
significance of the virtualization process is
considered in the works of modern scientists, the
significance of which for the system of the
modern world social-cultural sphere has been
proven. At the same time, an effective
mechanism for legal and administrative
regulation of transformations provoked by
similar processes in the system of social relations
should be introduced (Ko et al., 2021),
Papageorgiou et al., 2020). The scientists
conducted a comparative characterization of the
banking sector of Eastern Europe (Tarasenko,
Saienko, Kirizleyeva, Vozniakovska,
Harashchenko, & Bodnar, 2022) and developed
strategies for the development of enterprise in
post-industrial society (Hurzhyi, Kravchenko,
Kulinich, Saienko, Chopko & Skomorovskyi,
2022).
On the basis of all social-cultural and political
processes that have become a reality nowadays,
a new way of communication is emerging,
reflecting the characteristic features of modern
mass culture. Modern mass communication is
mediated by its essence, and, therefore, it
requires the use of technical tools – means of
mass communication. Technically, the
communicative field of such processes is
extremely problematic. It is characterized by a
heterogeneous audience and has different levels:
from private, intimate, existential contact to
global and manipulative communication (Latilla
et al., 2020), (Rodríguez-García et al., 2022).
A thorough analysis of modern economic
practice and the latest scientific studies on the
effectiveness of using management tools shows
that the science of management is lagging behind
the existing management practice. New
conditions for the functioning and interaction of
business entities in the social-cultural sphere due
to using electronic networks and a wide range of
professional equipment and software allow us to
talk about new forms of communication, a new
type of organization of production processes and
new approaches to personnel management
(Bendig et al., 2023), (Zoppelletto et al., 2023).
Aims
The purpose of the research is to determine the
standpoints of IT specialists developing software
products for organizing business processes, and
heads of social-cultural institutions and projects
regarding the features of the digitalization
process of managing the objects of social-
cultural activity in the context of today’s
challenges.
Materials and Methods
In this practical study, the objective was to
investigate the prevailing trends in digitalizing
the management of social-cultural objects in
Ukraine. To accomplish this, a survey approach
was adopted, targeting two key groups:
practicing IT specialists and heads of social-
cultural objects. A total of 259 IT specialists
actively working in the field of digital
technologies participated in the survey. These
professionals possess expertise and knowledge in
the latest digital tools and solutions relevant to
managing social-cultural activities. Their
insights were crucial in understanding the
technical aspects and potential applications of
digitalization in the social-cultural sphere.
Additionally, 241 heads of social-cultural
objects, such as institutions and projects, took
344
www.amazoniainvestiga.info ISSN 2322- 6307
part in the survey. These individuals, responsible
for overseeing and managing social-cultural
activities, provided valuable perspectives on the
challenges and opportunities associated with
implementing digital tools in their respective
organizations.
The survey was conducted across multiple
regions of Ukraine, including the Cherkasy,
Poltava, Odesa, and Kyiv regions. This approach
ensured a diverse representation of opinions and
experiences regarding the digitalization of
management processes in social-cultural objects
throughout the country. To facilitate the data
collection process, the ProProfs service was
employed. This online survey platform enabled
efficient administration and distribution of the
survey to the targeted participants. It offered a
convenient and user-friendly interface for
respondents to provide their responses, ensuring
a smooth and streamlined data collection process.
Results
In the conditions of informatization and digital
transformation of society, the heads of
institutions and organizations in the social-
cultural sphere face special tasks. They reflect
the requirements of scientific and methodical
transformation of their activities from the
perspective of managing social-cultural
processes. According to the survey participants’
standpoints, the following tasks are the most
significant ones (Figure 1):
– studying and taking into account in the work
the features of the intellectual development
of users of social-cultural services, their
cognitive interests and intellectual abilities
(53% of respondents of IT specialists; 51%
of respondents of heads of socio-culture
institutions and projects).
– formation of information and digital
competence of pedagogical, scientific-
pedagogical and scientific workers and
methods of their attestation in accordance
with the functional capabilities of the
activity (48% of respondents of IT
specialists; 46% of respondents of heads of
socio-culture institutions and projects);
– taking into account the methodological
features of cultural and social processes in
the conditions of a virtual educational
environment, media education and the safety
of service users (47% of respondents of IT
specialists; 53% of respondents of socio-
culture institutions and projects).
Figure 1. The tasks of the scientific and methodical transformation of management as the most significant
prerequisites for digitalizing the management of social-cultural processes, %.
Source: compiled by the authors.
