Аuthor: S. Bilokrynytska, PhD Student ORCID ID: 0000-0001-5272-6776

Taras Shevchenko National University of Kyiv, Kyiv, Ukraine

Annotation: The world trend of entrepreneurship development has not passed over Ukraine and is increasing its significance with the participation of universities. The research studies entrepreneurial universities and their role in the region and the country’s economy. The research demonstrates that there is no standardized approach to defining an entrepreneurial university and its main characteristics. Given the above, we have defined the meaning of an entrepreneurial university based on the methodology, including its role in the country. The rankings of the leading universities in Ukraine were analyzed so that the mutual features could be set. The research has proved the main hypotheses about the effectiveness of the implementation of the entrepreneurial universities model based on the indexes and rankings, which estimate their academic, research, and publishing activity. Based on the research results, some universities in Ukraine were defined as the ones whose functioning model is close to that of an entrepreneurial university. Three leading Ukrainian universities were assessed using the main criteria of their financial activity, competitiveness, and the sector’s attractiveness. Based on SPACE-analysis, development strategies for domestic entrepreneurial universities were determined. As a result, the practices should ensure innovation implementation, contribute to higher education and secure competitive positions.

Keywords: entrepreneurial university, strategic analysis, SPACE-analysis, higher education.

Received: 24/09/2022
1st Revision: 20/10/2022
Accepted: 01/12/2022

References (in Latin): Translation / Transliteration/ Transcription

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Аuthors: Z. Varnalii, Dr. Sci. (Econ.), Prof., ORCID ІD: 0000-0002-6654-8760,
А. Mehed, PhD Student, ORCID ІD: 0000-0001-8620-9080
Taras Shevchenko National University of Kyiv, Kyiv, Ukraine

Annotation: Enterprises are forced to conduct business in the turbulent exogenous and endogenous environment. This poses threats to financial security at the microlevel, both of cyclical and non-cyclical origin. The paper aims to identify threats to Ukrainian enterprises’ financial security and propose directions for minimizing financial security threats on the micro-level. The paper considers a set of actors of exogenous and endogenous environments that affect the state of financial security at the micro-level. Analysis of groups of stakeholders in the context of financial security is carried out. It is emphasized that changes in the enterprises’ financial security have consequences at both micro- and macro-level. The key drivers of financial and market nature that affect financial security are considered. The exogenous and endogenous environment influences were considered as set of factors of economic, demographic, socio-cultural, legal, and organizational nature. Continue reading


Аuthors:  L. Lisogor, Dr. Sci. (Econ.), Prof., ORCID ID: 0000-0001-5624-597X
National Institute for Strategic Studies, Kyiv, Ukraine,
N. Rudenko, PhD (Econ.), Associate Prof., ORCID ID: 0000-0003-0939-8206
Taras Shevchenko National University of Kyiv, Kyiv, Ukraine

Annotation: The economic content and specifics of the “personnel potential” concept at the individual, micro, and macro levels have been investigated. The study explored the component structure of personnel potential characterized by the presence of demographic, educational and knowledge, qualification, and motivational components. The paper examines factors affecting the formation, use, and development of personnel potential. The main stages of evolutionary changes in personnel potential have been singled out. Continue reading


Аuthors: O. Liubkina, Dr. Sci. (Econ.), Prof., ORCID ID: 0000-0002-8245-8300,
V. Ihnatiuk, PhD Student, ORCID ID: 0000-0002-8758-3610
Taras Shevchenko National University of Kyiv, Kyiv, Ukraine

Annotation:The paper applies the microstructural approach to analyze transaction costs accrued in the process of executing orders on financial exchanges. The extended classification of transaction costs on equity markets is presented. The set of challenges which arise in the analysis of a particular component of transaction costs – market impact – is outlined. It is proposed to apply R. Almgren’s market impact model to normalize observed costs. Normalized values exhibit a lower variance, and therefore, it requires a smaller sample of orders to choose the broker who provides the lowest transaction cost. As a result, the process of assessing broker service quality takes less time. Since, during the period of assessment, the investor has to use broker services to properly evaluate them, a faster process to weed out brokers who deliver higher transaction costs positively impacts investor’s financial results.
Continue reading


Аuthor: O. Liashenko, Dr. Sci. (Econ.), Prof., ORCID ID: 0000-0002-0197-4179,
T. Kravets, PhD (Phys. & Math.), Associate Prof., ORCID ID: 0000-0003-4823-5143
Taras Shevchenko National University of Kyiv, Kyiv, Ukraine,
K. Petrenko, Product Marketing Manager
BACOTECH, Kyiv, Ukraine

Annotation: Modern conditions for the development of international market relations and participation in world globalization processes necessitate
strengthening the monetary and credit system, increasing the effectiveness of the use of monetary policy tools to enhance their influence on
restructuring and further development of the economy. In the rapid advance of information technologies, new economic management tools, including
electronic money, appear every day. The emergence of new types of financial instruments, such as cryptocurrencies, is due to globalization in the
financial market. Continue reading


Аuthor:  L. Olikh, PhD (Econ.), Associate Prof., ORCID ID: 0000-0002-4365-8107
Taras Shevchenko National University of Kyiv, Kyiv, Ukraine

Annotation: Time-management is one of the current trends in the development of modern management science. The author presents management science’s school representatives’ approaches to time as a resource and its meaning in management science. The study shows that the main stages of timemanagement form an independent branch of science. The uniqueness of time- management is that its theory and practice are very close and rather individual due to circumstances. Authors of books on various time-management techniques often describe their own experience of their use. Continue reading


