Communications - Scientific letters of the University of Zilina X:X | DOI: 10.26552/com.C.2026.037

Innovation Management Strategies in Transport Systems: Creativity and Management Practices

Tahir Taghiyev ORCID...1, Nataliia Hurzhyi ORCID...2, Taras Mukha ORCID...3, Mykyta Artemchuk ORCID...4, *, Olena Volska ORCID...5
1 National Aviation Academy, Faculty of Economics and Law, Department of Management, Baku, Azerbaijan
2 Zaporizhzhia National University, Faculty of Management, Department of Entrepreneurship, Management of Organizations and Logistics, Zaporizhzhia, Ukraine
3 Kharkiv National Automobile and Highway University, Faculty of Management and Business, Department of Management, Kharkiv, Ukraine
4 Prom.ua, Kyiv, Ukraine
5 Kherson National Technical University, Department of Public Administration and Local Self-Government, Khmelnytskyi, Ukraine

Digital transformation driven by AI and IoT is reshaping transport systems and challenging traditional management frameworks. In this study is evaluated the effectiveness of innovation strategies through a system of composite indices. Using the secondary data from the European Commission JRC, Eurostat and Precedence Research, the economic modelling is applied - including a multilevel CAGR decomposition with logarithmic representation - to examine growth rates and structural coefficients. The Smart Transport sector (CAGR 15.3%) grows three times faster than the traditional ITS market (5.1%) and is projected to reach €219.98 billion by 2028. Recommendations include diversifying investment sectors, raising R&D intensity, and integrating innovative management practices. Future research should focus on longitudinal monitoring of R&D transformation into practical transport innovations.

Keywords: innovation management, transport systems, R&D investments, Smart Transportation, ITS, creativity management
Grants and funding:

The authors received no financial support for the research, authorship and/or publication of this article.

Conflicts of interest:

The authors declare that they have no known competing financial interests or personal relationships that could have appeared to influence the work reported in this paper.

Received: April 29, 2026; Accepted: June 1, 2026; Prepublished online: June 22, 2026 

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