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मध्य प्रदेश सरकार ने नई शुरू की गई मध्य प्रदेश एकीकृत मत्स्य उद्योग नीति 2026 के तहत कुवैत स्थित ज़बेदी अल कुवैत फिशरीज कंपनी और इंदौर स्थित कामदार केयर के साथ ₹7,430 करोड़ के ऐतिहासिक निवेश और बायबैक समझौते पर हस्ताक्षर किए हैं। मुख्यमंत्री डॉ. मोहन यादव की उपस्थिति में हस्ताक्षरित इस समझौते का मुख्य फोकस चार प्रमुख जलाशयों—इंदिरा सागर, बरगी, बाणसागर और बारना—में उन्नत केज कल्चर सिस्टम विकसित करने के साथ-साथ एक्वापोनिक्स और हाइड्रोपोनिक्स को एकीकृत करना है। इसका उद्देश्य 35,000 रोजगार उत्पन्न करना, अंतर्देशीय मछली उत्पादन को 4 लाख टन बढ़ाना और लगभग ₹6,000 करोड़ के मत्स्य निर्यात का लक्ष्य हासिल करना है।of submission: 08.06.2023 accepted: $29.06 .2023$ \section{The influence of human resources' intellectual development on the competitiveness of direct sales organizations in Ukraine} \author{ Oksana Penkova ${ }^{A}$, Inna Shkurat $^{B}$, Maryna Leshchenko ${ }^{c}$, \\ Olena Mykhailenko ${ }^{D}$, Alla Liashenko L $^{E}$ } A, B, C, D, E Department of Management and Business Design, Kyiv National University of Technologies and Design, Ukraine \section{Abstract} The main goal of this study is to trace how the level of human resource (HR) intellectual development affects the competitiveness of direct sales organizations (DSO). The sample for the empirical research includes 220 individual independent distributors of DSOs located in Ukraine. To form the analytical database, a survey of the personnel of these enterprises was conducted. Structural equation modeling, variance, regression, correlation, factor and cluster analyses were used. According to the calculated indices of internal consistency, convergent validity and values of average variance extracted, construct validity was achieved for all 4 measurement models of continuous development of human resources (CDHR), learning organization (LO), psychological capital of human resources (PC) and competitiveness of organizations (CO). The structural equation modeling approach allowed the identification of direct, indirect, and general interaction between intellectual factors of HR development and CO. According to the obtained results, a high positive direct and indirect impact on the competitiveness of direct sales enterprises has been determined through factors of the organizational environment, psychological capital and intellectual development of employees. Dynamic human resources capabilities act as a significant and positive predictor for determining CO. The model developed in the work allowed the grouping of distributors and identified critical intellectual triggers, whose correction will help to adjust the target vector of staff development and overall performance. Keywords: competitive advantages, target intellectual vector, human potential, modeling of relationships, multi-level marketing \section{Introduction} In modern operating conditions, high potential for socio-economic development cannot be formed only by material parameters and physical actions of the elements of production systems. It is actualized precisely in their intellectual features and management components through intellectual potential. The problem is that the basis for building competitive relations becomes dynamic abilities. Dynamic capabilities refer to the ability of organizations to form high potential and integrate, build and reconstruct internal and external competencies to counter the threats of rapidly changing situations in of social division. One of the effective directions of such work is the implementation of corporate educational projects and organizational change programs aimed at personal growth of the person in the team. They allows the qualitative transformation of the characteristics of employees and human resource structures with low transactional and significant integration impact. The direct sales industry, also known as multi-level marketing (MLM), in Ukraine continues to grow actively in modern conditions. This field of activity covers hundreds of thousands of individual independent distributors. Each of them sells goods or services to end consumers on /na commission basis (Zahradnikova et al., 2021). The effectiveness of organizations in this area is based on highly professional activities. For independent distributors, direct sales organizations (DSOs) should generate professional motivation, direct individual goal setting, internal communications, training, dynamic professional abilities, social and corporate values. That is, direct sales organizations can function effectively on the basis of a human capital building system that ensures the continuous development of human resources (CDHR), the formation of psychological capital (PC), and the conditions for learning organization (LO). Therefore, research aimed at finding modern paradigms, approaches and specific models of human resource development based on its intellectual vector as a key predictor of building competitive advantages of high performance of organizations is actual and demands solutions. The aim of the research is to simulate the direct, indirect and comprehensive impact of the indicators of human resources' intellectual development and factors of organizational space (environment of continuous selfdevelopment, organizational communication, system of socio-corporate coordinates) on