УДК 330.341.1:339.9:338.24(477)
DOI: https://doi.org/10.36887/2415-8453-2026-2-33
JEL classification: O31, O32, O38, F35, H41
The article examines the complex process of managing enterprises’ innovation activities during the active phase of Ukraine’s national economy’s post-war recovery. The urgency of the work is driven by the severe destruction of physical, human, and institutional capital caused by armed aggression, which, at the same time, creates a unique window of opportunity to introduce the latest technologies under the “clean sheet effect” principle. The authors’ focus is on the analysis of the large-scale structure of external financing, implemented through the Ukraine Donor Coordination Platform and the Ukraine Recovery Conference. The work clearly distinguishes the types of donor aid, defines the diffuse nature of the influence of direct budget support, and proves that project support and technical assistance are the most operationally significant for stimulating corporate innovation. The role of the Ukraine Facility Plan as a basic regulatory and reform framework and as an institutional matrix shaping the modern business environment is analyzed separately. The non-linear nature of the relationship between reformation benchmarks (digitalization, “green” transition, harmonization of standards with the EU) and enterprise strategies, mediated by regulatory tightening, financial equalization, and institutional training, is substantiated. The key deficits in the institutional capacity of domestic beneficiary enterprises were identified and systematized, particularly the low level of their project maturity (according to the CMMI and OPM3 methodologies), which significantly limits the effective absorption of donor-allocated resources. The scientific novelty of the study lies in the development of an integrated three-level management model (reformation-institutional, cluster-network, and project-operational levels) with iterative-ascending dynamics, in which each successful project cycle serves as a building block for the overall innovative potential. For the practical operationalization of the model, a balanced system of performance indicators and methodical tools for monitoring the processes of institutionalization and ensuring the sustainability of the results of innovative projects is proposed. The expediency of creating “project windows” for cluster structures to reduce transaction costs is substantiated. Prospects for further investigations, including quantitative verification of the model and the development of methods for assessing project capacity within donor programs, are outlined.
Keywords: digitalization, digital transformation, digital marketing, service sector, communication ecosystem, artificial intelligence, Big Data, customer experience, Web 3.0, operational efficiency, international logistics, socio-economic activity.
Rеferences
- Amsden, A. (1989). Asia’s next giant: South Korea and late industrialization. Oxford University Press.
- Cohen, W. M., & Levinthal, D. A. (1990). Absorptive capacity: A new perspective on learning and innovation. Administrative Science Quarterly, 35(1), 128–152. https://doi.org/10.2307/2393553
- European Parliament and the Council of the European Union. (2024). Regulation (EU) 2024/792 of the European Parliament and of the Council of 29 February 2024 establishing the Ukraine Facility. Official Journal of the European Union, L 792. http://data.europa.eu/eli/reg/2024/792/oj
- World Bank. (2024). Ukraine recovery and reconstruction needs assessment (RDNA3). World Bank Group. https://www.worldbank.org/en/country/ukraine/publication/rdna3
- European Commission. (2024). Ukraine Plan: Assessment of Ukraine’s Plan under the Ukraine Facility. https://ec.europa.eu/info/publications/assessment-ukraines-plan-under-ukraine-facility_en
- Project Management Institute. (2013). Organizational project management maturity model (OPM3) (3rd ed.). Project Management Institute.
- (2010). Evaluating development co-operation: Summary of key norms and standards. OECD Publishing. https://www.oecd.org/development/evaluation/dcdnavestats/44562918.pdf
- Vytvytska, O. D., Yemchenko, M. Yu., & Maistrenko, I. H. (2023). Upravlinnia innovatsiynymy protsesamy u vidnovlenni ekonomiky: mizhnarodnyy dosvid [Management of innovation processes in economic recovery: International experience]. Ukrainskyy Zhurnal Prykladnoi Ekonomiky ta Tekhniky [Ukrainian Journal of Applied Economics and Technology], 8(4), 270–275. https://doi.org/10.36887/2524-0455-2023-8-4-41
- Lundvall, B.-Å. (1992). National systems of innovation: Toward a theory of innovation and interactive learning. Pinter Publishers.
- Chang, H.-J. (2002). Kicking away the ladder: Development strategy in historical perspective. Anthem Press.
The article was received 31.05.2026
Quote article, APA style
Krykunenko K. , Titenko Z. , Mudryk Y. 31.05.2026. Management of innovative activities of an enterprise in the conditions of economic recovery of ukraine in the context of international donor support. Ukrainian Journal of Applied Economics and Technology. 2026. №2. 185-188 pp. https://doi.org/10.36887/2415-8453-2026-2-33
Quote article, MLA style
Krykunenko K. , Titenko Z. , Mudryk Y. Management of innovative activities of an enterprise in the conditions of economic recovery of ukraine in the context of international donor support. Ukrainian Journal of Applied Economics and Technology. 31.05.2026. https://doi.org/10.36887/2415-8453-2026-2-33