The paper is aimed at determining the relationship between personal and organizational values in an innovative company, and the compliance of the basic elements of the organizational culture of an enterprise to the requirements of its innovative development. The main goal of the study is to determine how to improve personnel activity by changing the organizational culture. To achieve the goal of this study, a survey of employees of an innovative Russian company is conducted in order to determine the compliance of the organizational culture as a whole, as well as its main elements (personal and organizational values), to modern business conditions. The main research methods employed are a questionnaire survey, bibliographic analysis, and content analysis. Barrett’s Cultural Values Assessment methodology is selected and adapted to the conditions of active innovative organizations and enterprises in Russia. Based on the application of Barrett’s Cultural Values Assessment methodology, adapted to the specifics of the given company, an assessment of the existing organizational culture is obtained, inconsistencies between the current and desired organizational culture are identified, and recommendations for changing the organizational culture of the company are formulated. It is concluded that organizational culture is an active resource when managing sustainable development, and is part of organizational innovation. A well-grounded and adequate choice of directions and methods for organizational changes is an important factor in achieving business sustainability. The results of the analysis imply the necessity of changing the existing organizational culture of the given company.

The aim of the research is to theoretically substantiate the need for an in-depth assessment of the current organizational potential of a company in order to successfully conduct digital transformation. The study is based on a method developed by the authors for assessing the current organizational potential in accordance with the requirements and characteristics of the digitalization process. The method includes an extended classification of management problems in conditions of increasing uncertainty and the rate of change in the business environment, a methodology for assessing (calculating quantitative values) the main parameters of the Digital Transformation Snake model (DTS model), a graphical representation of a digital transformation model based on improving the organization’s personnel structure. The DTS model includes the identification of two zones of organizational impact on the workforce of the organization: the zone of restructuring of the workforce and the zone of personnel development. The conclusion is made about the use of various technologies for improving the organization’s personnel to achieve a successful digital transformation. Technologies are distributed across the designated areas of organizational impact.

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There is an understanding in the scientific community and business circles that the pace of change has never been as high as it is now, and organizational changes affect all organizations in all sectors of the economy. Change management involves creating appropriate representations of the organization as an object of change – hence the relevance of examining the conceptual models of organization.Aim. The presented study aims to examine the development and evolution of the conceptual models of organization in management theory and practice, with the definition of the type of organizational culture serving as a reflection of the dominant worldview that defines organizational management.Tasks. The authors systematize the conceptual models of organization, identify features and trends in the development of the conceptual models of organization, propose an information processing model for the formation of organizational management that would substantiate the diversity of the conceptual models of organization.Methods. This study uses general scientific methods of cognition and analysis of scientific works of foreign and Russian authors on management.Results. The conceptual models of organization are examined, and the type of organizational culture characteristic of each model is identified. An information processing model for the formation of organizational management is proposed, substantiating the genesis of the diversity of the conceptual models of organization. The study shows that there is no single universal model of organization.Conclusions. The concepts of “human-oriented” organizations are developing within the framework of the “entity – management entity” paradigm. The essence of “human-oriented” organizations is reflected in the following conceptual models: the learning organization (P. Senge, M. Pedler, J. Burgoyne, T. Boydell), the requisite organization (E. Jaques), the horizontal organization (F. Ostroff), the biological organization (F. Gouillart, J. Kelly), the yellow organization (C. Graves, D. Beck, C. Cowan), the green organization (C. Graves, D. Beck, C. Cowan, F. Laloux), the teal organization (C. Graves, D. Beck, C. Cowan, F. Laloux). Each organization creates its own organizational model and the corresponding organizational type of management of joint activities based on its history, cultural environment, and worldview of the organization’s members. The developed conceptual models of organization emphasize the transformative role of the organization’s members and the influence of transformative rather than reproductive processes.

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