CORPORATE CULTURE AS A TOOL FOR TRANSFORMING AGRICULTURAL ENTERPRISES IN THE CONDITIONS OF EUROPEAN INTEGRATION

The article is intended to study the issues of corporate culture as a tool for the transformation of agricultural enterprises in the context of European integration. The purpose of the study is to consider corporate culture as a tool for the transformation of agricultural business, analyze key European approaches and propose a strategy for their implementation in Ukrainian agricultural enterprises. The research methods are theoretical analysis and generalization: analysis of concepts of corporate culture and its impact on the efficiency of enterprise management; comparative analysis: identification of key features of corporate culture transformation in the context of European integration; SWOT analysis: identification of strengths and weaknesses of corporate culture of Ukrainian agricultural enterprises. The main approaches that determine the role of corporate culture in the development of agricultural enterprises: traditional, innovative and adaptive models. Corporate culture is not only an internal regulator of employee behavior, but also a strategic tool for managing the development of agricultural enterprises. Comparative analysis shows that the corporate culture of European agribusinesses is more adaptive, socially responsible and focused on long-term development. It is based on flexible management models, staff involvement, technological innovation and environmental responsibility. SWOT-analysis demonstrates that the development of corporate culture is a strategic task that requires a comprehensive approach and integration of modern management practices. Ukrainian agricultural enterprises that can effectively adapt corporate culture to European standards will gain significant competitive advantages, which will contribute to their sustainable development. Recommendations have been developed for Ukrainian agribusinesses that seek to effectively adapt corporate culture to European standards: implementation of democratic and adaptive management models, creation of a system of personnel engagement and motivation, integration of European ESG standards into corporate culture, strengthening the digitalization of personnel management and business processes, expansion of international partnerships and certification according to European standards. The implementation of these recommendations will contribute to the prospect of further scientific developments in this direction.