Theoretical and methodological aspects of forming an organizational business model in the conditions of digitalization

Анотація

The article examines the theoretical and methodological aspects of forming an organizational business model under digitalization. It is substantiated that digitalization changes not only management tools but also the very principles of building an enterprise as an organized system, causing a shift from rigid hierarchical structures to flexible, network-based, and modular forms of coordination. Based on a critical generalization of current scientific approaches, it is shown that the organizational dimension of digital transformation is often interpreted in a fragmented manner, while the organizational business model is frequently equated with the business model or reduced to a set of digital management tools. The paper proposes defining the organizational business model as an integrated configuration of management levels, functional and process links, role distribution, decision-making contours, digital infrastructure, data exchange rules, and mechanisms of external coordination. The core elements of this model are identified, and the principles of its formation in the context of digitalization are outlined. It is demonstrated that the key distinction of a digital organizational model lies in the integration of hierarchical, horizontal, and network forms of interaction, data-driven management, process integration, and platform openness. The study argues for combining systemic, process, adaptive, and platform approaches as an integrated methodological framework for shaping an organizational business model in the contemporary digital environment. Prospects for further research include developing indicators of the digital maturity of the organizational model and diagnostic tools to assess enterprise readiness for organizational transformation. Keywords: organizational business model, digitalization, digital transformation, business model, coordination mechanisms, digital infrastructure, data-driven management.

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