Green, Blue and Digital Economy Journal

CONCEPTUAL MODEL OF DIGITAL TRANSFORMATION OF BUSINESS MANAGEMENT ON THE EXAMPLE OF COMPANIES FOR SALE OF AIR CONDITIONING PRODUCTS

Viktor Bernadskyi — Mon, 29 Jun 2026 00:00:00 +0000

The relevance of the problem is caused by the rapid growth of digital technologies which transform management methods in companies-manufacturers and sellers of air conditioning. In the competitive market with significant seasonality of demand, digital transformation of business is becoming a crucial condition for increased efficiency and stability. The main problem is that digitalization is implemented unevenly in various business processes (management, logistics, service), and the capabilities are not realized completely. The aim of the study is to create a conceptual model of digital transformation of business management of companies that install air conditioning systems. The object of the study is the management processes of the studied companies, the subject is digital tools and methods of their introduction into the business environment. To enable the generalize world practices on digitization it applies comparative analysis; to reveal connections of essential business processes – system analysis; to choose important digital tools it applies expert appraisals method; to create integrated concept model – modeling. Analyzed current level of digitalization of the industry, identified problematic spots in the management and service processes, prepared a list of the key digital solutions and built a model for digital transformation. Based on the study results it can be claimed that the proposed model is applicable for more precise planning, better logistics performance and better customer service quality. In digital transformation the phased approach has to be used. First, it would be necessary to audit digital maturity and implement the CRM system with analysis, after that, automate warehouse and service operations, followed by systematic skill development.

ACCOUNTING FOR MARKETING COSTS AS A TOOL FOR INCREASING THE EFFICIENCY OF THEIR MANAGEMENT AT THE ENTERPRISE

Daria Kravets — Mon, 29 Jun 2026 00:00:00 +0000

The purpose of the paper is to substantiate the role of accounting for marketing costs as a key tool for improving the efficiency of their management at the enterprise in the context of digitalization, as well as to develop approaches to enhancing the analytical value of accounting information for marketing decision-making. Methodology. The study is based on a systematic approach that combines theoretical generalization of scientific research, analysis of regulatory provisions (NP(S)AS 16 "Expenses"), and evaluation of practical aspects of accounting for marketing costs at enterprises. Methods of comparative analysis, classification, and synthesis were used to identify approaches to the interpretation and accounting of marketing expenses. Results. It is determined that marketing costs are not distinguished as a separate accounting category and are fragmented across selling, administrative, and other operating expenses. The absence of a unified approach to defining and classifying marketing costs reduces the analytical value of accounting data. The study identifies key approaches to the relationship between marketing and selling expenses and highlights the need for detailed analytical accounting by types of marketing activities, channels, and responsibility centers. The importance of integrating accounting data with marketing performance indicators in a digital environment is emphasized. Practical implications. The proposed approach to organizing accounting for marketing costs enhances transparency, improves cost control, and enables the evaluation of the effectiveness of marketing activities. It provides a basis for optimizing resource allocation and supports more informed managerial decision-making. Value / originality. The originality of the study lies in the justification of an analytically oriented approach to marketing cost accounting, which transforms it from a recording system into a strategic management tool. The paper contributes to the development of integrated accounting and analytical frameworks adapted to the conditions of digitalization.

STRATEGIC PLANNING IN THE ERA OF DIGITAL TRANSFORMATION AND AI: UKRAINE IN COMPARISON WITH THE GLOBAL BUSINESS ENVIRONMENT (2018–2025)

