IMPACT OF INTELLECTUALIZATION ON THE MANAGEMENT SYSTEM IN PUBLIC SERVICE ACTIVITIES IN SOCIETY 5.0
Article Sidebar
Section
This work is licensed under a Creative Commons Attribution 4.0 International License.
This article is an open access article distributed under the terms and conditions of the Creative Commons Attribution 4.0 International (CC BY 4.0) license, which permits unrestricted use, distribution, and reproduction of the content in any medium, providing that the original author and source are credited.
Main Article Content
Abstract
The purpose of the study is to characterize the impact of intellectualization on the management system in public service activities in society 5.0. The main objective of this article is to determine the factors of intellectualization that significantly affect the effectiveness of management processes in public service. The essence of intellectualization and the management system in public service activities is studied, and an analysis of ordering hierarchies is conducted to identify key factors. The hierarchical analysis method is used. It is established that intellectualization contributes to the optimization of management decisions through the implementation of modern information technologies, improving the skills of employees and automating routine processes. The impact of intellectualization on increasing transparency, flexibility and adaptability of management structures in public service is characterized. The need to integrate innovative approaches to management is emphasized to ensure the effective operation of the public service in the conditions of rapid changes in society 5.0. It is proven that the implementation of intellectualized management systems contributes to improving the quality of public service provision, ensuring better interaction between state institutions and citizens.
Article Details
How to Cite
References
Ahrens, T. (2013). Assembling the Dubai government excellence program: A motivational approach to improving public service governance in a monarchical context. International Journal of Public Sector Management, 26(7), 576-592. https://doi.org/10.1108/IJPSM-06-2012-0079
Anderson, C., & Reichert, M. (1995). Economic Benefits and Support for Membership in the E.U.: A Cross-National Analysis. Journal of Public Policy, 15(3), 231-249. https://doi.org/10.1017/S0143814X00010035
Androniceanu, A., & Tvaronavičienė, M. (2019). Developing a holistic system for social assistance services based on effective and sustainable partnerships. Administratie si Management Public, 33, 103-118. https://doi.org/10.24818/amp/2019.33-06
Bielai, S., Antonova, L., Hololobov, S., Yevtushenko, I., & Sporyshev, K. (2024). The impact of a practice-oriented paradigm on public administration and national security. International Journal of Sustainable Development and Planning, 19(1), 277-288. https://doi.org/10.18280/ijsdp.190126
Carmeli, A., & Schaubroeck, J. (2005). How leveraging human resource capital with its competitive distinctiveness enhances the performance of commercial and public organizations. Human Resource Management, 44(4), 391–412. https://doi.org/10.1002/hrm.20081
Demiroz, F. (2017). Governance in Crisis Management. Global Encyclopedia of Public Administration, Public Policy, and Governance (pp. 39-89). Springer, Cham. https://doi.org/10.1007/978-3-319-31816-5_2893-1
Domingues, A.R., Pires, S.M., Caeiro, S., & Ramos, T.B. (2015). Defining criteria and indicators for a sustainability label of local public services. Ecological indicators, 57, 452-464. https://doi.org/10.1016/j.ecolind.2015.05.016
Hololobov, S., & Antonova, L. (2022). Priorities of public administration of the development of the education system in the context of transformation of state policy in the field of culture. Public Administration and Customs Administration, 3(34), 24-32. https://doi.org/10.32782/2310-9653-2022-3.5
Izha, M., Pachomova, T., Lypach, O., Yakubovskyi, O., & Akhlamov, A. (2023). Modeling the cybersecurity of the socio-economic system under martial law. Financial and Credit Activity Problems of Theory and Practice, 3(50), 224–233. https://doi.org/10.55643/fcaptp.3.50.2023.4075
Kapucu, N., & Ustun, Y. (2018). Collaborative crisis management and leadership in the public sector. International Journal of Public Administration, 41(7), 548-561. https://doi.org/10.1080/01900692.2017.1280819
Kruk, S. (2019). Institutional development of public administration in the field of ensuring national security of Ukraine: Doctor of Science in Public Administration: 25.00.05 “Public administration in the field of state security and public order”. NUCSU. Kharkiv. https://nuczu.edu.ua/images/topmenu/science/spetsializovani-vcheni-rady/diskruk.pdf
Megawati, S., Alfarizi, M., & Syamsul, M.R. (2024). Key advantages of the green government initiative in achieving local public service performance and sustainable development. International Journal of Sustainable Development and Planning, 19(11), 4361-4375. https://doi.org/10.18280/ijsdp.191124
Melnychenko, A., & Akimova, O. (2019). Developing competences of public management and administration specialists: Implementation of foreign experience in Ukraine. Advanced Education, 6(13), 89-96. https://doi.org/10.20535/2410-8286.184575
Melnychuk, L., Andriichuk, Y., Chaltseva, O., Shtyrov, O., & Yevtushenko, I. (2023). Countering threats to effective management of personnel potential in the public administration system. Financial and Credit Activity Problems of Theory and Practice, 2(49), 426-434. https://doi.org/10.55643/fcaptp.2.49.2023.4009
Shpak, N., Kulyniak, I., Gvozd, M., Pyrog, O., & Sroka, W. (2021). Shadow economy and its impact on the public management: aspects of financial and economic security of the country's industry. Administratie Si Managment Public, 81-101. https://doi.org/10.24818/amp/2021.36-05