Petro Mohyla Black Sea National University

This article aims to evaluate and synthesize contemporary scholarly approaches to modernizing administrative law to prevent cybercrime, identify effective tactics, and clarify the pedagogical value of those tactics within legal education. The PRISMA framework guided the selection of pertinent literature, yielding 53 records screened on thematic, chronological, and methodological grounds. Sources span 2019 to 2025 and represent scholarships from North America, Europe, and the Asia Pacific region. Each record was assessed for relevance, methodological rigor, and contribution to the evolving discourse on cyber-legal governance, and appraisal followed accepted evidence-grading protocols. Thematic analysis then structured the evidence. The findings show a pressing need to reform state institutions by establishing specialized cyber units capable of responding rapidly to digital threats. The study further indicates that the effectiveness of cybercrime countermeasures depends on the adaptability and currency of legal norms, underscoring the need to align domestic legislation with international standards. Incorporating emerging technologies, especially artificial intelligence, appears promising for enhancing law enforcement performance and enriching legal curricula. Overall, the research concludes that an effective response to cybercrime requires an integrated strategy that unites legal modernization, technological innovation, and cross-sector collaboration. Such synergy safeguards citizens and key infrastructure worldwide.

Стаття присвячена актуальним питанням формування собівартості продукції з використанням «хмарних» технологій фермерськими господарствами. Проаналізовано методику калькулювання собівартості продукції фермерських господарств, номенклатуру калькуляційних статей. Визначено фактори, які впливають на специфіку виробництва, сезонність виробництва, вплив природньо-кліматичних умов, поєднання різних напрямків виробництва. Обґрунтовано результати дослідження в формування собівартості продукції яка є головним для управлінському обліку. Відповідно до цього виробничий процес має різну тривалість, які обліковуються на різних статтях. Важливим етапом для формування ціни на продукції є точна структура повної собівартості. Автором проаналізовано методи калькулювання та послідовність розрахунку собівартості продукції. Один з важливих факторів є правильне, достовірне надходження первинної інформації, яка в свою чергу зберігається та обробляється в «хмарних» обчисленнях. В подальшому використовуються для прийняття управлінських рішень та формування фінансового звіту, і звіт про витрати.

The article carries out a comprehensive study of the features of the implementation of public-private partnership as a modern mechanism of interaction between the public and private sectors of the economy. The theoretical foundations of public-private partnership are analyzed, including its essence, main goals and forms, with an emphasis on the possibility of effective use of joint resources to achieve strategic objectives of the state and business. Particular attention is paid to the analysis of the main models of public-private partnership used in world practice, in order to determine the most suitable mechanisms for adaptation and implementation in the conditions of Ukraine. The key stages of the implementation of public-private partnership projects are considered, including: formulation of goals and objectives, preparation of a full package of project documentation, search and attraction of investors, conclusion of contracts, as well as constant monitoring of the fulfillment of obligations of partnership participants. An important aspect of the study is the role of regulatory and legal support, which creates a favorable institutional environment for the development of public-private partnership and guarantees the protection of the interests of all parties. The article separately highlights the advantages of implementing public-private partnership, including: attracting private investment in strategic sectors, improving the quality of services to the population, optimizing the financial burden on the state budget. At the same time, the risks and problems that may arise during the implementation of such projects are analyzed: potential conflicts of interest, imperfection of current legislation, as well as limited financial and technical resources of the private sector. Based on the analysis, the author offers a number of recommendations for improving the mechanisms for implementing public-private partnership in Ukraine, taking into account international experience. In particular, ways are proposed to increase the efficiency of public-private interaction by improving the procedures for competitive selection of partners, strengthening control over the implementation of projects, expanding the scope of partnership, and ensuring transparency and accountability at all stages of project implementation.

The relevance of the study stems from the fact that the quality of management in public authorities has become a decisive factor of economic resilience and post-war recovery in Ukraine, as well as a core precondition for the successful completion of the negotiations on the country’s accession to the European Union. The purpose of the article is to substantiate the directions for modernising management in Ukrainian public authorities on the basis of a systematic generalisation of managerial experience accumulated by the member states of the European Union, the United States and Canada. The methodological framework of the research combines comparative analysis of public management models, historical and logical methods, systematisation and synthesis, and the analysis of statistical and analytical data produced by international organisations. The results of the study show that developed countries have gradually moved from the traditional bureaucratic model towards hybrid systems that combine managerial flexibility and performance orientation with the classical values of impartiality, legality and continuity of the civil service. It has been established that the most transferable instruments for Ukraine are strategic planning integrated with medium-term budgeting, performance management built on a limited set of outcome indicators, a professional senior civil service, competency-based human resource management and digital-era governance grounded in an integrated data infrastructure. The practical value of the article lies in the possibility of using its conclusions in the preparation of the new public administration reform strategy of Ukraine for the post-war period and in the design of civil service development programmes.