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Recent research in the field of business management shows that the problems of the company's employees are closely related to the problems of the company itself. The efficiency of a company, in general and the efficiency of its employees, in particular directly depend on the well-being of staff. On the way to achieving sustainable development goals, the role of gender equality in companies is growing. The article considers gender aspects of the concept of well-being at the workplace as an integrated approach to corporate management, focused on achieving sustainable development goals. The article is aimed at substantiating gender equality as the basis for the well-being of the company's employees. To fulfil this task, direct connection between the sustainable development of a company and the well-being of its employees was identified. Sustainable development is understood as economic growth that does not harm the environment and contributes to the resolution of social problems, finding a balance between economic, environmental and social development. The sustainable development of a company is based on the principle of responsible business conduct and innovative potential, thus opening up new business opportunities for economic growth, as well as environmental and social well-being. Digital and non-digital components of staff well-being are singled out. Non-digital components of well-being are mental well-being, physical well-being, social well-being, and financial well-being. Facing current digital transformation, we propose to supplement this list with the digital well-being of staff. It is substantiated that gender equality is one of the elements of the staff well-being programs. The key gender issues in labour relations are analyzed. These issues are clearly expressed in access to work, professional growth and promotion, and most of all in the representation of women at different levels of management. Having compared the leadership style of women and men and their behaviour in a company, the authors come to conclusion that the staff efficiency is determined by a set of professional knowledge and skills, not gender. The principles of achieving gender equality are systematized and characterized within the concept of well-being at the workplace, and the problems of implementing such an approach are identified.

The article deals with topical issues of providing the innovative development of a business organization in the context of its digital transformation. The article aims at studying the essence and role of digital tools in the innovative development of a business organization. Having based the research on a comparative analysis of various interpretations of digital transformation in the modern economic literature, the authors identify the main areas of its influence: digital transformation of society, business environment, employees, and business activities. The connection between digital transformation and the innovative development of a business organization has been analyzed. It has been found out that, on the one hand, digital transformation is a prerequisite for innovative development of a business organization; and on the other hand, an innovative business organization can be both the generator and ambassador of digital transformation promotion. It has been determined that the innovative development of a business organization depends on such digital components as digitalization of employees, business processes, and management. The following digital tools of innovative development of a business organization have been described: digital workplace, communication facilities, document flow, and intelligence system. It has been established that the main factors hindering the «digital well-being» in business organizations are the following: the managers’ ignorance, excessive conservatism, excessive bureaucratization, the presence of a «technological gap» and lack of resources. Promising areas for further research in this area are the development of new digital tools that would complement the list of the existing ones, and the improvement of the mechanisms for their implementation.

The article considers urgent problems of enterprise management under conditions of external environment instability, studies problems of the enterprise strategic flexibility management. It shows that one of the efficient mechanisms of ensuring strategic flexibility is restructuring of the enterprise business portfolio in accordance with the change of the situation in the target market of enterprise functioning. The goal of the article is development of a model of formation of enterprise business portfolio in the context of ensuring strategic flexibility. The main method of optimisation of the enterprise business portfolio in the context of ensuring strategic flexibility is the use of modification of the Markowitz model of investment portfolio formation. The offered model of the enterprise business portfolio formation allows taking into account changes of external and internal environments and conducting portfolio restructuring in the event of the change of the enterprise target market situation. Prospects of further studies in this direction are detailed elaboration and formalisation of the organisational and economic mechanism of realisation of strategic flexibility at an enterprise.

The article discusses the characteristic features of functioning of the market for corporate control which is an integral part of the internal market in countries with established market relations. The objective of the article consists in generalization and systematization of the existing perspectives on the essence of the market for corporate control, its structure and functions. Based on the comparative analysis of the interpretations of the market for corporate control currently existing in the economic literature, four approaches were singled out which concern interpretation of the essence of the market for corporate control: 1) the approach which defines the market for corporate control as an area where deals on transfer of the rights to exercise control over enterprises occur; 2) the approach that equates the market for corporate control with the stock market; 3) the approach which defines the market for corporate control as a place where the transfer of the property rights to assets of an enterprise takes place; 4) the approach that regards the market for corporate control as an external mechanism regulating corporate operations. The authors propose their own definition of the essence of the market for corporate control. The structure of the market for corporate control was studied as well. The article describes the composition and functions of such basic structural elements of (participants in) the market for corporate control as market actors, market objects, intermediaries, market regulators, and other market participants. Based on the study of the information, regulatory, stimulating, integrating, and control functions of the market, specific properties of their manifestation within the context of the market for corporate control were singled out, which arise from particular needs typical for the participants in this kind of market. The prospects for further studies in this field consist in the analysis of characteristic aspects of formation of individual segments of the market for corporate control and study of the behavior of enterprises with various types of ownership on the market for corporate control [ABSTRACT FROM AUTHOR]