0
10
20
30
40
50
60
Theoretical substantiation and methodical
support of various models of organizing the
cultural environment
Creation of digital content for various
spheres of culture and provision of open
access to them for all participants of social-
cultural processes
Pedagogical design and psychological
support of constructed adaptive information
and digital didactic systems
Studying and taking into account in the work
the features of the intellectual development
of users of social-cultural services, their
cognitive interests and intellectual abilities
Formation of information and digital
competence of pedagogical, scientific-
pedagogical and scientific workers and
methods of their attestation in accordance
with the functional capabilities of the activity
Taking into account the methodological
features of cultural and social processes in
the conditions of a virtual educational
environment, media education and the safety
of service users
39 44 41
53 48 47
42 42 38
51 46 53
According to the standpoint of IT specialists developing software products for organizing business processes
According to the standpoint of heads of socio-cultural institutions and projects
Volume 12 - Issue 63
/ March 2023
345
http:// www.amazoniainvestiga.info ISSN 2322- 6307
During the survey, the respondents identified the
following primary characteristics of the digital
economy as prerequisites for applying these
features in the management of the social-cultural
sphere (Figure 2):
– production of electronic products and
services, their distribution by means of
electronic tools (48% of respondents of IT
specialists; 53% of respondents of heads of
socio-culture institutions and projects);
– creations of a network of subjects of socio-
cultural activity through the formation and
exchange of digital assets going beyond the
boundaries of the real world and do not have
a physical medium (51% of respondents of
IT specialists; 49% of respondents of heads
of socio-culture institutions and projects);
– the dominant use of digital technologies in
organizing current processes (47% of
respondents of IT specialists; 37% of
respondents of heads of socio-culture
institutions and projects).
The survey has revealed that these characteristics
are primarily the production of electronic
products and services, their distribution by means
of electronic tools and the creation of networks
of cultural activity’s subjects through the
formation and exchange of digital assets going
beyond the boundaries of the real world.
Figure 2. The primary characteristics of the digital economy as a prerequisite for applying its properties in
the management of the social-cultural sphere, %.
Source: compiled by the authors.
The most significant aspects of social-cultural
activities requiring scientific study and practical
investigation from the perspective of digitalizing
the management in this sphere, according to the
respondents’ standpoints, are as follows (Figure
3):
0
20
40
60
The dominant use of digital
technologies in organizing current
processes
Production of electronic products and
services, their distribution by means
of electronic tools
Creation of a network of subjects of
social-cultural activity through the
formation and exchange of digital
assets going beyond the boundaries of
the real world and do not have a
physical medium
The new social-cultural reality of the
modern world
41 48 51
33
37
53 49
37
According to the standpoint of IT specialists developing software products for organizing business processes
According to the standpoint of heads of socio-cultural institutions and projects
346
www.amazoniainvestiga.info ISSN 2322- 6307
Figure 3. The most significant aspects of social-cultural activities requiring scientific study and practical
investigation from the perspective of digitalizing the management in this sphere, %.
Source: compiled by the authors.
It can be observed from Figure 3 that such
aspects are activity as an expression and
formative factor of mass culture, which radiates
mass values, typical models of mass behavior,
determines the goals of the production of
information products, their purpose, as well as
the influence of information on the social
environment formed by mass culture, which is a
consumer of information products.
The clarification of the most characteristic
tendencies of digitalizing social-cultural
activities in the conditions of modern challenges
is also a significant result of the questionnaire
survey (Figure 4).
Figure 4. The most characteristic tendencies of digitalizing social-cultural activities in the conditions of
modern challenges, %.
Source: compiled by the authors.
0
20
40
60
Organized professional activity for the
production of a social-cultural product
The use of technical tools for the
formation and transmission of
information in the cultural sphere
Activity as an expression and formative
factor of mass culture, which radiates
mass values, typical models of mass
behavior, determines the goals of
production of information products, its
purpose
The influence of information on the
social environment formed by mass
culture, which is a consumer of
information products
37 32
47 49
34 35
46 52
According to the standpoint of IT specialists developing software products for organizing business processes
According to the standpoint of heads of socio-cultural institutions and projects
0
20
40
60
Generation of a significant part of
modern products of the social-cultural
sphere in the form of digital data that
can be transmitted to the consumer
via the Internet
The development of artificial
intelligence allows the analysis of
large volumes of data, which creates
conditions for developing new
products and services in the social and
cultural sphere
A set of social-cultural services from
various modules is widely used to
meet the individual needs of
customers, significantly reducing the
costs of their development
In many cases, employees and
managers in the field of social and
cultural services are given the
opportunity to work remotely
Widespread use of outsourcing,
forasmuch as the development of new
skills requires significant costs
connected with high financial risk
and, above all, with a significant
investment of time
32
47 53
33 37
28
49 51
36 31
According to the standpoint of IT specialists developing software products for organizing business processes
According to the standpoint of heads of socio-cultural institutions and projects
Volume 12 - Issue 63
/ March 2023
347
http:// www.amazoniainvestiga.info ISSN 2322- 6307
As can be seen from Figure 4, according to the
survey participants’ standpoints, the primary
tendencies in developing the electronic social-
cultural environment nowadays are the
development of artificial intelligence and the
completion of social-cultural services from
various modules in the social and cultural sphere.
