The article provides a comparative study of the possibility of entrepreneurship development based on fuzzy signals of business activity and applied elements of artificial intelligence. The principal research methods that determine the logic and practical basis of the application of fuzzy logic in entrepreneurship are highlighted. It has been determined that fuzzy modeling is effective when technological processes are too complex for analysis using generally accepted quantitative methods, or when available sources of information in the business environment are interpreted poorly, inaccurately, and indefinitely. It has been shown experimentally that fuzzy logic gives better results compared to those obtained with generally accepted algorithms for analyzing the quality of doing business. A model of a neurofuzzy regulator has been developed and measures for its implementation in the business environment have been proposed. A neural network model in entrepreneurial development has been formed. Studies have shown the possibility of effective use of the principles of artificial intelligence and modeling in solving problems of developing entrepreneurial potential and making business decisions under conditions of uncertainty. This ensures objective and well-grounded decision-making in solving various applied problems of business development and taking into account environmental factors. The applied tasks of supporting the adoption of entrepreneurial decisions in the conditions are formulated; uncertainty; indicating that approaches to decision-making under conditions of uncertainty based on artificial intelligence and fuzzy logic tools are universal and require appropriate careful study and adaptation to a specific applied problem in the business environment.

Although companies recognize and promote the benefits of a diverse corporate culture, persons with disabilities (PWD), are more likely to be unemployed. Using secondary sources of information, this paper examines the need to address the employment of PWD as part of a Corporate Social Responsibility (CSR) strategy, highlighting various implementation measures and variants. It shows that the employment of PWD can only be promoted by companies themselves. Measures at the national and international levels have so far shown little success. For a successful implementation, an obligation in the CSR strategy is not enough, measures need to be described explicitly. At its core, it is always necessary to remove physical and mental barriers in the company in order to enable the employment of PWD. The adaptation of CSR initiatives concerning the employment of PWD should be further investigated. The research should particularly focus on “best practice” approaches from business practice.

During the COVID-19 pandemic, society has undergone significant changes with implications for employee values and job satisfaction. As a reflection of social needs, corporate social practice is also changing compared to before the pandemic. This paper examines the perception of corporate social practices by personnel and their impact on staff satisfaction. The empirical study carried out in the Russian Federation and the Republic of Kazakhstan allowed the authors to identify social practices that influence the level of personnel satisfaction with professional activity before and after the pandemic. The research determined general tendencies and differences in the perception of social practices with the most significant personnel satisfaction in the period before and after the pandemic. The authors also developed recommendations that should be taken into account when forming corporate social practices. The study’s novelty is the investigation of an empirical relationship between the levels of satisfaction with professional activity and implemented social practices in the period before and after the pandemic. The research found that the tendencies in Russia and Kazakhstan are similar to the global trends. Employees before the pandemic were highly satisfied with their activities and corporate social responsibility practices. After the pandemic, when society is disconnected and individualized, employees are focused on material security, and social practices have no significant influence on staff satisfaction. The paper offers recommendations for companies to implement appropriate social practices for the common interests of employers and staff.

This study aims to examine changes in enterprise management during the COVID-19 pandemic and develop a universal mechanism for managing digital transformation. Its methodological basis is represented by a terminological analysis of the concepts of automation, digitalisation and digital transformation. Their close consideration enables us to form a conceptual scheme of business digitalisation. In sum, the study process shows that full-fledged and fruitful digital transformation can be achieved through restructuring a company’s business process management system. By comparing the outcomes of using digital platform-based business models, the most promising one was selected for use. Its practical application was studied in Azerbaijan, Russia, and Switzerland using the Network Readiness Index (NRI). The analysis made it possible to form business development strategies for each country reviewed and to develop a universal mechanism for digital transformation management by means of optimisation and modelling. The findings suggest that in pandemic settings, digital enterprise management concentrates on survival, self-learning and cooperation without intermediaries through innovation and the transformation of business processes. The strategies can be used to adopt digital technologies and attract investment. Further research can be directed at detailing the proposed mechanism.

