МЕТОДОЛОГІЯ ЕКОНОМІЧНОГО АНАЛІЗУ ІННОВАЦІЙНОЇ ПОВЕДІНКИ ПІДПРИЄМСТВ В ГЛОБАЛЬНОМУ ЕКОНОМІЧНОМУ СЕРЕДОВИЩІ

To enhance the capacity of enterprises to generate and implement innovations, that can be consider as an essential component of business adaptation in the global economic environment, the article examines approaches to the economic assessment of enterprise innovation behaviour in a strategic context. The analysis reveals the absence of a universal method, which necessitates the integrated use of various tools; the appropriateness of combining phased analysis, composite indicators, and a system of quantitative and qualitative criteria; and the consideration of time horizons and industry-specific characteristics, etc.Given the lack of consensus among scholars regarding the applied methods, components, and sequence of analysis, the article recommends a strategy map for enterprise innovation behaviour to improve the effectiveness of economic evaluation. Based on a systemic approach, the strategy map is presented as a strategic tool that reflects cause-and-effect relationships between the organization’s strategic objectives across different perspectives (financial, customer, internal processes, learning and growth). The article substantiates the causal links between the enterprise’s strategic goals, its innovation processes, and financial outcomes.To identify KPIs for each perspective of the strategy map, the article suggests: financial KPIs and matrix methods for comparing research and development conversion into products (RDP) and new product conversion into margin (NPM) based on McKinsey methodology (financial perspective); the 4C framework for managing customer value propositions (customer perspective); expert studies on innovation behaviour priorities for implementing key innovation processes under WINWIN 2030 (internal process perspective); and assessment of innovation culture within the enterprise as a foundation for employee learning and growth.The analytical data derived from the strategy map indicate how individual elements of innovation behaviour influence key innovation processes, thereby facilitating the assessment of the coherence of innovative actions and the identification of priorities for strategy adjustment.