During the research, the respondents were asked
to determine the vectors of reforming the
management of social-cultural activities from the
perspective of strengthening the digitalization of
this process (Figure 5).
As can be seen from Figure 5, according to the
standpoints of both IT specialists and heads of
the social-cultural sphere, such directions are
primarily the development of social-cultural
processes in terms of complex electronic systems
capable of adapting to changes in the external
environment, as well as the use of digital
management, since standard approaches no
longer meet the challenges of digital modernity.
Figure 5. The vectors of reforming the management of social-cultural activities from the perspective of
strengthening the digitalization of this process, %.
Source: compiled by the authors.
The survey results indicate a consensus among
participants regarding the importance of
digitalization in the social-cultural sphere. Both
IT specialists and heads of social-cultural objects
recognize the need to adapt to the digital era and
leverage digital technologies for improved
efficiency, innovation, and audience
engagement. The identified trends in the survey
highlight the significance of developing complex
electronic systems that can adapt to the changing
external environment. This reflects the
understanding that digital technologies play a
crucial role in enhancing the management and
functioning of social-cultural objects.
Additionally, the emphasis on digital
management approaches underscores the
recognition that traditional methods are no longer
sufficient in addressing the challenges posed by
the digital landscape. The survey also indicates a
strong desire to embrace digital tools and
platforms for effective communication and
collaboration within the social-cultural sphere.
The shift towards virtual companies, electronic
objects, and electronic communication platforms
demonstrates a recognition of the potential
benefits and opportunities offered by digital
technologies.
Discussion
Currently, taking into account the challenges of
globalization intensifying and the need to solve
communication problems, computerization is a
significant factor in the civilizational progress of
mankind. After all, it causes the wider use of
computer systems, digital technologies,
telecommunications and the Internet in all
spheres of social life: science, business, and, of
course, in the social-cultural environment
(Cheng et al., 2022), (Singh, Klarner & Hess,
2020).
Information and digital tools and technologies
are developing at an accelerated pace and are
future-oriented. Scientific, technical, economic
and political information is gaining more and
more importance in social life nowadays,
including for social and cultural activities (Shaw,
Kim & Hua, 2020), (Banga, 2022).
0
50
100
Formation of a new digital
culture and thinking
Development of social-
cultural processes from the
perspective of complex
electronic systems
Using digital management
38 52 54
41 53 57
According to the standpoint of heads of socio-cultural institutions and projects
З точки зору керівників соціокультурних установ та проектів
348
www.amazoniainvestiga.info ISSN 2322- 6307
Society as a whole and each individual, in
particular, requires applying acquired knowledge
in practice. Under such conditions, priority is
given to science as a field producing new
knowledge and culture as a field humanizing
knowledge and, first of all, ensuring the
individual development of a person (Biswas et
al., 2022).
The difficulty of implementing the digital
management concept in the social-cultural
environment is largely due to the fact that
deterministic processes are basically quite well-
automated. At the same time, when human
participation is required, the process is non-
deterministic and challenging to automate with
modern tools. It should also be borne in mind that
the complexity and variety of business processes
in non-manufacturing organizations lead to a
more complex process of digitalizing
management activities. Leading non-
manufacturing companies today are quite
actively involved in digital technology
initiatives. They are engaged in the processes of
formation of inter-industry, inter-regional and
global digital space, ensuring the creation of
product value, reflecting the need to involve
business partners at all stages of product
development and distribution (Filho et al., 2022),
(Zhang, Pan, Feng & Qin, 2022), (Qian, Liu &
Pan, 2022).
Digitalization of social-cultural processes creates
opportunities for managers in this field which did
not exist before. In particular, there is no need to
remember large volumes of data nowadays as
there is an opportunity to quickly share
information: e-mail, video conferencing, real-
time collaboration on one’s document, and other
technologies are transforming communication
(Timchuk & Evloeva, 2020), (Elia et all, 2021).
At the same time, it is worth emphasizing that
these advantages are not capable of creating a
truly working system of automated management
in the social-cultural sphere due to the specificity
of its processes. Electronic management tools are
designed only to support decision-making, and
provide collection and pre-processing of data
necessary for the manager to solve specific tasks.
