FEATURES OF THE DEVELOPMENT OF STRATEGIC MANAGEMENT OF AN ENTERPRISE IN CRISIS CONDITIONS
DOI:
https://doi.org/10.31379/sed.3.6.2025.48Keywords:
strategic management, crisis conditions, enterprise, anti-crisis strategy, development, strategic changes, flexibility, anti-crisis managementAbstract
The article conducts a comprehensive study of the transformation of the strategic management paradigm under the influence of dynamic changes in the external environment and crisis phenomena. The author systematizes the evolutionary path of strategic management, within which five key stages are distinguished: from the initial focus on internal budgeting to modern classical strategic management. Particular attention is paid to the identification of the dominant factors of the modern stage - digitalization and globalization, which radically change the nature of the strategic process, transforming it into a continuous and adaptive system.
In the course of the study, the author analyzed the essence of the crisis as a destructive factor and proved that strategic management errors (in particular, managerial inertia and excessive forecasting horizon) are the determining internal causes of the loss of business sustainability. The most critical types of threats for modern enterprises are identified and classified, among which liquidity crises and the outflow of intellectual capital occupy a priority place.
The scientific novelty of the work lies in the detailing of the mechanism of influence of different types of crises on the change of strategic orientations of the enterprise. The author argues that each category of crisis forms a specific destructive response in the management system: from the forced socialization of the enterprise's mission under the influence of social crises to technological modernization as a reaction to production challenges. The managerial consequences of marketing, financial and personnel crises are identified and systematized, which allows management to proactively identify weaknesses in the strategic control system. Based on the analysis conducted, the author formulates the conclusion that in conditions of martial law and economic turbulence, the successful implementation of the strategy depends on the ability of management to quickly reprioritize goals. Approaches to improving the strategic toolkit through the integration of large data sets and the development of adaptive management models that ensure the relevance of business decisions to the needs of stakeholders and the realities of the crisis period are proposed.
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