Andriy Melnyk — Mon, 29 Jun 2026 00:00:00 +0000

The purpose of the paper is to examine how the strategic priorities of corporate leaders in Ukraine and globally evolved during 2018–2025, influenced by digital transformation and artificial intelligence. Methodology. The study applies a secondary comparative longitudinal analysis based on recent academic literature and KPMG leadership materials published between 2018 and 2025. Because the survey waves differ across years and are not fully identical in design, the comparison is conducted through harmonized strategic themes rather than strictly matched indicators. Results. The findings indicate a broad shift from digitally informed strategic planning in 2018–2019, through crisis- and resilience-driven digital adaptation in 2020–2023, to AI-centered strategic planning in 2024–2025. In both Ukraine and the global business environment, technology, talent, resilience, and governance increasingly moved from operational concerns to strategic priorities. However, global leaders frame AI more strongly in terms of governance, data readiness, and expected returns, whereas Ukrainian leaders emphasize resilience, security, implementation feasibility, cost, and skills. Practical implications. The study shows that effective strategic planning in the digital era requires not only technology adoption but also talent development, governance capacity, risk management, and contextual adaptation. For Ukraine, this implies that digital transformation and AI should be integrated into the strategy as instruments of both modernization and resilience. Value/originality. The paper contributes a comparative longitudinal synthesis of executive strategic priorities and argues that Ukraine should be interpreted not as a delayed version of the global trajectory, but as a distinct strategic context in which digital transformation and AI are shaped by instability, recovery needs, and wartime resilience.

USE OF ARTIFICIAL INTELLIGENCE AND PREDICTIVE ANALYTICS IN FORECASTING LOGISTICS RISKS: CONTEMPORARY APPROACHES TO SUPPLY CHAIN RESILIENCE MANAGEMENT IN THE UNITED STATES

Nazar Holovchuk — Fri, 10 Jul 2026 00:00:00 +0000

The purpose of the article is to examine contemporary approaches to the application of artificial intelligence (AI) and predictive analytics in logistics risk forecasting, analyze their implementation in supply chain management systems of U.S. enterprises, and develop the author's conceptual framework for integrating AI and predictive analytics into logistics risk management in order to enhance supply chain resilience in the context of the digital transformation of the U.S. economy. Research methodology. The methodological framework of the study is based on a combination of general scientific and specialized research methods. Methods of analysis, synthesis, and literature review were employed to systematize contemporary theoretical approaches to the application of AI and predictive analytics in logistics risk forecasting. A systems approach was used to examine the interrelationships among supply chain components and logistics risk management processes. Comparative analysis was applied to investigate AI implementation practices adopted by leading U.S. companies. The method of generalization was used to identify major trends in the digital transformation of logistics and to formulate the study's conclusions. A graphical method was employed to develop the author's conceptual framework for integrating AI and predictive analytics into a logistics risk forecasting system. Finally, the logical-analytical method was applied to substantiate directions for improving supply chain resilience management under conditions of economic digital transformation. Results. The findings indicate that the implementation of artificial intelligence and predictive analytics is fundamentally transforming logistics risk management by enabling a shift toward data-driven models based on continuous monitoring and forecasting of potential supply chain disruptions. The study demonstrates that the effectiveness of such systems depends on the integration of heterogeneous data sources, the application of machine learning algorithms, and their interaction with enterprise information platforms. The analysis of best practices adopted by leading U.S. enterprises made it possible to systematize the principal areas of AI application in logistics, including demand forecasting, transportation route optimization, inventory management, supplier reliability assessment, real-time monitoring of logistics operations, and decision support. The study found that the integrated use of these technologies significantly enhances the adaptability of supply chains to external risks. Practical implications. A major practical outcome of the research is the development of the proposed conceptual framework for integrating AI and predictive analytics into a logistics risk forecasting system. Unlike existing approaches, the proposed framework combines data collection and processing, intelligent forecasting, risk assessment, decision support, and a continuous model improvement mechanism based on newly generated data. This integrated approach provides a foundation for improving logistics management efficiency and strengthening supply chain resilience. The proposed framework may be applied by enterprises, logistics service providers, and other organizations in developing digital risk management strategies, as well as in future research on intelligent decision support systems for logistics. Value/Originality. The principal theoretical contribution of this study is the development of an original conceptual framework for integrating Artificial Intelligence and Predictive Analytics into logistics risk forecasting systems. The framework combines data acquisition, intelligent data analytics, risk forecasting, decision support, and the continuous improvement of predictive models within a unified digital architecture. The proposed approach may serve as a methodological foundation for the development of digital logistics management systems across enterprises operating in various industries.