Conclusions
Therefore, the analysis of the scientific literature
on the research topic and the questionnaire
results showed that in the conditions of
digitalization of the economy, communication
and organizational relations in the social-cultural
sphere have changed significantly nowadays. In
particular, new components of such relationships
have appeared, such as virtual companies and
electronic objects, forms of electronic
communication, etc.
Despite the valuable insights gained from this
practical study on digitalizing the management of
social-cultural objects in Ukraine, there are
certain limitations that should be acknowledged.
Firstly, the survey sample was limited to specific
regions of Ukraine, namely the Cherkasy,
Poltava, Odesa, and Kyiv regions. This regional
focus may limit the generalizability of the
findings to other parts of the country or even
internationally. It is important to consider that
different regions may have distinct socio-cultural
contexts and varying levels of digital
infrastructure and adoption, which could
influence the outcomes.
Secondly, the research relied on self-reported
data obtained through a survey. Self-reporting
introduces the potential for response bias, where
participants may provide answers that are
influenced by personal opinions, experiences, or
expectations. The accuracy and reliability of the
collected data are dependent on the honesty and
accuracy of the respondents. Additionally, the
survey targeted practicing IT specialists and
heads of social-cultural objects, which may not
provide a comprehensive perspective on all
stakeholders involved in the digitalization
process. Other relevant parties, such as cultural
policymakers, funding agencies, and end-users of
social-cultural services, were not directly
included in the study. Their perspectives could
offer valuable insights and considerations that
were not captured in the survey. Furthermore, the
research focused primarily on digitalization in
the management processes of social-cultural
objects, potentially overlooking other aspects of
digital transformation, such as audience
engagement, content creation, or marketing
strategies. A more comprehensive examination
of the broader digital ecosystem within the
social-cultural sphere could provide a more
holistic understanding of the topic.
Lastly, the study employed a cross-sectional
design, capturing a snapshot of the current state
of digitalization in social-cultural objects.
Longitudinal studies tracking the evolution of
digitalization efforts over time would offer
deeper insights into the trends and changes in the
field. Considering these limitations, future
research endeavors should strive for a broader
geographical scope, involve a wider range of
stakeholders, incorporate mixed-method
approaches, and adopt longitudinal designs to
Volume 12 - Issue 63
/ March 2023
349
http:// www.amazoniainvestiga.info ISSN 2322- 6307
provide a more comprehensive understanding of
the digitalization of management processes in
social-cultural objects.
Bibliographic references
Banga, K. (2022). Digital technologies and
product upgrading in global value chains:
Empirical evidence from Indian
manufacturing firms. The European Journal
of Development Research, 34, 77–102
https://link.springer.com/article/10.1057/s41
287-020-00357-x
Bendig, D., Schulz, C., Theis, L., & Raff, S.
(2023). Digital orientation and environmental
performance in times of technological
change. Technological Forecasting and
Social Change, 188, 122272.
https://doi.org/10.1016/j.techfore.2022.1222
72
Biswas, S., Echevarria, A., Irshad, N.,
Rivera-Matos, Y., Richter, J., Chhetri, N.,
Parmentier, M. J., & Miller, C. A. (2022).
Ending the Energy-Poverty Nexus: An
Ethical Imperative for Just Transitions.
Science and Engineering Ethics, 28, 36.
https://link.springer.com/article/10.1007/s11
948-022-00383-4
Cheng, H., Dong, Y., Lu, C., Qin, Q., &
Cadasse, D. (2022). Intelligent Oil
Production Stratified Water Injection
Technology, Wireless Communications and
Mobile Computing, 3954446, 7.
https://doi.org/10.1155/2022/3954446
Elia, S., Giuffrida, M., Mariani, M. M., &
Bresciani, S. (2021). Resources and digital
export: An RBV perspective on the role of
digital technologies and capabilities in cross-
border e-commerce. Journal of Business
Research, 132, 158–169.
https://doi.org/10.1016/j.jbusres.2021.04.010
Filho, W., Levesque, V., Sivapalan, S.,
Salvia, A. L., Fritzen, B., Deckert, R., ... &
Shiel, C. (2022). Social values and
sustainable development: community
experiences. Environmental Sciences
Europe, 34, 67.
https://enveurope.springeropen.com/articles/
10.1186/s12302-022-00641-z
Hurzhyi, N., Kravchenko, A., Kulinich, T.,
Saienko, V., Chopko, N., &
Skomorovskyi, A. (2022). Enterprise
Development Strategies in a Post-Industrial
Society. Postmodern Openings, 13(1Sup1),
173–183.
