Corporate Aspects of Stakeholder Relationship Management in the Implementation of Innovative Information Technology Projects in crisis conditions of increasing environmental risks of creating shared value

Abstract

A conceptual vision of corporate governance of stakeholder relations in the implementation of innovative information and technology projects has been developed as a targeted system of managerial influence on the interests, expectations, roles, responsibilities, communications, and forms of participation of stakeholders, which ensures the coordinated implementation of digital changes, reducing crisis risks, maintaining trust, and creating shared value. It has been established that digital projects in the corporate sector should be considered not as a set of individual technological measures, but as a comprehensive transformation of the corporate system, within which processes, data, management procedures, digital infrastructure, organizational regulations, stakeholder participation models, and mechanisms for distributing the results of digital transformation change. It is proven that in conditions of crisis-related risk growth, stakeholder relationship management should combine the strategic and operational levels: at the strategic level, the goals of digital transformation, priorities for creating shared value, principles of interaction and the permissible level of risk are determined, and at the operational level, communication, coordination, training, risk monitoring, conflict resolution, adaptation of procedures and control of results are ensured. It is substantiated that the corporate mechanism for managing stakeholder relationships during the implementation of innovative information and technology projects should include target, subject, object, institutional, risk-oriented, communication, organizational, personnel, and value components. It has been established that corporate governance of stakeholder relations in digital projects cannot be limited to a formal division of responsibilities or administrative control; rather, it should ensure long-term alignment of interests, fair distribution of responsibility, development of digital readiness, minimization of risks, and the creation of shared value. It has been proven that this approach enables an information technology project to transform from a technical initiative into a tool for corporate adaptation, resilience, and responsible development amid crisis uncertainty.