Change management in operations management: digital development, communication activities, logistics, personnel adaptation

Authors

  • Olena Pavlenko Candidate of Economic Sciences, Associate Professor, Associate Professor Oleg Balatsky Department of Management, Sumy State University, 116 Kharkivska St., Sumy, Ukraine https://orcid.org/0000-0001-5228-2378
  • Tetiana Bondar Candidate of Economic Sciences, Associate Professor, senior lecturer Oleg Balatsky Department of Management, Sumy State University, 116 Kharkivska St.,Sumy, Ukraine https://orcid.org/0000-0003-4781-9462
  • Karina Taranyuk Candidate of Economic Sciences, Associate Professor, Associate Professor Oleg Balatsky Department of Management, Sumy State University, 116 Kharkivska St., Sumy, Ukraine https://orcid.org/0000-0002-9315-5540
  • Stanislav Kotenko Candidate of Economic Sciences, Assistant Professor Oleg Balatsky Department of Management, Sumy State University, 116 Kharkivska St., Sumy, Ukraine https://orcid.org/0000-0001-8684-0163
  • Svitlana Rybalchenko Candidate of Economic Sciences, Associate Professor, Assistant Professor Oleg Balatsky Department of Management, Sumy State University, 116 Kharkivska St., Sumy, Ukraine https://orcid.org/0000-0002-3971-9069

DOI:

https://doi.org/10.5281/zenodo.17456796

Keywords:

operational processes, information technology, digitalization, business processes, logistics operations, communication, personnel

Abstract

Abstract: The article considers approaches to change management in operations management in the context of modern challenges in the activities of enterprises and organizations. The emphasis is on the role of digital development, communication activities, logistics and personnel adaptation as interrelated components of effective change management. The purpose of the study is to develop a conceptual model based on the study of the features of change management in operations management in the context of digital development, improving communication activities, logistics and increasing personnel adaptability. The work uses methods of system analysis, modeling, observation, as well as the method of comparative analysis using the example of ERP, CRM and BI software types. The results obtained confirm that the digitalization of operational processes provides increased flexibility of the organization, reduction of time and resource costs, and increase of planning and forecasting accuracy in the field of logistics. Particular attention is paid to the development of internal communication between departments that coordinate the processes of supply, production and sales, because effective communicative interaction is a key condition for the successful implementation of changes. The article analyzes modern concepts of digital operations management, determines the role of information systems, ERP and SCM platforms, artificial intelligence and analytical tools in supporting management decisions. The study identified two key areas of change management: integration of digital tools into operational processes and staff adaptability. The conclusions highlight the need for a comprehensive approach to change management that combines digital innovation, effective logistics strategy, communication, and staff adaptation to change.The practical significance of the study lies in the ability of enterprises not only to optimize processes, but also to form an analytical base for forecasting market trends, ensuring flexibility in logistics, consistency of actions in communication and personnel resistance to changes during adaptation, which contributes to increasing the efficiency of change management and the competitiveness of the enterprise. Keywords: operational processes, information technology, digitalization, business processes, logistics operations, communication, personnel.

Published

2025-10-27

How to Cite

Pavlenko, O., Bondar, T., Taranyuk, K., Kotenko, S., & Rybalchenko, S. (2025). Change management in operations management: digital development, communication activities, logistics, personnel adaptation. Current Issues of Economic Sciences, (16). https://doi.org/10.5281/zenodo.17456796