MARITIME INFRASTRUCTURE, FINTECH ADOPTION AND TRADE INTEGRATION DYNAMICS IN SUB-SAHARAN AFRICA

Jude Igyo Ali, Patricia Lindelwa Makoni — Fri, 24 Jul 2026 00:00:00 +0000

Exploring the interaction of maritime infrastructure, adoption of financial technology (FinTech) and integration of trade across 32 Sub-Saharan African economies between 2006 and 2023 using second-generation CIPS unit root tests, Pedroni, Kao, and Westerlund cointegration tests, Fully Modified OLS and Pooled Mean Group estimators, Dumitrescu-Hurlin panel causality tests and Hansen threshold analysis to overcome methodological limitations, the findings of this study indicate existence long-term co-integration relationship between trade integration, maritime connectedness, digital infrastructure, mobile money usage, institutional outcomes, and macroeconomic variables with Maritime connectivity (LSCI) exhibiting a negative baseline association with trade-to-GDP, consistent with an import-amplification mechanism specific to structurally constrained African economies; however, this effect reverses at higher governance levels, as confirmed by a statistically significant LSCI×GOVEFF interaction.. Internet usage shows a nonlinear threshold effect, with the effect becoming positive above 29.4%, thus supporting the critical-mass effect hypothesis. Mobile money plays an important role in ensuring trade integration by minimizing transaction costs. All these have been proved by using system GMM estimation with strong diagnostic tests. The negative effects of the AfCFTA are transitional rather than long-term. Overall, the results show that institutions, digital infrastructure, and financial inclusion have important contributions towards regional trade integration. The study recommends pursuing coordination, investment, and governance improvements to maximize gains from integration, irrespective of economic structure.

SMART REGULATION FOR ENTREPRENEURSHIP IN THE DIGITAL ECONOMY: THE EU EXPERIENCE

Iryna Tkachenko — Fri, 31 Jul 2026 00:00:00 +0000

Purpose of the article. The aim of this research is to conceptualize the theoretical, methodological, and practical foundations of smart regulation of business development within the context of the digital transformation of the economy, drawing on the advanced experiences of the European Union. The study seeks to substantiate the transition from rigid, reactive regulatory frameworks to adaptive, data-centric, and platform-driven mechanisms capable of stimulating entrepreneurial initiative, fostering digital innovation, and ensuring market safety and digital fairness across various EU member states. Research methodology. The methodology is grounded in a systemic, comparative, and institutional analytical approach. The theoretical framework synthesizes mission-oriented governance, agile regulatory approaches, and digital governance theories. Comparative analysis was employed to examine the institutional models of smart regulation across four representative EU nations (Estonia, Germany, Denmark, and Spain). The study uses qualitative synthesis, institutional mapping, and empirical categorization of regulatory tools, including Regulatory Sandboxes, RegTech/SupTech implementations, and digital platform integration, to extract strategic implications for emerging market economies. Results. The study demonstrates that smart regulation in the EU represents an evolutionary paradigm shift rather than mere deregulation. It balances economic efficiency with digital fairness through landmark frameworks such as the Digital Markets Act, Digital Services Act, and AI Act. Four distinct national models of smart regulation were identified and systematized: Estonia’s integrated "Digital-First" model based on automated governance and zero bureaucracy; Germany’s structured framework focusing on industrial IoT (Mittelstand 4.0) and stringent data protection; Denmark’s Scandinavian model combining green twin transitions with open-data transparency; and Spain’s experimental model leveraging AI regulatory sandboxes and startup-support legislation. The findings confirm that effective regulatory environment relies on data interoperability, real-time compliance monitoring, and safe experimental regimes. Practical implications. The practical significance lies in providing actionable policy recommendations for developing and transition economies, particularly those aiming for EU integration. The study outlines specific pathways for institutional adaptation: expanding AI and fintech regulatory sandboxes, implementing the "Once-Only Principle" via national interoperability platforms (similar to Estonia's X-Road or Ukraine's Trembita), and adopting Digital Regulatory Impact Assessments (Digital RIA) to prevent bureaucratic barriers for small and medium-sized enterprises (SMEs). Value/Originality. The paper contributes to the academic discourse by offering a comprehensive comparative taxonomy of smart regulation strategies within the EU. It bridges the theoretical gap between innovation economics and digital regulatory design, offering a novel synthesis of how adaptive state mechanisms, RegTech solutions, and experimental legal regimes can co-exist to maximize entrepreneurial resilience in the era of artificial intelligence and platform economics.

