DIGITAL AND ECOLOGICAL TRANSFORMATION AS A FACTOR OF STRENGTHENING THE COMPETITIVE POSITIONS OF ENTERPRISES
DOI:
https://doi.org/10.31732/2663-2209-2026-83-225-232Keywords:
digital transformation, ecological transformation, integral assessment, ESG, sustainable development, strategic management, enterprise competitiveness, environmental certification, digital-ecological maturityAbstract
The article substantiates the theoretical and methodological foundations for studying digital and ecological transformation as interrelated strategic directions for strengthening the competitive positions of enterprises under conditions of market globalization, tightening environmental requirements, and rapid development of information and communication technologies. The purpose of the article is to substantiate digital and ecological transformation as interrelated strategic factors of enterprise competitiveness; the object of research is the processes of digitalization and ecological transformation of enterprises. Research methods: systemic analysis, generalization, comparative analysis of international practices, multidimensional index assessment. The essence of digitalization of business processes and its impact on productivity, operating costs, business flexibility, and managerial decision quality is revealed. Environmental certification is characterized: the global number of valid ISO 14001 certificates exceeded 670 thousand in 2024, more than 25 percent above the 2022 figure. ESG components and leading non-financial reporting standards are systematized. Based on international corporate practices, mechanisms of synergy between digital technologies and environmental management within the Twin Transition concept are revealed. It is empirically shown that digital transformation exerts a statistically significant positive effect on enterprise ESG performance, persisting up to three years after implementation. The author’s methodology for assessing digital-ecological maturity based on a multiplicative index is developed and tested on a conditional transport-sector enterprise example: growth of the index from 0.26 to 0.61 was accompanied by a 16 percent reduction in operating costs and market share growth from 9.5 to 13.2 percent. Key barriers to implementation at Ukrainian enterprises are identified and directions for overcoming them are substantiated.
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