TRANSFORMATION OF ORGANIZATIONAL AND MANAGEMENT MODELS OF SMALL BUSINESSES WITH THE IMPLEMENTATION OF DIGITAL TECHNOLOGIES

Abstract

This article aims to conceptually substantiate and empirically verify evolutionary shifts in the internal architecture of microeconomic entities initiated by the integration of information and communication paradigms. The subject of the study is the structural and functional transformations of small business organizational and managerial models, arising under the influence of end-to-end digital technologies aimed at minimizing transaction costs and employee behavioral resistance. The goal of the study is to develop a tool for assessing the effectiveness of organizational redesign, providing predictive diagnostics of the readiness of the management core, participatory design of business processes, and the adaptation of owner roles. The study is based on the use of a modified translogarithmic production function with the inclusion of a structural entropy block, correlation and regression modeling methods, network organizational analysis, and a stratified empirical cross-section, which makes it possible to quantitatively establish the synergy between technological saturation and decentralization of decision-making. It is shown that the implementation of software products individually without subsequent restructuring of the business process topology does not provide a statistically significant increase in operational flexibility, transforming the hidden costs of adaptation into a factor of systemic crisis. The author outlines a typology of organizational and managerial configurations, stratified by the degree of structural readiness to absorb innovations, as well as an algorithmic mechanism for selecting digital tools based on an organizational compatibility filter. It is established that the effectiveness of digital evolution depends on the rationality of the selected technological stack and the actual cognitive capabilities of the management core, since copying corporate practices necessitates the preliminary calibration of internal regulations. The study contributes to the development of a methodological apparatus for regional management and organizational economics by rethinking the nature of intra-firm changes in the digital paradigm and also provides a basis for the formation of targeted operational design strategies focused on the macroeconomic stability of the small business sector during a period of turbulence.