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УДК 351:005.21:364.4

DOI: https://doi.org/10.36887/2415-8453-2026-2-43

Kulik Andriy,
National Technical University «Kharkiv Polytechnic Institute»,
https://orcid.org/0009-0008-8412-3468

JEL classification: H83, L38, I38

It has been established that under conditions of high dynamism in the business environment, increasing turbulence in economic processes, growing uncertainty, and the periodic emergence of crises, changing management at enterprises acquires a strategic character and cannot be reduced merely to current responses to individual external or internal deviations. A theoretical and methodological vision of the strategic aspects of change management in enterprises operating in dynamic business environments has been developed, integrating adaptive, anti-crisis, process-based, program-targeted, and evolutionary approaches to understanding organizational transformations. It has been established that the prerequisites for implementing changes may be associated both with pressure from the external environment, including changes in market conditions, technological shifts, transformations in consumer needs, intensified competition, and institutional constraints, and with internal disproportions in enterprise development, the accumulation of organizational contradictions, a decline in management effectiveness, and the need to renew the potential of the business entity. It has been proven that strategic change management should be based on the timely identification of the nature of a crisis, determination of the scale of its impact on the internal environment of the enterprise, assessment of resource capabilities for response, and selection of managerial actions that ensure not only the short-term overcoming of threats but also the preservation of the long-term development potential. It has been substantiated that the key strategic aspects of change management under crisis conditions include ensuring coherence between current anti-crisis measures and the long-term goals of the enterprise; maintaining the controllability of organizational transformations under conditions of limited time and resources; reducing personnel resistance to change; forming an acceptable image of the enterprise’s future state; coordinating the interests of key stakeholders; preserving critically important competencies; and developing management’s ability to identify weak signals of destabilization proactively. It has been established that the effectiveness of changes in a crisis environment depends not only on the formal correctness of managerial decisions, but also on the level of the enterprise’s organizational readiness for transformation, the quality of communication, personnel trust in management, and the ability of the management system to combine the promptness of response with the validity of strategic choice.

Keywords: changes, change management, strategic management, enterprise, business environment, crisis, anti-crisis management, organizational transformations, adaptation, stakeholders, competitiveness, strategic development.

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The article was received 31.05.2026

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Kulik A. 31.05.2026. Strategic aspects of plant management in enterprise in a dynamic business environment in the mind of crisis situations. Ukrainian Journal of Applied Economics and Technology. 2026. №2. 234-238 pp. https://doi.org/10.36887/2415-8453-2026-2-43

Quote article, MLA style

Kulik A. Strategic aspects of plant management in enterprise in a dynamic business environment in the mind of crisis situations. Ukrainian Journal of Applied Economics and Technology. 31.05.2026. https://doi.org/10.36887/2415-8453-2026-2-43