Methodological foundations for the implementation of digital innovation management in an organization

Abstract

The article substantiates the methodological principles of implementing digital innovation management in organizations in the context of the increasing digital transformation of the economy, the growing role of data in making management decisions, and increasing requirements for adaptability, flexibility, and innovation of organizations. It is proven that digitalization changes not only the technological tools of activity, but also the very logic of the functioning of the management system, transforming approaches to planning, organization, motivation, coordination, and control. Purpose. The purpose of the article is to substantiate the theoretical and methodological foundations for the implementation of digital innovation management in an organization and to develop a methodology for its implementation based on the adaptation of classical management models to the digital environment and the formation of a system of digital maturity indicators. Methods. The study applies a combination of general scientific and special methods, including abstraction and theoretical generalization, analysis and synthesis, systemic, process, comparative and indicator-based approaches. Their use made it possible to clarify the essence of digital innovation management, identify the main directions of management transformation under digitalization, develop the stages of implementation and justify the system of digital maturity assessment. Results. The article proves that digital innovation management should be understood as an integrated system of principles, methods, digital tools, managerial decisions and innovation practices aimed at ensuring organizational development in a digital environment. A methodology for implementing digital innovation management is proposed, which includes diagnostic, strategic-design, organizational-adaptive, technological-integration, competency-based, analytical-evaluation and corrective stages. The study determines the main directions for adapting classical management models to digital conditions and develops a system of digital maturity indicators covering strategic, process, technological, human-resource, analytical, innovation and cybersecurity dimensions. Conclusions. It is substantiated that the implementation of digital innovation management should be carried out not as a set of isolated digital initiatives, but as a holistic transformation process integrated into the overall management system of the organization. The practical significance of the proposed approach lies in its applicability for diagnosing digital readiness, selecting digital transformation priorities, adapting management models and increasing the validity of managerial decision-making.