INSTITUTIONALIZATION OF PROJECT MANAGEMENT IN TERRITORIAL COMMUNITIES THROUGH THE LENS OF CORPORATE GOVERNANCE PRINCIPLES

Abstract

The article examines the theoretical and methodological foundations of the institutionalization of project management within the system of local self-government through the lens of corporate governance principles. The relevance of the study is обусловлена the need to transition from the fragmented use of the project approach to its systematic integration in the context of martial law, post-war recovery, resource constraints, and increasing demands for transparency and accountability in managerial decision-making. Particular attention is paid to the analysis of institutionalization as a stage in the evolution of management systems that ensures the sustainability and reproducibility of project activities within territorial communities. The purpose of the study is to substantiate the theoretical and methodological foundations of the institutionalization of project management and to develop a conceptual model for its implementation based on corporate governance principles. The research employs systemic, structural-functional, comparative, and logical generalization methods, which enable a comprehensive analysis of contemporary approaches to organizing management processes in territorial communities. The results of the study demonstrate that the institutionalization of project management involves the formation of stable regulatory, organizational, procedural, human resource, and digital components that ensure the alignment between strategic planning and project implementation. The role of corporate governance principles such as transparency, accountability, responsibility, and stakeholder orientation are identified as the foundation for building an effective management system. The article proposes an original definition of the institutionalization of project management. It develops a conceptual model based on the integration of three levels of governance (strategic, institutional, and operational), three mechanisms (regulation, coordination, and control), and three outcomes (efficiency, accountability, and trust). It is substantiated that implementing the proposed model enables the transition from the synergy of management approaches to the institutional sustainability of territorial community development management. The practical significance of the results lies in their applicability to improving the performance of local self-government bodies, enhancing project management practices, and ensuring transparency in resource utilization. The conclusions emphasize that the institutionalization of project management constitutes a key direction for the modernization of public administration under contemporary challenges. Further research should focus on developing indicators of institutional capacity based on corporate governance principles, advancing the digitalization of management processes, and adapting institutional models to post-war recovery conditions.