Oleksandr Dluhopolskyi

Bio: Oleksandr Dluhopolskyi is an academic researcher from Ternopil National Economic University. The author has contributed to research in topics: Population & Business. The author has an hindex of 6, co-authored 33 publications receiving 111 citations.

Stringency of environmental regulations vs. global competitiveness: Empirical analysis

Abstract: At the current stage of socio-economic development of the countries in the context of numerous international summits on climate change, the emergence problem of additional regulatory and tax burdens of environmental standards is nowadays actualized, which creates new challenges and opportunities for the competitiveness of national economies. The formation of a qualitatively new model of greening national economies in the context of welfare is linked to the emergence of radically new challenges: climate change, an aging population, environmental and food crises, new demands on the quality and quantity of public goods, etc. All this requires a review of the fundamental foundations of macroeconomic and institutional analysis of welfare states in the context of the ecological vector of development. A comprehensive statistical analysis of long-term indicators of global competitiveness, environmental performance and the stringency of environmental regulations on a large sample of countries confirms the hypothesis that it is possible to internalize the significant stringency of environmental regulations in welfare states and maintain a high level of global competitiveness against the background of high quality environmental goods. The clinal nature of the country ordination according to the studied indices indicates the absence of a wide gap between countries of different clusters and the possibility of increasing the global competitiveness and quality of the environmental performance of the lower groups by strengthening the stringency of environmental regulations while improving the quality of their institutions and inclusion (through the development of education, science, culture) into the system of individual and social values of environmental preferences.

Ecological Performance: Ethnic Fragmentation versus Governance Quality and Sustainable Development

Abstract: The article is devoted to the consideration of the ethical and ecological aspect of the framework conditions for the welfare state formation. The hypothesis of the negative influence of high ethnic fractionalization on the ecological situation in a country that in the classical welfare states is offset by the high efficiency of government through the initiation of the function of balancing the interests of ethnic groups in the transmission buffer mechanism is tested in the paper. The study used correlation and regression analysis tools using the application statistical software package STATISTICA. The hypothesis of an inverse relationship between the degree of heterogeneous society and the ecological quality is empirically substantiated. It is proved that the quality of governance can weaken the inverse relationship between ethnic fractionalization and the ecological situation in the country. In the welfare states, the neutralization factor of ethnic fractionalization by the quality of governance institutions is traced, which testifies to the existence of an institutional transmission buffer mechanism in the relationship between the structure of society and the offer of environmental goods.

Testing the fruitfulness of the institutional environment for the development of innovative-entrepreneurial universities in Ukraine

Abstract: ARTICLE INFO Andriy Stavytskyy, Oleksandr Dluhopolskyi, Ganna Kharlamova, Anatolii Karpuk and Valeriy Osetskyi (2019). Testing the fruitfulness of the institutional environment for the development of innovative-entrepreneurial universities in Ukraine. Problems and Perspectives in Management, 17(4), 274-288. doi:10.21511/ppm.17(4).2019.23 DOI http://dx.doi.org/10.21511/ppm.17(4).2019.23 RELEASED ON Friday, 20 December 2019 RECEIVED ON Thursday, 10 October 2019 ACCEPTED ON Monday, 25 November 2019

Regulations for Returning Labour Migrants to Ukraine: International Background and National Limitations

Abstract: The current situation on the Ukrainian labour market is not only characterised by a high rate of unemployment, but also by low‑wage jobs with relatively severe requirements from potential employers. The intensive labour migration from Ukraine is forced by factors such as lower standards of living when compared to the standards in neighbouring countries, the flexibility of changing the place of living and working, and the military crisis in the eastern parts of Ukraine, among others. The article is devoted to the policy on the return of labour migrants to Ukraine. The issues of the increasing number of asylum seekers arriving from Ukraine to other European countries from 2008 to 2017, and the analysis of the main migration trends and legal norms relevant to the migration issues have revealed the mismatch in directions of labour migration flows from Ukraine and boundary crossings by other migrants. By means of analysing the interaction between the rate of human development and the efficiency of migrant integration policies, the authors have proposed several strategic tools to ease the return of the labour force to Ukraine, including the cessation of military actions, raising the level of economic progress, fighting corruption, expanding opportunities for small and medium‑sized businesses, and solving environmental problems.

