Today, the energy sector requires special attention, and the widespread introduction of digital technologies, including gamification, allows key problems related to the energy policies of the European Union to be solved. The literature analysis presented here discusses the use of gamification among home energy production customers. However, there is a lack of analysis on the use of this tool in the management of energy sector companies. When considering the advantages of gamification elements in the training process, there was mention of this tool potentially being able to be used in HR management to realize the EU’s energy goals. The relevance of the topic has been explored in international studies that have shown that gamification increases employee productivity and motivation. In the article, the directions of gamification in the practices of Ukrainian organizations are investigated. The main principles of effective gamification implementation in HR management, at energy enterprises in particular, are highlighted. A survey on gamification perception by Ukrainians from educational and related areas has been organized and analyzed. The survey results are supplemented by the results of the digitalization state analysis conducted for energy companies, which represent an important foundation for the implementation of gamification into practice. The prototype of a simulation model in which a solar panel must be connected to a controller is worked out as an example of the element usage incurred by gamification in the learning and training process, both in enterprise and in university activity. The present research underlines the importance of an interdisciplinary approach in gamification utilization, as it allows the skill-gaining processes in managerial and technical fields to be combined. The main advantages of gamification in HR management in enterprises are described by impact categories, such as staff appraisal, motivation, and corporate culture and internal communications. The use of gamification in companies in the energy sector is expected to contribute to the support of energy policy, as well as to the efficient integration of Ukrainian energy companies into the EU energy market.
The article aims at studying the theoretical basis and developing a methodological approach for assessing the development of urban infrastructure from the point of view of the use of venture capital. The article explores the tendencies of the development of venture capital investments in the world. Particular attention is paid to comparing volumes of the formal market of venture capital investment in the EU and Ukraine. The emphasis is placed on the fact that venture capital is a way of targeted investment in innovative development and can become a catalyst for the introduction of innovative technologies. It is substantiated that science and education are reliable segments for the diffusion of innovations. The focus is on the functioning of technology parks and it is revealed that they have become the most effective organizational and economic form of integration of science and production among all other innovative structures in the world. The best practices of Ukrainian universities on the commercialization of innovative developments and technology transfer in the domestic and foreign markets are presented. The creation of an innovative educational-production cluster based on the principles of public-private partnership in the form of a multilateral treaty union of state authorities and economic entities without unification of deposits is proposed. The results of calculating the accumulative influence of the multiplicative effect from the development of urban infrastructure have been presented and the effectiveness of its influence on the development of the regions of Ukraine economy has been proved.
Research background: The relevance of the research on corporate culture in the conditions of changes is substantiated and its elements, which are important for effective transformations, are defined. The influence of corporate culture on the company performance and its elements is identified. The article deals with hierarchical levels of corporate culture which identify elements of corporate culture and "hidden" factors that allow establishing relationships with the outside world and promote productive work. Purpose of the article: The objective of the article is to identify the elements of the organizational culture at the enterprise level, which influence the effectiveness of its activities under the changes and generalization of its components that determine its ability to transform the existing state in accordance with the established world experience and practice. The research is based on the experience of gas transportation companies in Ukraine. Methods: The McKinsey 7S model was used to describe the enterprise to assess the state of the proposed levels of formation and to change its corporate culture. The McKinsey 7S Framework used in this study as analytical tool to explore a system of interrelated elements which improve the organization's work, raising the level of employee culture and generating common values. The expert method was used to assess the qualitative indices of enterprise internal environment, including "style/culture" and "common values", based on the questionnaire of the experts' group. The survey was conducted at three levels of management for the gas transportation companies, located in different regions of Ukraine. The three levels of management for the mentioned above enterprises — top, middle and low managers were taken into account. The use of the fuzzy logic method makes it possible to investigate the influence of the corporate culture elements on the results of the enterprises and to identify those elements which are important for the implementation of changes at the enterprise and without which it is impossible to achieve effective transformations. Findings & Value added: Taking into account the results of the assessment of corporate culture elements at the investigated companies, the directions of corporate culture development for enterprises that are in a state of changes are pointed out, namely: use of different management styles; support of employees in making innovative decisions; development of cooperation and elimination of conflicts between workers; formation of general corporate values; creating trust between employees and top managers; promoting the development of young workers; use of the mechanisms of education and maintenance of a high level of morality and culture of workers.
This paper considers the management process of the development of companies on the basis of the knowledge management concept. On the one hand, a wide range of publications on this subject facilitates the usage of the conceptual aspects of knowledge management for reaching the goals of the development of the Ukrainian companies. On the other, hand it requires adaptation of scientific achievements for solving various problematic situations in practice. Attention is paid to the potential of the Ukrainian companies' development on the basis of the knowledge potential estimate. This paper examines the knowledge management process in an example of the improvement of brand management process. It suggests and substantiates the main directions and ways of the practical application of this concept for the Ukrainian companies on the basis of the knowledge management cycle.
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