STRATEGIC TOOLKIT FOR SCENARIO DEPLOYMENT OF ENTERPRISE STRATEGIES

Mykola Skrypnyk — Mon, 17 Aug 2026 00:00:00 +0000

Purpose of the article. The purpose of the article is to substantiate a strategic toolkit for scenario deployment of enterprise strategies under conditions of high uncertainty, technological change, market turbulence, and increasing complexity of the business environment. The study focuses on moving scenario planning beyond the preparation of alternative descriptions of the future toward their systematic integration into strategic decision-making, resource allocation, strategy implementation, and continuous monitoring. Particular attention is paid to the relationship between scenario planning, strategic foresight, strategic agility, organizational learning, dynamic capabilities, quantitative modelling, and artificial intelligence. The article seeks to identify the methodological instruments that enable an enterprise to transform alternative future scenarios into strategically actionable options, stress-test existing strategies, establish early-warning mechanisms, and maintain strategic flexibility. Research methodology. The research is based on a conceptual and analytical approach combining a systematic interpretation of recent academic literature on scenario planning, strategic management, corporate foresight, strategic agility, and decision-making with methodological synthesis. The theoretical framework integrates qualitative and quantitative approaches to scenario development, including environmental scanning, PESTEL analysis, horizon scanning, identification of critical uncertainties, impact–uncertainty matrices, scenario narratives, stress testing, simulation, multi-criteria analysis, multi-objective optimization, real-options logic, and early-warning indicators. Particular emphasis is placed on the integration of scenario planning with dynamic capabilities and strategic agility, as well as on the opportunities and limitations associated with the application of artificial intelligence to scenario generation and strategic analysis. The methodological synthesis follows the contemporary understanding of scenario planning as a process that should generate actionable knowledge and support organizational decision-making rather than merely produce alternative future narratives. Results. The research demonstrates that the strategic value of scenario planning emerges primarily when scenarios are incorporated into the complete strategic management cycle. A practical framework is proposed that connects the formulation of a strategic question with environmental scanning, identification of critical uncertainties, construction of alternative scenarios, development of strategic options, stress testing, assessment of strategic robustness, resource allocation, establishment of early-warning indicators, and periodic strategic adjustment. The study substantiates the usefulness of distinguishing between no-regret actions, scenario-dependent initiatives, and flexible strategic options. Such differentiation enables enterprises to combine stability with adaptability and avoid excessive dependence on a single forecast of future conditions. The analysis also shows that scenario deployment can strengthen strategic agility by improving the organization's ability to sense environmental changes, evaluate alternative responses, and reconfigure resources. This is particularly important in volatile environments where conventional extrapolative planning may be insufficient. Practical implications. The practical implications concern the institutionalization of scenario planning within enterprise strategic management. Scenario processes should be connected with budgeting, investment decisions, strategic performance indicators, risk management, and organizational development. Early-warning indicators and predefined trigger points can transform scenarios into an operational mechanism for timely strategic adjustment. Quantitative modelling and multi-objective optimization can complement qualitative scenario narratives by providing a more rigorous assessment of strategic consequences, while artificial intelligence can increase the efficiency of environmental scanning, information synthesis, scenario generation, and monitoring. Nevertheless, the findings emphasize that AI should support rather than replace managerial judgement, since strategic relevance, originality, contextual plausibility, and organizational feasibility require human interpretation. Contemporary research confirms the growing importance of integrating scenario planning with decision-making and combining different methodological approaches. Value/Originality. The originality of the article lies in treating scenario deployment not as an isolated forecasting technique but as an integrated strategic management capability that connects foresight with implementation. The proposed interpretation emphasizes the transition from “scenario construction” to “scenario deployment,” in which alternative futures directly influence strategic options, organizational resources, monitoring systems, and adaptive decisions. The article contributes to the strategic management literature by synthesizing qualitative, quantitative, digital, and AI-supported instruments into a coherent toolkit for enterprise strategy implementation. Its practical value consists in providing a structured framework that can be adapted by enterprises operating under different levels of uncertainty and across different industries. The approach is consistent with recent research emphasizing that the ultimate value of scenario planning should be assessed through its ability to generate actionable knowledge and influence organizational strategy and practice.

