The article points out that the process of introducing market relations in Ukraine and the growing role and importance of joint-stock companies in the economic development of the country and well-being of its citizens have created the need of corporate governance that emerged due to changing ownership structures and transition to market relations. The study shows that the corporate form of business organization is a new and complex phenomenon in Ukraine. Corporations (joint-stock companies) are the most widespread and significant form of business organization in the current conditions. It is emphasized that the defining feature of a corporation is that it is owned by shareholders who bought stock. This requires a completely different approach to management and control. The nature, role and principles of corporate governance framework are described. It is reasoned that since management and ownership are separated, there is a need to balance interests of shareholders and management. It is stressed that corporate governance is an important factor in the company’s activity and development, the primary purpose of which is to provide owners with the opportunity to organize and exercise effective control over management. The essence of corporate governance is to achieve a balance of interests for participants of corporate governance, namely: shareholders, managers, supervisory board and other groups and individuals (suppliers, consumers, creditors, government authorities, etc). The role and place of management in corporate governance, their interests and powers are highlighted. The following responsibilities are associated with executive bodies, or management: solving currents problems related to the corporation’s activities, ensuring decision-making by general meeting of shareholders and supervisory board, planning, organizing, motivating, coordinating, and monitoring. It is substantiated that management and corporate governance are different concepts. The key difference is that corporate governance is a wider concept, and management is an integral part of it. The effectiveness of corporate governance rests on the organization of the work of management.

У статті розглянуто трансформацію інституціонального середовища інноваційного підприє мництва в контексті децентралізації системи державного управління в умовах пандемії COVID 19, діджиталізації та сталого розвитку. Доведено, що дифузії інновацій та їх проникнення в економічне, соціальне, політичне середовище буде різнитися у часі та обумовлюватися певни ми домінантами політичного руху, типу економічної системи та чисельними чинниками, що над ходять з зовнішнього середовища і здійснюють вплив на поточні вектори державного розвит ку. Інструменти державного впливу за таких умов повинні відповідати індивідуально історичній національній моделі з активно функціонуючій в ній інституціональній матриці, а також взаємо узгоджуватися з іншими вже діючими механізмами державного регулювання в умовах пандемії COVID 19, діджиталізації та сталого розвитку.

Purpose: The study's purpose was to examine the management of agri-food enterprises' resource-saving development to minimize potential imperfections in managing material and human resources and improve data quality. Materials and methods: A combined analysis was used to display the potential relationships between the agri-food sector achievements and basic indicators of natural resources' sustainability and resilience to risks. The analysis covered Ukraine, Romania, and Poland. The analysis allowed for developing a general management scheme, including a management transformation comparative description in the economic growth context. Results:The study revealed that Ukraine is clearly not on the path to progress in manufacturing enterprises and agriculture, as most of its indicators do not meet global nutrition goals. At the same time, Ukraine remains an export-oriented country. Its agri-food enterprises' activities focus on external markets, corresponding to the priorities of the country's agricultural policy and sustainable development goals of the United Nations organization. Conclusion:The obtained results provide knowledge about and understanding of processes that occur in the agri-food enterprises' organizational structure in countries with different development levels. The awareness of these processes is crucial for effective enterprise management in the resource conservation context.