COVID-19 PANDEMIC AND FULL-SCALE WAR IN UKRAINE – GLOBAL CHALLENGES FOR RESISTANCE MANAGEMENT
DOI:
https://doi.org/10.32782/inclusive_economics.4-3Keywords:
resilience, drivers of resilience, COVID-19 pandemic, business model, global crisisAbstract
Introduction. At all stages of its development, every company faces unexpected events that can lead to paralysis of certain areas of work or the entire business, disruption of supply chains, loss of customers and reduced profits. These events can be caused by external or internal factors. In this case, the ability of the organisation as a whole and its individual employees to cope with adversity and return to normal operating parameters, which is called “resilience”, comes to the fore. Purpose. The purpose of the article is to synthesise various studies, the first group of which concerns the basic aspects of the development of the theory of resilience, and the second - the impact of global challenges on the resilience of Ukrainian companies in various industries and activities. Methods. To solve the tasks set out in the article, the author uses general scientific and special research methods, in particular, observation, analysis, synthesis and generalisation. The study is based on the analysis of strategies for ensuring business resilience of domestic companies in the context of challenges related to the war. Results. The latest research on the definition of resilience has identified three main areas that are developing in relative isolation from each other in the scientific literature: managing the strengths of company personnel; adaptability of business models; and development of resilient supply chains. The global nature of the current crises, complicated by their additive nature, poses new challenges for resilience management at the level of the country and local communities, as well as at the level of business entities and individuals. Case studies of such Ukrainian market leaders as: Nova Poshta, Ukrposhta, DTEK, PrivatBank, ATB Market and Ukrainian Railways, over the past 2 years, demonstrate that the companies have, to a greater or lesser extent, coped with the negative impact of the war on the sustainability of their business models. Conclusion. Based on the experience of the largest players in the domestic market, the following strategic measures can be identified that allow domestic enterprises to remain competitive in times of crisis and global challenges: focus on digitalisation and digital transformation, business diversification, intensification of cooperation with local communities and access to international markets.
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