In modern business reality, given a tendency towards digitalization of the economy, expanding network cooperation and the increasing role of knowledge and technology transfer, the principles of interaction between actors of innovation process are changing drastically. These factors determine a shift from the traditional “closed” innovation model towards open innovation practice. The advantages of open innovation activities are widely discussed, however, a large number of enterprises, involved in such projects face various challenges in managing open innovation. Thus, from a managerial perspective, it is essential for modern companies to find the right balance between benefits and potentially negative consequences of the open innovation model. Although it is an important issue for innovative enterprises to analyse possible risks and benefits of participation in open innovation projects, appropriate managerial instruments of exploring opportunities and threats of such collaboration are still not sufficiently researched. The purpose of the paper is to improve the typology of a company’s open innovation activities and to explore the opportunities and potential risks of open innovation in modern organizations. Methodology. To achieve the above-mentioned purpose of the research, the following scientific methods were used: structural-logical analysis, comparative analysis, systematization, formalization, graphical method. The results of the research show that companies need to develop specific innovation capabilities related to knowledge management in order to provide successful implementation of open innovation: knowledge absorptive capability, knowledge sharing capability and knowledge co-creation capability. A theoretical framework for understanding the linkages between a firm’s organizational capabilities related to knowledge management is offered as a result of the study. The improved typology of a company’s open innovation activities in accordance with the direction of knowledge flows (inbound or outbound) is presented. Based on research findings key potential risks of open innovation practice are systematized which include primarily loss of core knowledge and technologies, problems in protecting intellectual property and complexity in managing interactions with collaboration partners. Practical implications. From a managerial standpoint as a result of the conducted research, the main opportunities and risks of open innovation are defined, which should be taken into account in order to make the right decision on this type of collaboration. Appropriate managerial countermeasures are proposed in the paper to be practically applied to prevent risks of open innovation implementation. Value/originality. The improved typology of a company’s open innovation activities in accordance with the direction of knowledge flows (inbound or outbound) is presented, as well as main risks and managerial challenges of open innovation practice are systematized.

The paper is intended to examine core elements of an innovation management system which is aimed at maintaining a company’s innovation practices, improving its innovation performance, increasing innovation capacities and hence expanding the opportunities for future innovation-oriented activities on a continuous basis. Based on existing industry analysis reports, it is shown that mining companies need to develop specific innovation capabilities, both internal and external in order to adopt knowledge and devise appropriate innovation-driven growth strategies. As a result of the study, through an integrated approach a descriptive overview of the key components of the innovation management system according to the peculiarities of innovation activities in the mining sector is presented. From a practical perspective the paper provides a framework for the identification of the core managerial areas on which attention should be especially focused in order to increase innovation capabilities and improve innovation performance of mining enterprises in the current business environment.

Across the industries, management faces increasing pressure to make digital transformation a strategic priority and embrace the opportunities offered by digitalization, and the mining sector is not an exception in this regard. Whereas it is recognized that within the mining industry digitalization will be a driving force that has a great potential to transform the nature of companies and their interaction with stakeholders at every stage of the value chain, there seems to be a lack of an understanding as to what should be investigated from a managerial perspective for the successful undertaking of the digital transformation initiatives. The paper aims to provide a descriptive overview of the global industry trends with regard to digital technologies in the mining sector, as well as develop a conceptual digital transformation framework that is intended to improve business’ digitization processes for the mining companies by identifying the core managerial areas on which attention should be focused in order to ensure effective implementation of the digital transformation strategy. These main action fields, along with optional additional dimensions could be further elaborated depending on the organizational context and industry environment, and should be taken into consideration when planning and organizing activities directed at delivering effective digital transformations.

The paper is intended to examine the main determinants of the strategic innovation-driven competitiveness of a company that operates in the mining sector. Based on the literature review and industry analysis reports, it is shown that mining companies need to develop specific capabilities in order to devise and implement appropriate innovation-driven strategies and achieve sustainable competitive advantage. As a result of the study, using a system approach a descriptive overview of the main factors affecting the strategic innovation-driven competitiveness according to the specific features of the mining industry is presented. From a practical perspective, the paper provides an analytical framework for the identification of the core organizational capabilities and managerial aspects on which attention should be especially focused in order to gain and hold a strategic competitive advantage and enhance the organizational performance of mining enterprises in the modern business environment.

Аbstract. The current state of the implementation of digital technologies in Ukraine and the world in the context of the information economy development is studied. The key differences are identified, the need for systematic action at both regional and national levels for the effective implementation of digitalization is substantiated. Data on the level of the digital economy development in Ukraine in general, and in the regions in particular, as well as examples of successful implementation of digitalization in some countries, are presented. It is investigated that Ukraine is one of the first places in Europe in terms of population with the Internet access. It is established that the process of digitalization of Ukraine’s economy is qualitatively different from that in developed countries. In the context of rapid development of information economy in order to bridge the existing gap with developed countries in the digitalization process, Ukraine needs to implement a number of measures, including: creating a regulatory framework for digital economy, introducing and promoting digital platforms and services for business and population, establishing education systems in order to effectively train specialists in the digital age, creating an effective digital infrastructure, promoting the implementation of Industry 4.0 technologies in industry, etc.  The implementation of the proposed actions will bring Ukraine closer to the digitalization level of developed countries and increase social and economic development of the state. The article outlines the components of digital transformation of the regions of Ukraine, among which the emphasis is on creating an effective digital infrastructure; the introduction of Industry 4.0 technologies in industry; e-government and training of the workforce according to the requirements of digital economy. It is noted that the digitalization process should be systemic in nature at both national and regional levels. Keywords: digitalization, digital transformation, region, regional economy, information economy. JEL Classіfіcatіon O50; R11 Formulas: 0; fig.: 1; tabl.: 1; bibl.: 25.