Adaptive management mechanism for an industrial enterprise in a crisis environment: conceptual foundations of formation and development
DOI:
https://doi.org/10.26661/2522-1566/2026-3/37-17Keywords:
adaptive mechanism; enterprise management; industrial enterprise; crisis environment; adaptation; crisis management; organisational resilience; dynamic capabilities; scenario planning; organisational learningAbstract
A crisis environment requires an industrial enterprise not only to respond promptly to disruptions but also to revise the rules governing resource utilisation, the methods of action coordination, and the overall organisation of management. This issue becomes especially relevant under conditions of high volatility of external factors, increasing resource constraints, logistical complications, unstable demand, and growing requirements for the continuity of critical production functions. The purpose of the study is to substantiate the conceptual foundations for the formation and development of an adaptive management mechanism for an industrial enterprise. The subject of the study comprises the principles, organisational and economic relations, and procedures for aligning managerial actions with changes in the crisis environment. The study employs comparative conceptual analysis, systemic and process approaches, structural-functional modelling, the scenario method, and logical formalisation. The information base includes scientific publications and official statistical materials. The essence of the adaptive management mechanism is specified, and its formation, functioning, and development are distinguished as interrelated yet substantively different processes. A two-loop model is developed in which operational adjustment is combined with the revision of rules, authority, scenarios, and resource support. It is proposed that the time, resource, and safety feasibility of alternatives should be verified prior to their economic comparison. A hypothetical example illustrates the influence of the preparation budget and response time on managerial decision-making. The scientific novelty lies in specifying the two-loop logic through critical functions, criteria for switching between loops, the distribution of responsibility, and verified response capabilities. The practical significance of the results lies in providing a methodological basis for the development of regulations, decision cards, monitoring dashboards, logs of organisational changes, and procedures for revising managerial rules at industrial enterprises.
JEL: D81, L23, M11.
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