Conceptual models and methodological tools for diagnosing organizational social and communication support

Abstract

The article presents the results of developing a conceptual model and methodological tools for diagnosing the social and communication support (SCS) of organizations under the conditions of digital transformation and martial law in Ukraine. The relevance of the study stems from the need for domestic enterprises to adapt to high uncertainty, structural changes in labor collectives (feminization, aging personnel, shortage of male labor), and the growing role of communications as a strategic resource. The empirical basis of the study is an expert sociological survey conducted in 2026 in 45 Ukrainian organizations of various fields of activity (production - 26.7%, services - 73.3%) and forms of ownership (state - 57.8%, private - 42.2%). A set of methods was used: questionnaires, technical audits, documentation analysis, and monitoring of communication metrics, which ensured data triangulation. The study found significant gaps in the SCS systems of Ukrainian organizations. The most problematic was the cultural-value mechanism: only 26.7% of employees fully share the organization's values, and 22.2% perceive them as purely formal. A low level of systematic feedback was recorded (13.3% of organizations). It was found that 25% of manufacturing enterprises are at the low and transitional levels of VSC development, while none have reached a high level. In the service sector, 30.3% of organizations have a low level of VSC development, and only 6% have reached a high level. Based on the data obtained, a conceptual model of VSC was developed, which integrates four interrelated levels: institutional, technical, cultural-value, and behavioral-management. To quantitatively assess the level of VSC development, an integral indicator, IvSC, with differentiated weighting factors for the manufacturing and service sectors, was proposed. A methodological diagnostic toolkit has been developed, including questionnaires, technical audits, communication metrics, and analytical frameworks, that enables regular monitoring of the state of the VCS. Differentiated practical recommendations have been formulated along three dimensions: by the type of VCS development (adaptive, with hidden potential, technologically dependent, with a critical gap), by the field of activity (production or services), and by the form of ownership (state or private). The implementation of the proposed recommendations will improve the effectiveness of social and communication support, increase staff involvement, and strengthen organizations' adaptability to changes in the external environment.