PUBLIC INVESTMENT MANAGEMENT REFORM AND DIGITAL TRANSFORMATION OF RECOVERY FINANCING IN UKRAINE

Olha Ivaniuk — Wed, 14 Oct 2026 00:00:00 +0000

The large-scale reconstruction of Ukraine requires substantial public and international resources under severe fiscal constraints, extensive infrastructure damage and high demand for investment projects. This increases the importance of an effective public investment management (PIM) system linking strategic priorities with project appraisal, selection, financing, implementation and monitoring. The study aims to assess the institutional transformation of PIM in Ukraine and determine whether the digital architecture of recovery financing provides an integrated environment for managing financial flows and ensuring end-to-end traceability. The study combines institutional, comparative and structural analysis. The IMF's 2019 Public Investment Management Assessment (PIMA) is used as a pre-reform institutional baseline, with identified weaknesses compared with measures introduced under the 2023–2028 PIM Reform Roadmap. Particular attention is paid to DREAM and its role in integrating the public investment cycle. Recovery financing is systematised into five blocks: budgetary mechanisms and special funds; international budget support; targeted international programmes and projects; off-budget and blended-finance instruments; and territorial-community financing. Their digital development is assessed through an original five-criterion Digital Maturity Assessment Framework covering digital representation (D1), monitoring and reporting (D2), data openness and accessibility (D3), information-system integration (D4), and end-to-end traceability (D5). The results show that the institutional weaknesses identified by PIMA were concentrated in project appraisal and selection, medium-term budgeting, availability of financing, transparency of execution, project management and asset monitoring. The reform addresses these weaknesses through unified procedures, medium-term investment planning, a single project portfolio and progressive digitalisation. However, the principal digital constraint is no longer the absence of information systems but their insufficient interoperability: integration and end-to-end traceability remain weaker than digital representation, monitoring and data openness. Digitalisation also performs a compensatory analytical function by restoring project-level granularity following the post-2022 aggregation of capital-investment statistics. However, digital interoperability cannot fully compensate for institutional fragmentation where financing channels apply different selection and prioritisation procedures. The scientific contribution lies in shifting the analytical focus from individual digital tools to their integration across financing mechanisms and capacity to ensure continuous traceability of public investment resources. The next stage of Ukraine's PIM reform should therefore focus on institutional and digital integration of the investment cycle, linking project selection, financing, procurement, expenditure, implementation and recovery outcomes.

