Formation of an adaptive-proactive system for stimulating the investment activity of trade enterprises
DOI:
https://doi.org/10.26661/2522-1566/2026-3/37-22Keywords:
investment activity, trade enterprises, investment stimulation, adaptive management, proactive management, Investment Feasibility Index, scenario forecasting, investment risks, post-war recoveryAbstract
The study aims to theoretically substantiate and develop an adaptive-proactive system for stimulating the investment activity of trade enterprises that combines responses to actual changes with preparation for possible future transformations of their operating environment.
The theoretical framework draws on dynamic capabilities, organisational resilience, scenario-based and risk-oriented management. The study applies systems and structural-functional approaches, analysis and synthesis, comparison, generalisation, and managerial process modelling. The Investment Feasibility Index, which characterises the current state of a trade enterprise's investment activity, serves as the analytical basis.
An adaptive-proactive system operating as a continuous management cycle has been developed. The adaptive loop revises investment decisions in response to actual changes, whereas the proactive loop identifies potential opportunities and threats in advance and prepares alternative courses of action. The system integrates current-state assessment, analysis of the internal and external environment, scenario forecasting, risk assessment, stimulation measures, monitoring, and feedback.
The system enables differentiation of investment directions, scale, and stimulation measures according to the enterprise's current state, anticipated scenario, and risk level, while establishing conditions for revising adopted decisions.
The scientific value lies in integrating adaptive and proactive management with investment feasibility assessment, scenario forecasting, and risk-oriented support within a recurring process of formulating, implementing, monitoring, and adjusting investment decisions at the trade-enterprise level.
JEL: D81, G31, L81, M10.
References
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Song, S., Shi, X., Tappia, E., Song, G., Melacini, M., & Cheng, T. C. E. (2024). Why does omni-channel allow retailers to foster supply chain resilience? Evidence from sequential mixed methods research. International Journal of Logistics Research and Applications, 27(9), 1505–1528. https://doi.org/10.1080/13675567.2022.2159350
Stanton, M. C. B., & Roelich, K. (2021). Decision making under deep uncertainties: A review of the applicability of methods in practice. Technological Forecasting and Social Change, 171, 120939. https://doi.org/10.1016/j.techfore.2021.120939
Teece, D. J. (2007). Explicating dynamic capabilities: The nature and microfoundations of sustainable enterprise performance. Strategic Management Journal, 28(13), 1319–1350. https://doi.org/10.1002/smj.640
Teece, D. J. (2018). Business models and dynamic capabilities. Long Range Planning, 51(1), 40–49. https://doi.org/10.1016/j.lrp.2017.06.007
Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509–533. https://doi.org/10.1002/(SICI)1097-0266(199708)18:7<509::AID-SMJ882>3.0.CO;2-Z
Torres, R., Sidorova, A., & Jones, M. C. (2018). Enabling firm performance through business intelligence and analytics: A dynamic capabilities perspective. Information & Management, 55(7), 822–839. https://doi.org/10.1016/j.im.2018.03.010
Verhoef, P. C., Broekhuizen, T., Bart, Y., Bhattacharya, A., Dong, J. Q., Fabian, N., & Haenlein, M. (2021). Digital transformation: A multidisciplinary reflection and research agenda. Journal of Business Research, 122, 889–901. https://doi.org/10.1016/j.jbusres.2019.09.022
Wright, G., Cairns, G., O'Brien, F. A., & Goodwin, P. (2019). Scenario analysis to support decision making in addressing wicked problems: Pitfalls and potential. European Journal of Operational Research, 278(1), 3–19. https://doi.org/10.1016/j.ejor.2018.08.035
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