Olga Kostyuk

The article is devoted to the study of topical issues related to management consulting in corporate governance.

The COVID-19 pandemic has become a catalyst for changing the technological order of human development and has accelerated the formation of new forms of organization and business. The change of technological orders causes uneven development of scientific and technological progress, as a result of which the existing technologies deepen, which become dominant and can be superimposed on the existing technological way of life. The purpose of the study is to substantiate changes in technology orders and to analyze the process of digitization as a new trend in the internationalization of technology transfer based on data on the dynamics of business meetings at brokerage events recorded in the Enterprise Europe Network (EEN). The use of EEN IT platform tools and general scientific methods such as analysis and synthesis, induction and deduction, and historical analysis has confirmed the differences between the fifth and sixth technological orders and demonstrated the search for new ways of development for small businesses. The study formulated a general strategy for the digitization process and recommendations for the internationalization of technology transfer using Enterprise Europe Network tools in a pandemic, which include intensifying business activities using cyberspace, changing existing forms of organization, and innovation for small businesses. This strategy became the basis for the formation of a new methodological paradigm for managing the process of internationalization of technology transfer, taking into account the peculiarities of the domestic economy in a pandemic.

Introduction. In case of any crisis, leaders have two equally important tasks: to solve the urgent problem of overcoming the crisis situation with the least losses for the organization, and to prevent its recurrence. In anti-crisis management, the personality of the manager, his reaction, behavior and speed of management decisions are extremely important. Individual psychological characteristics and personal characteristics of the manager will determine how to solve the tasks facing the organization, how effective anti-crisis management will be, how the manager will be able to prove himself as a responsible and proactive leader, how effective management decisions will be in difficult and unpredictable situations. The purpose of the article is to determine the role of leaders in anti-crisis management and to determine the behavior of managers in a crisis situation. Results. The definition of anti-crisis management from the viewpoint of cognitive (psychological), socio-political and technological-structural theories of anti-crisis management was characterized. The impact of the crisis on the staff of the enterprise was determined and the perception of the crisis was characterized from two positions: the threat of organization and the impact of the crisis on the manager as a person. A study of the manager’s personal characteristics impact on the effectiveness of anti-crisis management was made, the behavior of the decision maker in determining the measures of strategic anti-crisis management depending on the perception of the crisis by the leader was characterized. An anti-crisis management procedure that takes into account the perception of the crisis by the leader at different stages of the emergence and deployment of the crisis was developed. The influence of the psycho-emotional state on decision-making in anti-crisis management was characterized. The impact on the effectiveness of anti-crisis management of stress resistance and organizational skills of the leader was determined. Conclusions. Awareness of the leaders’ role in anti-crisis management can increase its effectiveness. It is important for the leader to perceive the crisis situation and anticipate the reaction of staff to anti-crisis measures. The high level of stress resistance of leaders and the perception of the crisis from the point of view of possible challenges for the organization, and not for the leader himself, allows to make unconventional decisions that ensure constructive organizational behavior and reduce organizational losses during the crisis. Key words: anti-crisis management, leader/manager, crisis, management.