WHEN SILOED MARKETING TEAMS RAISE ACQUISITION COSTS: THE PRICE OF ANARCHY INSIDE A SINGLE ADVERTISER

Igor Ivitskiy — Wed, 14 Oct 2026 00:00:00 +0000

Firms that divide customer acquisition among product, regional or channel teams can see the total cost per lead rise even when each team meets its own target. The subject of the study is the customer acquisition system of a single advertiser whose teams draw leads from a shared pool of prospects, and the gap between the equilibrium reached by independent teams and the cost-minimizing allocation. The purpose of the paper is to specify when this situation forms a congestion game, to quantify its coordination cost and to translate the known remedies of such games into advertising management. Methodology. The study applies the theory of atomic splittable congestion games. The model assumes homogeneous, deduplicated leads and fixed quotas, with the volume of each team raising the cost of comparable leads for the others; because Google Ads keeps campaigns within one account from bidding each other up, the cost increase comes from depleting the shared pool rather than from auction prices. A closed-form benchmark is derived analytically and checked by numerical simulation, and two conditional extensions draw on Braess's paradox and on the bullwhip effect. Results. The paper introduces the Funnel Coordination Gap, the share of acquisition cost that coordination can avoid. A single team produces no gap and each additional team widens it: in the benchmark, ten teams spend 22% more than a coordinated firm, the avoidable share approaches 25% as teams multiply, and independent teams take up to twice the cost-minimizing volume from the shared pool. Known bounds for this class of games cap the avoidable share at one quarter for identical teams and at one third for teams with different quotas. A personal internal charge per lead, an established toll mechanism, makes the cost-minimizing allocation an equilibrium. Under stated conditions, a costless link between funnel stages can raise total cost by one third, and lower bounds on lead variance multiply across stages unless end-customer conversion data are shared. Conclusions. The internal team structure of an advertiser is a measurable source of acquisition cost, and its size depends on the number of teams and on how sharply the cost of the shared pool rises with volume. Practical implications. Managers obtain a diagnostic of team structure, an internal price for shared sources, a holdout test for channel removal and a controlled experiment that could falsify the central assumption. Value / originality. The paper contributes the conditions under which acquisition inside a firm is a congestion game, a closed-form advertising benchmark placed against exact bounds, and a translation of known pricing mechanisms into management instruments.

INTEGRATION OF AUTOMATION SYSTEMS INTO CRITICAL ENERGY INFRASTRUCTURE: CYBERSECURITY AND RESILIENCE CHALLENGES

Andrii Shcherba — Wed, 14 Oct 2026 00:00:00 +0000

Purpose. The purpose of this study is to examine the cybersecurity and resilience challenges associated with the increasing integration of supervisory control and data acquisition (SCADA) and programmable logic controller (PLC) systems into critical energy infrastructure. Particular attention is given to automation systems deployed across energy, transport, and gas supply facilities, where improvements in operational efficiency are accompanied by an expanding attack surface available to malicious actors. Methodology. The study applies an analytical and synthesis-based approach to the current body of knowledge on industrial control system cybersecurity. The analysis encompasses SCADA-related cyber threats, applicable cybersecurity standards and frameworks, including IEC 62443 and the NIST Cybersecurity Framework, resilience architecture design, and documented incident patterns across offshore extraction platforms, gas pipelines, and fuel storage facilities. The findings derived from the literature are synthesised to establish the conceptual and structural basis for assessing cyber-physical resilience maturity. Results. The analysis identifies a persistent pattern of reactive rather than proactive security governance, insufficient segmentation between information technology (IT) and operational technology (OT) networks, and inadequate industrial control system (ICS)-specific incident response planning across documented cases. Based on these findings, the study develops the Cyber-Physical Resilience Maturity Model (CPRMM), a four-level, four-domain assessment framework designed to enable operators and regulators to systematically evaluate and benchmark the cybersecurity posture of industrial control system environments. Practical implications. The CPRMM translates conceptual findings from the cybersecurity literature into a structured, practitioner-oriented scoring tool that can support operators and regulators in identifying cybersecurity weaknesses and assessing the maturity of cyber-physical resilience measures. The findings further indicate that addressing existing deficiencies requires both technical investment and a fundamental shift in organisational security culture. Value/originality. The principal original contribution of the study is the development of the Cyber-Physical Resilience Maturity Model as an integrated framework for the systematic assessment and benchmarking of cybersecurity and resilience within industrial control system environments. By combining four maturity levels with four assessment domains, the CPRMM provides a structured mechanism for translating established cybersecurity knowledge into an operational assessment instrument applicable to critical infrastructure.

