ECONOMICS AND MANAGEMENT OF A SOCIAL ENTERPRISE IN THE CONTEXT OF DIGITAL TRANSFORMATION: NEW MODELS OF SOCIAL MANAGEMENT AND RESILIENCE

Abstract

The article addresses a relevant scientific and applied problem – substantiating the theoretical and methodological foundations of economics and management of a social enterprise in the context of digital transformation and developing new models of social management aimed at enhancing the resilience of these enterprises in the current crisis environment. The rapid digitalisation of all spheres of public life, accompanied by military challenges, decentralisation, and European integration processes, poses fundamentally new demands on management models for social enterprises, which must combine technological efficiency, social orientation, and the capacity to adapt to external threats. The study refines the conceptual and categorical framework by systematising scientific approaches to defining social entrepreneurship, social management, and risk management. Based on a critical analysis of contemporary Ukrainian and foreign publications, the key features of social entrepreneurship as a specific type of economic activity that combines the achievement of a social mission with profit generation are identified, and the necessity of distinguishing between the strategic level of social governance and the operational level of social management, which acquires new instrumental capabilities in the digital context, is substantiated. A classification of risks faced by social enterprises in the context of digital transformation is proposed, encompassing technological risks, socially oriented threats, and institutional and managerial challenges. An integral indicator of the riskiness of digital transformation is developed, allowing for a quantitative assessment of the combined impact of different risk groups on the operational stability of an enterprise and the identification of priority areas for preventive measures. Based on an empirical analysis of the activities of 45 social enterprises, a direct correlation is established between the level of digitalisation and key performance indicators – the number of service recipients, client satisfaction levels, operational stability during crisis periods, and speed of adaptation to change. Enterprises with a high level of digitalisation demonstrate the retention of 94.7% of social services during crisis periods compared to 62.5% for enterprises with a low level, while their speed of adaptation to new conditions is nearly four times higher. Correlation analysis confirmed the presence of statistically significant relationships between the use of specific digital tools of social management and performance indicators of social enterprises. A conceptual model of digital social management is developed, the key element of which is a digital platform for managing social impact, integrating the functions of monitoring social indicators, stakeholder relationship management, dynamic risk management, and resource efficiency assessment. An integrated indicator of the effectiveness of digital social management is proposed, combining social performance and the level of realised risks. Mechanisms for building resilience of social enterprises as the capacity to maintain the continuity of social service delivery in crisis conditions are substantiated. Among the main mechanisms are diversification of funding sources using digital channels, digital backup of critical processes, regular risk monitoring, flexible personnel strategies, and integration with the network structures of other social enterprises and civil society organisations. It is demonstrated that the comprehensive application of these mechanisms allows social enterprises not only to adapt to the challenges of the digital economy but also to transform these challenges into opportunities for growth and development. Practical recommendations are developed for managers of social enterprises regarding the phased implementation of digital service delivery platforms and risk monitoring systems, for public authorities regarding the creation of a supportive regulatory and legal environment and support for digital literacy programmes, and for civil society organisations regarding participation in the development of open digital tools.

Promising areas for further research are identified, including the development of sectoral digital standards for different types of social enterprises, investigation of ethical aspects of using artificial intelligence in social management, development of methodologies for assessing the digital maturity of social enterprises, analysis of institutional barriers and incentives for digital transformation of social entrepreneurship in different regions of Ukraine with due regard for the specifics of post-war recovery, as well as a comparative study of Ukrainian and European practices of digital social management for the implementation of best practices.