Аuthors:  O. Prygara, PhD (Econ.), Assosiate Prof., ORCID ID: 0000-0002-8444-819X
Taras Shevchenko National University of Kyiv, Kyiv, Ukraine,
Yu. Skoryna, a specialist in the department
of service support for export sales of PJSC “MHP”, Kyiv, Ukraine

Annotation: The research focuses on the company’s promotion strategy in international B2B markets, revealing different approaches to the promotion concept and strategy. The promotion strategy is viewed as a way of determining the company’s long-term goals for building a system of marketing communications between the company and a consumer regarding the dissemination of information about products using communication tools (advertising, PR, personal selling, direct marketing, sales promotion) aimed to form the demand for goods. The research studies the causes
influencing the international communication process: uncontrollable and rapidly changeable factors of the market context of domestic and foreign
markets, aspects of sociocultural, linguistic, economic, legislative, and competitive differences in the market. These factors actualize the necessity
of strategic analysis of international markets, detailed analysis of the socio-cultural environment, and thorough analysis of secondary and primary
marketing information regarding differences in the customers’ market behavior in the global market.
The study describes the formation of a company’s promotion strategy for international markets. It includes the following stages: strategic analysis
of foreign markets’ attractiveness, analysis of the cultural environment of global markets, the foreign market selection process for further market
activity, research of customers’ motivations in the chosen market, determination of directions for the promotion strategy formation and means for its
implementation and control.
A comparative analysis of the use of promotional tools in B2B and B2C markets is provided. It is determined that the most effective promotion
tools in the B2B market are personal sales, exhibitions, event marketing, and presentations.

Keywords: promotion, promotion strategy, foreign economic activity, international market, B2B market.

Received: 01/11/2022
1st Revision: 12/11/2022
Accepted: 01/12/2022

References (in Latin): Translation / Transliteration / Transcription

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International Humanitarian University. Series “Economics and Management”, No. 25. Part 1. P. 125–129.
7. Romat, E. V. (2008). Advertising in the marketing system. K.: Studcenter.
8. Starostina, A., Kravchenko, V. (2011). The essence and practical application of the method of construction of the categorical apparatus
of economic science (on the example of the concepts “globalization” and “entrepreneurial risk”). Bulletin of Taras Shevchenko Kyiv National
University. Economy. Vol. 128. P. 5–10.
9. Starostina, A. O., Dligach, A. O., & Kravchenko, V. A. (2005). Industrial marketing: theory, world experience, Ukrainian practice:
textbook. K.: Znannya.
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GeertHofstede. SagePublications.
12. Hollensen, S. (2007). Global marketing: A decision-oriented approach. Pearson education.
13. Bradley, F. (2005). International marketing strategy. Pearson Education.
14. Cateora, P. R., Gilly, M. C., & Graham, J. L. (2005). International Marketing. 15th edition.
15. Kanishchenko, O., Spivakovsky, S., Spivakovsky, T., Elalfy, Sh. (2018). Marketing Strategies of Companies in Internationalization
Process. Journal of Advanced Research in Law and Economics. Quarterly, Volume IX, Issue 6 (36), Fall. 2155–2163.
16. Onkvisit, S., & Shaw, J. (2009). International marketing: strategy and theory. Routledge.



Аuthor: M. Sitnicki, Dr. Sci. (Econ.), Prof., ORCID ID: 0000-0002-0452-0404,
D. Kurinskyi, PhD student, ORCID ID: 0000-0001-9025-778X
Taras Shevchenko National University of Kyiv, Kyiv, Ukraine

Annotation: The study evaluates the effects of the “grain agreement” to unblock grain exports during Russian aggression. The paper starts with an analysis of the existing export potential before the start of hostilities on the territory of Ukraine. Wheat exports accounted for 12% of all world exports, barley accounted for 15–20%, and sunflower oil was over 50% of world exports. Seaport international shipping provided export of 5–6 million tons per month. In particular, the ports of Mykolaiv, Odesa, and Chornomorsk in 2021 ensured the transportation of 49.5 million grain out of 51,2 million tons. The structure of the export of grain crops from Ukraine to the countries of the world testified that the export of grain to Asia and Africa was 50–80%, and in the countries of Europe and the European Union, this indicator (except for Ireland) was 20–50%. To unblock three Black Sea ports in the south of Ukraine – “Odesa”, “Pivdennyy”, “Chornomorsk”, the document “Initiative for the safe transportation of grain and food products from Ukrainian ports”, or “grain agreement” was signed with the participation of official representatives of Ukraine, Turkey, and the UN, on July 22, 2022, in Istanbul. Continue reading


Аuthors: D. Tretiak, PhD (Econ.), Assosiate Prof., ORCID ID: 0000-0002-1610-6905,
N. Miedviedkova, PhD (Econ.), Assosiate Prof., ORCID ID: 0000-0001-6359-561X
Taras Shevchenko National University of Kyiv, Kyiv, Ukraine


The article analyzes the risk management of public finances in Ukraine, considers foreign experience during the crisis, and suggests ways for improvement. The tools for mitigating fiscal shocks in times of crisis are considered, and tools that are used in a world practice are identified. The
financial and economic crises have become an obvious indicator of what tools different states are ready to use, depending on the level of their economic development and the degree to which risk management is implemented in fiscal processes.
Continue reading