the target vector of improving the competitiveness of direct sales organizations in Ukraine. \section{Literature review} Modern approaches to human resource (HR) development as a key determinant of organizational competitiveness require clear targeting and meaningful focus on human capital features. Human capital is determined by unique individual and group characteristics of employees (Al-Azzam, 2017). They affect the strategic, social, innovative and intellectual aspects of organizational management, which helps to optimize target processes and achieve competitive results in activities (Penkova et al., 2021). In the system of direct sales organizations, individual and group results of human potential development depend to a high degree on socio-economic motivation, leadership characteristics, relationships in organizational units and the degree of realization of personal initiatives (Zahradnikova et al., 2021). In multi-level marketing, each individual independent distributor forms an intellectual vector. That is a set of educational and research initiatives, targeted knowledge, skills, competencies, and motivational priorities aimed at professional personal achievements, organizational interaction, and customer communication (Zahradnikova et al., 2021). The intellectual vector of direct sales organizations determines the main parameters and capabilities of human capital formation through direct training and self-development, social networking, mentorship (or sponsorship), group interaction (Tomic et al., 2016). Therefore, the process of forming the target parameters of the intellectual potential of distributors on the basis of corporate selflearning systems, group coaching, strategic trainings, and system of dynamic capabilities of organizations, requires systematic modeling of such direct, indirect and side effects of management (Echchakoui, 2015). According to research, the construction of effective corporate architecture depends to a high degree on indicators of intellectual interaction. That is defined as organizational and management structures, the system of rules, targets, internal standards, corporate communication models, organizational learning features and other parameters (Guan \& Frenkel, 2018). The degree of organizational development of employees determines their behavior and operational activity within the organization. That forms the prerequisites for organizational learning, sharing and accumulating experience (Tomic et al., 2016). On the other hand, internal corporate communications and information and psychological environment form significant elements of structural capital, affect the parameters of adaptation and professional growth of employees and independent distributors (Al-Qudah et al., 2020). The high importance of group interaction, support and socio-psychological atmosphere in direct sales organizations is emphasized. This determines the parameters of structural capital as a driver for the development of individual features and group communication (Echchakoui, 2015). A critical element of group interaction is mentorship or sponsorship. That is structured and built on the authority of leaders to establish feedback, transfer organizational capital and dynamic capabilities. This creates prerequisites for general integration of individual target results in high corporate indicators. A separate issue in modern conditions is the socio-economic behavior of independent distributors. It acts as an integration indicator of individual results, continuous personal training and the system of group communication (Tomic et al., 2016). This indicator combines continuous human resource development, training organization, psychological capital and overall organization competitiveness. The degree of formation of and dynamic change in positive organizational behavior of independent distributors of direct sales organizations serves as a driver of competitiveness and general success of organizations in market conditions (Moustaghfir & Smail, 2012). It is noted that modern competitive parameters of organizations are formed under the indirect and direct influence of continuous learning processes, self-development /nand intellectual potential of human resources. This, in turn, accumulates dynamic functional and managerial features of organizational design (Penkova et al., 2021). Dynamic capabilities serve as a driver of overall competitiveness. They reflect the potential of rapid adaptation of organizational configuration, redistribution of management resources and adaptation to consumer requests in highly turbulent socio-economic situations (Zahradnikova et al., 2021). In our opinion, analyzing the interaction of these areas allows us to develop an end-to-end model of the intellectual development of human resources in direct sales organizations. At the same time, it can substantiate the structural links between continuous professional development, corporate organizational environment, parameters of psychological capital of personnel and targets for continuous improvement of general competitive advantages of organizations. \section{Methodology} The research program is built on the empirical modeling of structural links between indicators of continuous human resource development (including independent distributors of direct sales