DEVELOPMENT OF A WAREHOUSE ACCOUNTING SYSTEM IN WHOLESALE TRADE ENTERPRISES BASED ON THE TOE METHODOLOGY

Nataliia Chornak — Wed, 14 Oct 2026 00:00:00 +0000

The purpose is to establish the theoretical foundation for organising accounting in trade enterprises with consideration of the TOE model, to substantiate the accounting and economic functions of inventories, and to determine the methodological principles for implementing a warehouse accounting system under conditions of digital transformation. Methodology. The study is grounded in systemic and process-oriented approaches, combining theoretical generalisations of scientific principles with a practical analysis of warehouse operations in retail enterprises. The systems approach was applied to conceptualise warehouse management as an integrated, multifunctional system, while the process approach enabled the interdependence of its elements to be described within the framework of management accounting. General methods of analysis and synthesis were employed to generalise scientific principles regarding the role of inventory in business operations. The theoretical foundation of the study is the TOE model, which explains the implementation of innovative warehouse accounting systems through technological, organisational, and environmental contexts, including an assessment of the impact of digital technologies such as automation, robotisation, cloud solutions, and artificial intelligence. Results. The study found that warehouse management in wholesale enterprises plays a strategic role by forming the basis for competitive advantages and economic stability. The use of the TOE model enabled the systematic identification of factors influencing the implementation of innovative solutions in warehouse management and their adaptation to the needs of trading enterprises. The technological context encompasses process automation, the use of cloud platforms, robotic systems, blockchain solutions, and artificial intelligence. The organisational context is determined by staff readiness, management support, and the structural characteristics of the enterprise. The external environment includes competitive pressure, regulatory requirements, and customer expectations. The modernisation of warehouse accounting helps to optimise business processes in several dimensions: time, physical volumes, information, and storage conditions. Practical implications. The proposed approach can be applied by retail enterprises to optimise warehouse processes, reduce the risk of asset loss, and improve the accuracy of accounting data. Its practical significance lies in utilising the TOE model to introduce innovative accounting technologies, thereby enhancing the competitiveness and resilience of enterprises in times of crisis. Value / originality. The originality of this study lies in the combination of an accounting and economic analysis of inventories with a process-based approach to warehouse operations and the application of the TOE model in explaining the digital transformation of accounting. This provides a comprehensive understanding of the role of warehouse management as a strategic tool for the development of retail enterprises, integrating economic, organisational, and technological aspects.

FINTECH AND INSTITUTIONAL INFRASTRUCTURE FOR POST-WAR RECOVERY OF UKRAINE Glib Aleksin1, Svitlana Usherenko2, Rostyslav Dyuk3

Glib Aleksin, Svitlana Usherenko, Rostyslav Dyuk — Wed, 14 Oct 2026 00:00:00 +0000

The purpose of the paper is to assess the capacity of Ukraine’s FinTech sector and supporting institutional infrastructure to facilitate the delivery of finance for post-war recovery and reconstruction, and to identify the principal constraints to scaling such mechanisms. Methodology. The study applies quantitative-descriptive and comparative institutional analysis to data covering the period from February 2022 to H1 2026, supplemented by selected regulatory developments through September 2026. The empirical basis combines official data from the National Bank of Ukraine, Ukrainian government institutions, EU institutions, World Bank, the Ukrainian FinTech Catalogue, and public investment and reconstruction platforms. Descriptive calculations are used to assess payment digitalisation, FinTech market development and the scale of digitally supported recovery programmes, while comparative institutional analysis examines Ukraine’s progress in Open Banking and integration with the European payments framework. Results. The findings indicate that Ukraine has developed a comparatively strong transactional and digital public infrastructure for delivering recovery finance. In H1 2026, 96% of card transactions by number and 67% by value were cashless, and card-acceptance points reached approximately 699 thousand. The eRecovery programme had distributed approximately UAH 119 billion to more than 231 thousand households. At the same time, the capital-facing component of the financial infrastructure remains less developed. The FinTech sector is predominantly self-financed, operational evidence on Open Banking remains incomplete, and Ukraine’s accession to SEPA has not yet been completed. Practical implications. The results suggest that policy priorities should focus on the operational implementation of Open Banking, deeper integration of financial and public investment data, improved access to growth capital for FinTech companies, and further cross-border payment integration. Value & Originality. The study contributes to the literature by examining private FinTech, digital public infrastructure and financial institutions as interconnected components of a recovery finance delivery system rather than as separate elements of financial digitalisation. Research also distinguishes transactional capacity from capital mobilisation and project execution capacity, thereby providing a framework for assessing the role of digital financial infrastructure in Ukraine’s post-war recovery.