Use of cryptocurrencies bitcoin and ethereum in the field of e-commerce: case study of ukraine

Abstract: Abstract. The article examines integration of cryptocurrencies as electronic payment systems in e-commerce enterprises. Practical usage of Ethereum and Bitcoin cryptocurrencies as electronic payment systems, as well as factors that may affect their functionality are studied. Coinbase Commerce and Bitpay, as market leaders in cryptocurrency payment providers, were analyzed to compare integration issues and commission analysis with traditional payment systems LiqPay, PayPal. It is determined that the factors influencing the integration of cryptocurrencies in the enterprise include the field in which this enterprise is operating, instability of the national currency, development of information technology. It has been proven that e-commerce companies specializing on selling consumer goods could use hybrid cryptocurrency payments in Bitcoin in 50% of transactions and Ethereum in 65% of transactions in the studied timeframe to reduce the cost of the transaction compared to the LiqPay system. Key words: electronic payment systems, cryptocurrency, e-commerce, transactions. JEL Classification D2, C50, G23, G41 Formulas: 0; fig.: 9; tabl.: 2; bibl.: 16.

The Open Society and its Enemies

Abstract: THIS is a book of great length (444 pages of text), great learning (168 pages of notes), but not of commensurate understanding. It is a pity, because its defects may conceal its undoubted merits. When Dr. Popper is not caricaturing writers whose views he dislikes-and he dislikes a great many-he has a useful contribution to make to political thought, and his general moral theory (mainly to be found in the notes) is eminently sane and sensible. But for his passion for tilting at windmills he would have written a better and shorter book. The Open Society and its Enemies By K. R. Popper. Vol. 1: The Spell of Plato. Pp. vii + 268. Vol. 2: The High Tide of Prophecy—Hegel, Marx and the Aftermath. Pp. v + 352. (London: George Koutledge and Sons, Ltd., 1945.) 2 vols., 42s. net.

Violence and Social Orders: A Conceptual Framework for Interpreting Recorded Human History

Abstract: dann zu seinem Gegenstand, der Selbstorganisation in der evolutorischen Ökonomik, zu gelangen (S. 256 ff.). Er vermutet, dass schon Adam Smith den Grundgedanken des Paradigmas „unsichtbaren Hand“ vorweggenommen habe (ebenda). Etwas verwirrend dürfte die Unterscheidung des Autors zwischen Mikround Makroebene sein (S. 257), wenn der Leser an die herkömmlichen Kategorien denkt. Gemeint sind vom Autor die einzelwirtschaftliche und die Ebene des Marktprozesses. Damit dürften die ungeplanten Ergebnisse auf der Marktprozessebene und die nicht intendierten Handlungsfolgen (wiederum bezogen auf die Marktebene) verständlicher werden. Später (S. 254) weist der Autor auf einen bedeutenden Unterschied zwischen der physikalischen und ökonomischen Selbstorganisation hin. Im ersten Fall sind die Systemelemente passiv, währen sie im zweiten Fall initiativ und mit Erwartungen sowie Absichten ausgestattet sind. Die beiden Fälle beschreiben das, was Hayek mit der Unterscheidung von geplanter und ungeplanter oder spontaner Ordnung meint. Für ihn dürfte die ungeplante Ordnung ein Phänomen der Selbstorganisation sein, während die geplante Ordnung ein Produkt der Fremdorganisation wäre. Abschließend kommt der Autor zu dem Ergebnis, dass die Übertragung des betrachteten Paradigmas auf die evolutorische Ökonomik sowohl nach Anwendungsbereich als auch nach Erkenntnisgewinn bescheiden bleibt (S. 260). Das dürfte, gemessen an der ebenfalls der klassischen Physik (Mechanik) entlehnten Neoklassik bescheiden sein. Es kann jedoch auch als Aufforderung angesehen werden, weiterzusuchen, ohne die zentralen Phänomene der Neuerung und Entwicklung aus dem Auge zu verlieren.