https://doi.org/10.18662/po/13.1Sup1/420
Ko, A., Fehér, P., Kovacs, T., Mitev, A., &
Szabó, Z. (2021). Influencing factors of
digital transformation: management or IT Is
the driving force? International Journal of
Innovation Science, 14(1), 1–20.
https://doi.org/10.1108/ijis-01-2021-0007
Kraus, S., Durst, S., Ferreira, J. J., Veiga, P.,
Kailer, N., & Weinmann, A., (2022). Digital
transformation in business and management
research: An overview of the current status
quo. International Journal of Information
Management, 63, 102466.
https://doi.org/10.1016/j.ijinfomgt.2021.102
466
Latilla, V. M., Frattini, F., Franzo, S., &
Chiesa, V. (2020). Organisational change and
business model innovation: an exploratory
study of an energy utility. International
Journal of Innovation Management, 24(4),
2050036.
https://doi.org/10.1142/s136391962050036x
Leso, B. H., Cortimiglia, M. N., & Ghezzi, A.
(2023). The contribution of organizational
culture, structure, and leadership factors in
the digital transformation of SMEs: a mixed-
methods approach. Cognition, Technology &
Work, 25, 151–179.
https://link.springer.com/article/10.1007/s10
111-022-00714-2
Papageorgiou, K., Singh, P. K.,
Papageorgiou, E., Chudasama, H.,
Bochtis, D., & Stamoulis, G. (2020). Fuzzy
cognitive map-based sustainable socio-
economic development planning for rural
communities, Sustainability, 12(1), 305.
https://doi.org/10.3390/su12010305
Qian, W., Liu, H. A., & Pan, F.H. (2022). Digital
economy, industry heterogeneity, and service
industry resource allocation. Sustainability,
14, 8020. http://doi.org/10.3390/su14138020
Rodríguez-García, C., García-Pintos, A.,
Caballero, G., & Vázquez, X.H. (2022). The
role of knowledge maps in sub-national
climate change policymaking and
governance. Climate Policy, 22(3), 273–284.
https://doi.org/10.1080/14693062.2021.2022
450
Shaw, R., Kim, Y. K., & Hua, J. (2020).
Governance, technology and citizen behavior
in pandemic: lessons from COVID-19 in East
Asia. Progress in Disaster Science, 6, article
100090,
https://linkinghub.elsevier.com/retrieve/pii/S
2590061720300272
Singh, A., Klarner, P., & Hess, T. (2020). How
do chief digital officers pursue digital
transformation activities? The role of
organization design parameters. Long Range
Planning, 53(3), 101890.
https://doi.org/10.1016/j.lrp.2019.07.001
Tarasenko, I., Saienko, V., Kirizleyeva, A.,
Vozniakovska, K., Harashchenko, L., &
350
www.amazoniainvestiga.info ISSN 2322- 6307
Bodnar, O. (2022). Comparative
Characteristics of the Banking Sector in
Eastern Europe. International Journal of
Computer Science and Network Security,
22(1), 639–649.
https://doi.org//10.22937/IJCSNS.2022.22.1.
84
Timchuk, O. G., & Evloeva, M. V. (2020).
Difficulties in transforming the construction
industry under the digital economy. IOP
Conference Series: Materials Science and
Engineering, 880, 012082.
http://doi.org/10.1088/1757-
899X/880/1/012082
Vasylenko, D., Butko, L., Domitrak, Y., &
Alistrenko, N. (2022). Digital Infrastructure
Management in the System of Socio-Cultural
Institutions: The Archival Paradigm. Socio-
Cultural Management Journal, 5(1), 74–91.
https://doi.org/10.31866/2709-
846x.1.2022.257677
Yanovska, V., Levchenko, O., Tvoronovych, V.,
& Bozhok, A. (2019). Digital Transformation
of the Ukrainian Economy: Digitization and
Transformation of Business Models. SHS
Web of Conferences 67, 0.
https://doi.org/10.1051/shsconf/2019670500
3
Zhang, L. L., Pan, A., Feng, S. S., & Qin, Y. Y.
(2022). Digital economy, technological
progress, and city export trade. PloS ONE
2022, 17, e0269314.
http://doi.org/10.1371/journal.pone.0269314
Zoppelletto, A., Orlandi, L. B., Zardini, A.,
Rossignoli, C., & Kraus, S. (2023).
Organizational roles in the context of digital
transformation: A micro-level perspective.
Journal of Business Research, 157, 113563.
https://doi.org/10.1016/j.jbusres.2022.11356
3