# 71 363-368 View full article

УДК 658.155:005.334

DOI: https://doi.org/10.36887/2415-8453-2025-2-71

Arefieva Olena,
Doctor of Economics, Professor, Head of the Department of Economic,
State University «Kyiv Aviation Institute»
https://orcid.org/0000-0001-5157-9970

JEL classification: M10, D81, L23, O31

The article explores the issue of ensuring effective anti-crisis management at the enterprise level in the context of increasing risks caused by destabilizing external environmental factors. It is substantiated that the modern economy is characterized by a high level of uncertainty, global shocks, and structural transformations that directly affect the stability of business operations. Effective anti-crisis management must go beyond short-term operational decisions and be integrated into the enterprise’s strategic management system as a continuous function. The necessity of transitioning to a proactive management model is emphasized, one that involves early threat identification, analytical monitoring of the external environment, development of response scenarios, and strengthening internal adaptability. Differences between traditional and anti-crisis management approaches are highlighted, with an emphasis on resilience as a long-term competitive advantage. The study presents an original model of integrated anti-crisis management, which includes four core components: strategic thinking, technological modernization, personnel development, and effective communication. The essence of each component and its impact on enhancing functional flexibility, mitigating vulnerability to external threats, and strengthening organizational integrity are examined. The model is visualized as a multi-level pyramid, reflecting a logical sequence in building internal resilience – from foundational management competencies to achieving strategic goals such as stability and development. It is emphasized that crises not only necessitate anti-crisis actions but can also act as transformation points that open pathways to innovation, modernization, and organizational renewal. In this context, anti-crisis management functions not only as a tool for neutralizing destructive processes but also as a driver of long-term development. A set of practical guidelines is proposed for implementing a systemic anti-crisis approach at enterprises of various scales and industries. The research results may serve as a conceptual framework for designing strategies that enhance economic resilience and managerial agility in a persistently turbulent market environment.

Keywords: assurance, anti-crisis management, resilience enhancement, enterprise operations, risk, threat, strategy, potential, environmental factors, innovations, digitalization.

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The article was received 09.04.2025

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Arefieva Olena. 09.04.2025 . Ensuring anti-crisis management increasing the stability of enterprise operations when risks and dangers are increasing. The journal "Ukrainian Journal of Applied Economics and Technology". 2025 / #2. 363-368pp. https://doi.org/10.36887/2415-8453-2025-2-71

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Arefieva Olena. "Ensuring anti-crisis management increasing the stability of enterprise operations when risks and dangers are increasing". The journal "Ukrainian Journal of Applied Economics and Technology". 09.04.2025 . https://doi.org/10.36887/2415-8453-2025-2-71

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