Agilance: An intelligent strategic control and financial planning system for data-driven environments

Leaders play a strategic role in the process of organizational change. Various studies were conducted to show the role of leaders in succeeding change. One famous concept of leaders’ role was the Mintzberg managerial role, which divides the role of the leader into three main roles: interpersonal, informational, and decisional. This research was conducted to explore the leaders’ role in creating organizational readiness to change. The study was conducted at 40 government-owned public health centers in Indonesia, involving 190 midwives as respondents. The study results show that all three leader’s roles were well implemented by the head of the public health center with the best score in the informational role. However, organizational readiness to change at public health centers is not on the same level. The linear regression test indicates that the decisional role has the largest contribution in building the organizational readiness to change. The successfully implemented role of entrepreneurs, disturbance handlers, resource allocators, and negotiators was the key to the successful implementation of changes. Therefore, the advice given was the need for leaders to improve their decision abilities so that the organizational readiness to change becomes better.

Acknowledgment
The researcher thanked the Ministry of Research, Technology and Higher Education, Republic of Indonesia, for funding this research.

One of the main challenges in higher education management is the complexity of resource optimization and increasing volumes of data, which limits the efficiency and accuracy of decision-making. The application of artificial intelligence can address these issues.
The present study aims to identify the key trends, knowledge gaps, and opportunities for further research into the economic effects of using artificial intelligence and ChatGPT tools in higher education. For this purpose, a systematic literature review was conducted to identify and screen the scientific articles related to the topic of this study indexed in Web of Science and Scopus from 1986 to 2024. A total of 234 articles were selected, all demonstrating positive growth both in scholarly output and citation count. The study identified the key contributors to scientific research on this topic by region (the United States, China, and India). It concluded that the relevant research centers are still at an early stage of their development. Based on bibliometric clusters formed by co-occurrence relations, three main areas of research were defined: 1) artificial intelligence in education for decision-making; 2) process automation and digital transformation in educational institutions; 3) artificial intelligence technologies and their application in education.
The study highlights the main areas of economic effects of artificial intelligence and ChatGPT tools in higher education, including reducing administrative costs, saving time for teachers and students, and improving the quality and accessibility of educational process.

Acknowledgments
The publication is part of the research topic “Economic Basics of Technology Diffusion into the National Economy of Ukraine Considering Best International Practices” (№0124U003482).

Extraordinary threats of the large-scale stage of the Russian-Ukrainian war challenged the resilience and capability of all higher education institutions. However, their influence varied with location, infrastructure damage, internal capacity for changes and academic community resilience, external support, and solidarity initiatives. The purpose of this study is to assess the implementation of crisis management decisions and the formation of a crisis response strategy for a university in wartime (on the example of Kherson State University). The assessment draws on thematic analysis, the case method, statistical data analysis, and a survey of academic community members in 2023 (664 students and 150 staff), which focused on identifying a vision of the university’s values and strategic priorities. It showed the priorities of ensuring education quality and research, expanding international cooperation, diversifying funding, and strengthening cooperation with external stakeholders, including employers. The analysis of the university management’s actions in 2022–2024 demonstrated that the university transitioned from a resistance strategy (2022) as the first situational response to the large-scale invasion and occupation to a resilience strategy and the return to progressive development in the years ahead. The paper concludes that successful crisis management follows the key principles: flexibility, value orientation, and scaling up. It offers management guidance for developing a crisis response strategy that can be adapted to the unique needs of other universities: a comprehensive analysis of the crisis situation, crisis communication, planning of resource maintenance, and transparent and participatory decision-making for crisis management based on values and ethical implications.

Acknowledgment
This study is part of project No.101129236+DigiUni-ERASMUS-EDU-2023-CBHE). The research was partly supported by the 2024 BridgeUSA Ukrainian Academic Fellows Program, funded by the U.S. Department of State’s Bureau of Educational and Cultural Affairs (ECA), with additional funding provided by Harvard University and administered by the American Councils for International Education. The opinions expressed herein are the authors’ own and do not necessarily express the views of either the Bridge USA or American Councils.
The authors express their gratitude to the vice-presidents, deans of faculties, and academic and non-academic staff of Kherson State University who participated in the development of institutional documents that implement crisis management decisions presented in this paper and form a crisis response strategy for the university during martial law.