CORPORATE CULTURE AND COMPLIANCE CONTROL AS ELEMENTS OF CORPORATE GOVERNANCE AND ECONOMIC SECURITY OF UKRAINIAN JOINT-STOCK COMPANIES IN THE CONTEXT OF EUROPEAN INTEGRATION

Abstract

The article examines the role of corporate culture and compliance control as interrelated elements of the corporate governance and economic security system of Ukrainian joint-stock companies in the context of European integration. The relevance of the topic is обусловлена by profound institutional transformations taking place in Ukraine in the process of harmonizing national corporate legislation and management practices with European Union standards, particularly in the areas of transparency, accountability, anti-corruption policy, and investor protection. It is substantiated that under contemporary conditions corporate governance cannot be limited solely to formal mechanisms of control and regulation, but must rely on the integration of “hard” institutional compliance instruments with the “soft” behavioral factors of corporate culture. It is demonstrated that corporate culture shapes an internal environment of trust, responsibility, and ethical conduct, which determines how compliance requirements are perceived and effectively implemented by personnel and management.

The purpose of the article is to substantiate the role of corporate culture and compliance control as interrelated elements of the corporate governance and economic security system of Ukrainian joint-stock companies in the context of European integration.

The research methodology is based on the application of methods of analysis, systematization, modeling, and graphical representation of results.

It is proven that corporate culture performs the function of an internal institutional environment that determines the perception of compliance rules, norms, and standards, whereas compliance control ensures the mechanism of their practical implementation, monitoring, and enforcement. It is revealed that Ukrainian joint-stock companies are characterized by the problem of fragmented implementation of compliance practices, when such practices exist in isolation from corporate culture and are not integrated into the system of strategic management. This reduces the effectiveness of corporate control and creates additional risks in the process of adapting to European corporate governance standards. In this regard, a model has been developed to illustrate the impact of compliance control and corporate culture of joint-stock companies, as elements of corporate governance, on the level of economic security and investment attractiveness.

Prospects for further research in this area should be associated with the development of methodologies for the quantitative assessment of the maturity level of corporate culture and the effectiveness of compliance systems in the context of enterprise economic security.