ECO-STRATEGIC IMPERATIVE OF DIPLOMACY IN GLOBAL COMPETITION

Alina Bokhan — Wed, 14 Oct 2026 00:00:00 +0000

Purpose of the article. The article aims to conceptualize the eco-strategic imperative of contemporary diplomacy as a system of principles, instruments, and mechanisms for reconciling the economic, environmental, technological, and security interests of states amid intensifying global competition. Subject of the study. The study focuses on the transformation of diplomatic practices under the influence of climate change, resource constraints, competition for critical minerals, the development of green technologies, and the fragmentation of the international economic environment. Methodology. The methodological framework of the study is based on systemic, institutional, comparative, and strategic approaches, complemented by elements of international policy analysis. A theoretical synthesis of recent academic publications and international reports provides a basis for viewing environmental diplomacy not as a narrowly specialized area of foreign policy, but as a cross-sectoral mechanism for strategic risk management and the development of competitive advantages. Results. The study establishes that contemporary competition extends beyond markets and resources to encompass standards, technologies, scientific knowledge, supply chains, and the rules governing the green transition. At the same time, environmental challenges remain global collective-action challenges, making international cooperation necessary even amid geopolitical rivalry. The study identifies priority areas for moving from reactive responses toward strategic resilience, including the development of joint technology projects, strengthened climate finance, and enhanced scientific and expert support for negotiations. Practical implications. The practical value of the study lies in the potential application of the proposed approach to the formulation of states’ foreign economic, environmental, and diplomatic policies, as well as to the development of economic and expert diplomacy instruments.

FINTECH TRANSFORMATION OF TRADITIONAL BANKING IN SWITZERLAND: DUKASCOPY BANK AS A CASE OF REGULATED DIGITAL BANKING

Karina Kapliar — Wed, 14 Oct 2026 00:00:00 +0000

Swiss banking retains exceptional institutional credibility, legal continuity and leadership in cross-border wealth management, but it is losing the digital race for the client interface. Switzerland’s digital banking maturity score is 39 against a Digital Champions benchmark of 60, and no Swiss bank is classified among global digital leaders. The gap does not reflect a shortage of assets or trust. It reflects clients’ growing expectation that financial security should also include rapid onboarding, mobile continuity, real-time liquidity, transparent reporting and personalised digital service. Dukascopy Bank demonstrates how a hybrid platform can convert this weakness into a new standard of secure wealth. Its model combines a Swiss banking licence and FINMA-supervised prudential discipline with online identification, multi-currency accounts, SWFX trading infrastructure, crypto-fiat services, payments, white-label solutions and a regulated B2B ecosystem. The platform creates Private Banking 2.0: AI and RegTech absorb routine compliance tasks, document collection and workflow preparation, while the relationship manager concentrates on suitability, portfolio strategy, cross-border structuring and the client’s individual objectives. The same architecture extends beyond retail and private banking. Dukascopy has engineered a sovereign B2B ecosystem for licensed intermediaries, including neobanks, payment service providers, merchant acquirers, e-money institutions and regulated digital-asset brokers. Participants exchange services inside a closed-loop settlement environment, where internal transactions are cleared on the Dukascopy ledger instantly, 24/7/365 and at near-zero transaction cost. The Bank acts as custodian, guarantor and clearing engine within a single Swiss regulatory perimeter. The 2024 result should therefore be read as an investment cycle rather than as structural decline. The cost-income ratio of 107.4% reflected major strategic investment in proprietary security infrastructure, AI solutions and RegTech. These investments supported the 2025 recovery: operating expenses declined to CHF 18.8 million, operating income increased to CHF 20.8 million and the operating spread returned to positive CHF 2.0 million. Dukascopy’s case shows that the next phase of Swiss banking will be defined by platform orchestration: High-Tech execution, High-Touch advice, institutional liquidity management and Swiss-grade regulatory security delivered as one ecosystem.