Strategic decision making.

Abstract: In challenging times, all leaders would like to improve their strategic decision-making capabilities. I make an effort to read widely in the management literature, including the McKinsey Quarterly. A recent piece1 in that publication caught my attention, and I would like to summarize aspects of it for our readers. A handful of well-regarded techniques to improve strategic decision making are used by global companies, and, perhaps, one or more of these techniques might work in your organization. Let me elucidate a few of them. Experts agree that in any complex human endeavor we need to harness bias; that is, rather than trying to tune out bias, we might encourage it and attempt to balance it with effective decision making. A tool to further this notion is the balance sheet, whereby a leader might ask his direct reports to “Tell me what is good about this particular opportunity, tell me what is bad about it, do not tell me your judgment yet; I don’t want to know.”1 This starts the evaluation process without having to justify and, thereby, frees opinions. Internal leaders are allowed to give their best insights and fully consider the ideas of others. The balance sheet process “mitigates a lot of the friction that typically arises when people marshal the facts that support their case, while ignoring those that don’t.”1 Another technique is creating a culture where failure is not a wrong answer. This process starts with an acknowledgement that Plan A “probably is based upon flawed assumptions and that certain leap-of-faith questions are fundamental to arriving at a better answer.”1 Even in moderate-sized organizations, there is often a sense that Plan A is going to succeed because it’s well analyzed, it’s vetted, it’s crisp, it looks great on the spreadsheet — and it’s the one that everybody has to execute. The reality is that it may not work, and having a corporate culture that recognizes that Plan B might be pretty good gets people off the blame game and rewards those who are able to make a mid-course correction. Yet another technique might be listening to the little voice. This is very difficult for leaders, because no matter how important these individuals are, they may find it difficult to grapple with diverse opinions, especially among their direct reports. Leaders who can change their opinion based on the strength of the arguments around the table are going to be more successful on average than those who cannot. Facing tough people choices is another important skill set for improving strategic decision making. Often, leaders tend to compromise. “It’s very easy to close your eyes and say warm bodies are better then no bodies,”1 but it turns out that it’s best to be unyielding regarding the hiring decision. One should always look for good listeners who are capable of adapting. This is the single most important leadership trait outside of pure competence in one’s field. Another important tool is knowing when to let go, which could mean shutting down a particular drug development program or outsourcing part of another. These are often the hardest decisions to make and the ones that don’t get nearly enough focus. The most difficult decisions are the legacy ones — “the historical investments, the things that are just easier to chip away at rather than make a tough decision.”1 It’s best to have no preconceived commitment to a legacy business. Lastly, a leader’s ability to strike the right balance between decisiveness and timeliness is critical. The best management brains believe that timeliness trumps perfection; to translate, sometimes “the most damaging decisions are the missed opportunities, the decisions that didn’t get made in time. If you are creating a category of bad decisions you’ve made, you need to include all the decisions you didn’t get to make because you missed the window of time that existed to take advantage of an opportunity.”1 This is a skill that can be developed over time. Cultivating internal critics, facing tough people choices, and knowing when to let go are important components of the toolkit that comprises strategic decision making. Healthcare is no different than any other complex business. We can all improve our strategic decision making as we seek to utilize resources parsimoniously and derive the greatest benefit from the people power that our organizations represent. As always, I am interested in your views. You can reach me by e-mail at «ude.nosreffej@hsan.divad». Also, please visit my blog at: «http://nashhealthpolicy.blogspot.com».

On the Integrated Reporting

Abstract: ion of drinking water for production (baseline 2010) –50% –20.9% page 100 Environment, safety and product stewardship Connectivity: BASF sets a lot of references in its report to avoid unnecessary repeats as well as to lead to further details