Current challenges of the modern model of organizational management of high-tech projects in the region

Introduction. This paper examines the current challenges and features of using the modern model of organizational management of innovative activities of organizations in the region in the context of the onset of the Industry 5.0 period. A comparative analysis of the applied basic management models of organizational and production processes of companies is carried out. The key aspects of using a modern (network-centric) management model are considered. A brief description of the effectiveness of its use for innovative companies in the region is given. The relevance of the research is related to the presence of organizational and technological challenges of managing high-tech projects in the region. The subject of the research is organizational and production management models of knowledge-intensive companies. The scientific novelty lies in the formation of a modern conceptual model for managing innovation and high-tech production of technology companies in the region. The practical significance of the research work carried out lies in the transfer of its mechanism to the management system for managing innovative processes of companies.

Materials and methods. General research methods (abstraction, generalization, synthesis), comparative analysis, study of primary sources (deconstruction method), historical and genetic method.

Results. During the scientific research, 3 main organizational and production models of enterprise innovation management in regional economic systems were selected: 1) functional; 2) design-oriented and matrix; 3) modern or network-centric model. The conditions of use of each of them are determined depending on many factors: how the production organization is built; what is the focus of the business model; what is the scale of production; what is the priority of the main activity: is the release of innovative products; an exception; how many and which departments are involved in the development and implementation of new technological developments.

Conclusions. The described basic management models have their own distinctive features of conducting production and organizational activities. Their choice depends on the specific needs of the business. The use of a network-centric organizational and production model for managing high-tech projects in the region meets the current challenges of Industry 5.0. The key features of the network-centric model are the complete digital integration of all links in value chains, the organization of a smart virtual space and the on-line production of high-tech products.

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