organizations) and indicators of the competitiveness of these organizational and socio-economic systems. To determine the properties of latent indicators and trace direct and indirect structural links, a sample survey was conducted. The object of our empirical study was direct sales organizations operating in Ukraine, in particular, individual independent distributors. In our case, the general population is independent distributors of the analyzed business objects (such large operating structures as Amway, Avon, Mary Kay, Oriflame, Tiens). This field of business in Ukraine covers hundreds of thousands of individuals. It is physically impossible to construct and test a continuous monitoring system. Therefore, to model and verify the results, we calculated the required sample size under standard error conditions $(4-5 \%)$ and high statistical reliability $(95 \%)$. The representative sample size for such conditions is $\mathrm{n}=220$ respondents. Individual independent distributors of these organizations were surveyed through structured corporate questionnaires based on targeted self-assessment (Table 1). Questionnaires were distributed among active distributors (registered and who actively conducted sales, training or other activity in the analyzed period). They had different individual career statuses within the organizations - from starting business levels (registered distributors) to high organizational leaders (sponsors, branch leaders, emerald or diamond managers, etc.). The questionnaire formed groups of indicators for assessing latent variables of continuous development of human resources (CDHR), learning organization (LO), psychological capital of human resources (PC) and competitiveness of organizations $(\mathrm{CO})$. The questionnaire was assessed according to a five-point Likert scale (from 1 - completely disagree to 5 - completely agree). This is presented in Table 1. Table 1. Manifest variables (indicators) used in structural modeling of continuous human resource development and organization competitiveness \begin{tabular}{ll} \hline Manifest variable & Definition \\ \hline \multicolumn{1}{c}{ CDHR - Continuous Development of Human Resources (4 measurement variables) } \\ \hline cdhr1 & Active professional and personal training (using internal systems of courses, master classes, self-learning) \\ cdhr2 & High dynamic career growth and expansion of professional activity within the structure of DSOs cdhr3 \\ Active research initiatives, dynamic accumulation of special knowledge, search for operational and organizational innovations High positive direct target orientation of independent distributors to individual and group results in professional activities \\ \hline LO - Learning Organization (4 measurement variables) \\ \hline lo1 & Developed system of internal organizational corporate communications and target feedback lo2 \\ Developed structure of socio-corporate coordinates (system of professional ethics, social networks, dynamic behavior models) Active support and mentoring of direct sales system leaders (personal sponsorship, corporate mentoring) Systematic dynamic process of learning in of direct sales organizations (group learning, systematic trainings, webinars) \\ lo3 & PC - Psychological Capital of Human Resources (3 measurement variables) \\ lo4 & High socio-psychological status of the staff within the direct sales system (self-efficacy, positive focus, target internal motivation) High adaptation of independent distributors to environmental transformations, flexible communication under risk conditions \\ \hline pc1 & \end{tabular} /nTable 1 (continued) \begin{tabular}{ll} \hline Manifest variable & Definition \\ \hline pc3 & Constructive positive socio-economic behavior of distributors (individual and collective active corporate work) \\ \hline \multicolumn{1}{l}{ CO - Competitiveness of Organizations (3 measurement variables) } \\ \hline co1 & High dynamic market capabilities and positioning of organizations in the context of competition co2 \\ Continuous formation of long-term strategic competitive advantages in of direct sales systems co3 & Professional target focus of operations and corporate structures of direct sales organizations \\ \hline \end{tabular} Source: designed by the authors. The structural scheme of modeling direct and indirect influences of intellectual factors of human resources development and indicators of competitiveness of direct sales organizations in Ukraine is presented in Figure 1. The construct validity of the indicators of the model was checked. The parameters of construct reliability (McDonald's Omega, composite reliability $\mathrm{CR}>0.7$ ), indicator internal consistency (Cronbach's alpha $\alpha>0.7$ ), and convergent validity (Average Variance Extracted AVE $>0.5$ ) were estimated. To identify and segment independent distributors by levels of latent characteristics, we used cluster analysis (with the k-means algorithm). That helped to trace the internal configuration of structural links. At the same time, we could group the subjects according to the indicators of their professional development and psychological state. Figure 1. Empirical design of structural equations modeling of intellectual factors of human resources development on the competitiveness of direct sales organizations