Received 09.04.2022, Revised 23.07.2022, Accepted 25.08.2022
The article examines the peculiarities and most important directions of the transformation of the enterprise's business administration in the conditions of the formation of the digital economy. The trends in the development of the digital economy and its impact on business administration at enterprises are disclosed; the need to apply a client-oriented approach in the practice of the company's activities, taking into account the development of the digital economy and transformational processes in business administration; tools for implementing a client-oriented approach and behavioral marketing in the business administration of the enterprise are defined; the role and place of the concept of continuous improvement of activities in the business administration system of a modern enterprise is defined; the expediency and peculiarities of using business process reengineering in the business administration system as an effective method of exiting crisis situations are analyzed; the decomposition of the enterprise reengineering procedure into separate successive stages and sub-stages was carried out; the trends of changes in human resources management as a direction of business administration of the enterprise and the directions of using digital and social channels to involve personnel in digitalization processes and the formation of a new digital organizational culture are determined. Recommendations on the effective construction of the business administration system of the enterprise in the conditions of the formation of the digital economy have been developed. The main research methods were general scientific methods: analysis and synthesis, scientific abstraction, comparison and analogy, information search method. Among the most important directions of the transformation of the business administration of the enterprise under the influence of the digitalization of the economy, customer orientation, the creation and development of platforms for interaction with partners through the formation of ecosystems in the business environment, behavioral marketing, the construction of a system of continuous improvements and development, new approaches to the involvement and development of employees based on digital cultures The most important directions of digital transformation affecting business administration processes are client-centricity, value proposition management systems, implementation of an innovative culture within the company, etc.
business administration; enterprise; digital economy; business processes reengineering
[1] Kis, H.R. (2020). The use of information technology industry 4.0 "internet of things" in e-commerce. Scientific Bulletin of the Ivano-Frankivsk National Technical University of Oil and Gas. Series: Economics and Management in the Oil and Gas Industry, 2(22), 81-86. doi: 10.31471/2409-0948-2020-2(22)-81-86
[2] Industry 4.0. Challenges and Solutions for the Digital Transformation and Use of Exponential Technologies. (2020). Deloitte. Retrieved from https://www2.deloitte.com/ ch/en/pages/manufacturing/articles/manufacturing-study-industry-4.html#.
[3] Unpacking E-Commerce: Business Models, Trends and Policies. (2019). Paris: OECD Publishing. doi: 10.1787/23561431-en.
[4] Osterwalder, A., & Pigneur, Y. (2010). Business model generation: A handbook for visionaries, game changers, and challengers. (1st ed). Hoboken: John Wiley and sons.
[5] Alfred, D. Chandler, Jr., Fritz, R. (1961). Recent developments in American business administration and their conceptualization. Business History Review, 35(1), 1-27. doi: 10.2307/3111631.
[6] Williamson, E.O. (2005). Transaction cost economics and business administration. Scandinavian Journal of Management, 21(1), 19-40. doi: 10.1016/j.scaman.2005.02.002.
[7] Kis, S., Malynovska, G., Petrenko, V., & Yatsiuk, O. (2019). Matriх of personality intelligent characteristics as an instrument for its development management. In Proceedings of the 6th international conference on strategies, models and technologies of economic systems management (SMTESM 2019). Advances in economics, business and management research. doi: 10.2991/smtesm-19.2019.64.
[8] Hatem, Gh., Liuty, M., Kis, S., & Yatsiuk, O. (2019). Modelling of socially responsible pareto-effective stakeholders interaction formation under the mass media influence. In Proceedings of the 2019 7th conference on modeling, development and strategic management of economic system (MDSMES 2019). Advances in economics, business and management research. doi: 10.2991/mdsmes-19.2019.3.
[9] Al-Shammari, M., Farooq, M.O., & Masri, H. (Eds.). (2020). Islamic business administration: Concepts and strategies. London: Bloomsbury Publishing.
[10] Özer, G., & Savaş, O. (2000). A new challenge for business administration in the new millennium: Confrontational competition. First International Joint Symposium on Business,77, 87.
[11] Siriginidi, S.R. (2000). Enterprise resource planning in reengineering business. Business Process Management Journal.
[12] Alfnes, E. (2005). Enterprise reengineering – a strategic framework and methodology. Faculty of Engineering and Technology.
[13] Schniederjans, M.J., & Kim, G.C. (2003). Implementing enterprise resource planning systems with total quality control and business process reengineering: Survey results. International Journal of Operations & Production Management. doi: 10.1108/01443570310467339.
[14] Bahramnejad, P., Sharafi, S.M., & Nabiollahi, A.A. (2015). Method for business process reengineering based on enterprise ontology. International Journal of Software Engineering & Applications, 6(1), 25-39 doi: 10.5121/ijsea.2015.6103.
[15] Kis, S., Mosora, L., Mosora, Yu., Yatsiuk, O., Malynovska, G., & Pobihun, S. (2020). Personnel certification as a necessary condition for enterprise’ staff development. Management Systems in Production Engineering, 28(2), 121-126. doi: 10.2478/mspe-2020-0018.