The article analyzes management science development, examines the management process essence through the business processes allocation as a sequence of actions aimed at achieving the ultimate, measurable and concrete result. The definition of innovative business processes was provided. Their target direction and informational interconnection were distinguished. The scientific-methodical approach to assessing the effectiveness of the information technology implementation in the innovative business process, which involves the all costs and risks gradual account, is proposed. Constructed the enterprise innovative business processes management algorithm and it is substantiated that the use of IT provides shaping of an information management system for innovative business processes, construction of an effective mechanism for their implementation.

Purpose. Organizations develop cyclically, there are changes in the elements of their systems, which are accompanied by changes in the internal and external environment of business entities, their communication processes, and so on. These changes lead to the need for innovations that can be accompanied by integration processes at enterprises. This work is related to the interaction, mutual influence, and penetration of elements of the organization’s subsystems. To ensure the systematic integration of business entities and increase the level of management decisions made by business entities, integration processes in enterprise management should be considered as objects of analysis. The article considers approaches to the analysis of integration processes at enterprises and their corresponding implementation methods that ensure the systematic integration of business entities, and ensure an increase in the level of management decisions made in the field of enterprise integration. Design/methodology/approach. The article uses methods of induction, deduction, methods of theoretical generalization, observation, systematization, etc. Economic, mathematical, and statistical methods and analysis of distribution series are used to assess the self-organization of integration processes in enterprise management. Findings. Based on the results of the analysis, it was established that the ability of enterprises to independently organize integration processes in management subsystems requires more thorough research. Self-organization of integration processes in enterprise management should be carried out according to production, personnel, financial, marketing, information, and management subsystems of the enterprise. As an indicator indicating the state of uniformity (heterogeneity) of the integration system of the enterprise and the level of self-organization, the coefficient of variation should be used, for which the appropriate scale of values is recommended. Originality/value. To assess self-organization and information support of integration processes in enterprise management, the procedure is recommended for: goal setting and defining tasks that should be performed in the process of integration processes in enterprise management self-organization evaluation; information support of evaluation processes; selection of evaluation method; formation of a system of indicators as a means of determining the level of self-organization of integration processes of the enterprise; direct calculations; interpretation of results and formation of management decisions based on the results of self-organization assessment of integration processes in enterprise management. Practical implications. Assessment of the level of self-organization of integration processes took place at LLC “LEONI Wiring Systems UA GmbH”, JSC “Galychpharm”, PJSC “Npk-galychyna”, LLC “Lviv Insulator Company”, LLC “Agrotechnika”, where their subsystems were ranked. The results indicate that the identified levels of self-organization of integration processes for certain evaluation elements are not systematic.

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Conflicts are considered to be the most unpredictable issues in organisations. It is mainly associated with the opposing of ideas and actions which results in causing a hostile state among the members that affects the performance of the organization. Hence, it is imperative for the organization to develop conflict management strategies for avoiding conflicts that can support in its growth. The aim of the following study is to evaluate the relationship between the conflict management strategies and economic growth of the organisation. The research design that is selected for the following study is triangulation method where the researcher attempts to explain the association between the conflicting management strategies and economic growth through interview, questionnaire survey and literature. As per the questionnaire survey, 85professionals has completely provided with the data. In this manner, the correlation technique is performed in which it was identified that the conflict management and economic growth has significant and positiveassociation. Moreover, the types of strategies that are associated with the economic growth comprises of accommodation, collective bargaining, compromising and confrontation whereas avoidance is found to have insignificant association with economic growth.Moreover, the factors responsible for the conflicts are poor communication and information gap. The adverse effect of not resolving conflict is that it leads to demotivation of employees and lower productivity.

Кузьмін О. Є., Жигало О. Ю. Розвиток митного регулювання експортно-імпортної діяльності в умовах використання інноваційної ємності підприємств Статтю присвячено розробленню та обґрунтуванню моделі розвитку митного регулювання експортно-імпортної діяльності в умовах використання інноваційної ємності підприємств. Дослідження ґрунтувалось на вивченні наявних проблем у сфері митного регулювання експортноімпортної діяльності, які перешкоджають ефективному використанню підприємствами інноваційної ємності у напрямі впровадження та комерціалізації інновацій на іноземних ринках. За одержаними результатами дослідження запропоновано конкретні інструменти митного регулювання експортно-імпортної діяльності у розрізі митного оформлення та митного контролю, що відповідають європейській митній практиці. Взаємозв'язок запропонованих митних інструментів знайшов відображення в удосконаленій моделі митного регулювання експортно-імпортної діяльності, котра репрезентує їхню спонукаючу, стимулюючу та активізуючу дію на процеси впровадження та комерціалізації інновацій на іноземних ринках з урахуванням рівня інноваційної ємності підприємства. Розроблена модель розвитку митного регулювання експортно-імпортної діяльності підприємств з урахуванням рівня інноваційної ємності адресується представникам органів законодавчої влади задля удосконалення нормативно-правової бази у напрямі спрощення митних процедур з метою активізації експорту інноваційної продукції вітчизняних підприємств на виконання положень Експортної стратегії України та Угоди про асоціацію між Україною та Європейським Союзом.