People with disabilities (PWD) represent a largely untapped market and customer segment worldwide, as well as an enormous untapped workforce potential. Although there are indications in the literature that the employment of PWD can bring many advantages for companies, the effects on companies and the resulting competitive advantages have rarely been empirically investigated. This article aims to analyze the competitive implications of the employment of PWD, as part of the corporate social responsibility (CSR) strategy. The research is based on a literature review. The selected literature was evaluated regarding the competitive advantage using the value-rarityimitability- organisation (VRIO) framework. The results show that the employment of PWD is valuable, rare, and costly to imitate. If a company succeeds in using this resource effectively, this leads to a sustainable competitive advantage. An established corporate culture is a mandatory prerequisite to integrate PWD successfully. This prerequisite represents an imitation barrier. The promotion of the employment of PWD gives access to a new pool of applicants and can contribute to mitigating or preventing a future shortage of skilled workers. The employment of PWD does not wear off as a human resource. The concept can be transferred to different technologies, products, and markets. The sensitivity gained about people with disabilities can open new markets and customer segments. Therefore, PWD's employment as part of the value creation strategy can make a long-term contribution to the company's success and represent a sustainable competitive advantage.

Although social inclusion is an important aspect of corporate social responsibility (CSR), it has received little attention in the literature and research on the subject. However, it is increasingly recognized that more attention needs to be paid to this area: When making purchasing decisions, customers are increasingly looking for companies that act (and credibly demonstrate) in a sustainable and socially responsible manner. Customers are more aware of product-related CSR activities than philanthropy or sustainable business initiatives. Therefore, CSR is an interesting marketing instrument that can be used for competitor differentiation. This article aims to analyse how the promotion of social inclusion could affect the turnover of companies, using the example of the employment of people with disabilities (PWD). The research is based on a literature review using deductive content analysis. The results show that social inclusion, as part of the CSR strategy, contributes to sales growth. This aspect is particularly relevant when it comes to services and direct customer contact. The most important point here is that the company reflects the diversity of its existing and potential customers. In this way, new customers can be won, customer loyalty can be promoted or strengthened, and in return, sales can be increased. CSR activities that are used as a marketing tool for differentiation and that do not only pursue the goal of strengthening the company's reputation can achieve sustainable competitive advantage, a higher market share, open new market segments, and ultimately increase sales permanently.

After an accident or illness, it may be difficult or even impossible to return to work. Although occupational safety and health (OHS) are essential elements of corporate social responsibility (CSR), support for employees returning to work or vocational rehabilitation are rarely part of the CSR strategy. The aim of this paper is to assess and synthesize the current state of research of vocational rehabilitation in the context of CSR. A literature analysis was conducted to examine the need to address vocational rehabilitation as part of the CSR strategy as well as the existing approaches for implementation. Vocational rehabilitation is an important part of a company's social responsibility towards its employees as well as towards society. The promotion of vocational rehabilitation should be an essential element of the CSR strategy and can create shared value. However, a commitment to vocational rehabilitation alone is not enough; the commitment must be explicitly described and go beyond the legal minimum. That can be done, for example, through return-to-work (RTW) policies, proactive initiation and coordination of the rehabilitation process, the adaptation of the workplace and work activities, the institutionalization of sheltered workplaces, and a specialist unit for vocational rehabilitation within the company. Particularly access for external persons to the company's sheltered workplaces, internships or entry-level positions is a critical aspect for substantially promoting vocational rehabilitation and achieving additional shared value. Vocational rehabilitation as part of the CSR strategy must continue to be examined empirically, in particular "best practice" approaches from business practice.

So far companies seem to ignore the potential of persons with disabilities (PWD) as customers and as employees. Although there is some empirical evidence that PWD employment can bring many benefits to companies and that social inclusion can attract a lasting customer base. The employment of PWD and social inclusion, generally, are important social commitments of companies and should represent a central element of the Corporate Social Responsibility (CSR) strategy. CSR is also an interesting marketing instrument for differentiation. However, customers are more aware of productrelated CSR activities than philanthropy or sustainable business initiatives. The aim of this article is to analyze how the promotion of social inclusion, through the example of the employment of PWD, could impact directly or indirectly on business sales. The research is based on a literature review. The selected literature was evaluated regarding the impact on business sales using a deductive content analysis. The results show that social inclusion, as a CSR activity, contributes to increased sales. This is particularly important when it comes to providing services and direct customer contact. Through social inclusion, the company reflects the diversity of existing and potential customers. In this way, new customers can be acquired, customer loyalty promoted or strengthened, and, as a result, sales increased. CSR activities that are used as a marketing tool for differentiation and do not pursue the sole goal of strengthening the company's reputation can create a competitive advantage and thus secure market share, open-up new market segments and permanently increase sales.