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Systematizing the Tools for Anti-Crisis Management of Enterprises: The Theoretical and Applied Aspects
Naychuk-Khrushch M. B., Shchur T. I.

Naychuk-Khrushch, Marta B., and Shchur, Taras I. (2025) “Systematizing the Tools for Anti-Crisis Management of Enterprises: The Theoretical and Applied Aspects.” Business Inform 6:48–48.
https://doi.org/10.32983/2222-4459-2025-6-48-48

Section: Management and Marketing

Article is written in Ukrainian
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UDC 330:658

Abstract:
The article examines the theoretical and methodological approaches to anti-crisis management of enterprises in the context of modern socioeconomic challenges and increasing turbulence of the business environment. Special attention is paid to the need for a systematic understanding and classification of anti-crisis management tools as key elements in ensuring stable functioning and adaptive capacity of enterprises. The authors emphasize that effective anti-crisis management is impossible without a clear understanding of the nature of crisis phenomena, their stages of development, and the mechanisms of interaction between enterprises and their internal and external environments. The authors summarize existing scientific approaches to defining the essence of anti-crisis management and outline the main tasks facing enterprise management in a risky environment. An analysis of current scientific research has been conducted, which substantiates the functions and principles of anti-crisis management, especially under conditions of martial law, macroeconomic instability, and global economic transformations. On this basis, the tools of anti-crisis management have been systematized according to their functional purpose (diagnostic, preventive, strategic, operational), area of application (organizational, financial, managerial, personnel), time horizon of action (short-term, medium-term, and long-term), and origin (own, borrowed, mixed). Within the applied aspect, the role of adapting tools to the specifics of the enterprise has been substantiated: industry affiliation, size, phase of the life cycle, available resources, and level of digital maturity. It has been determined that the key factors for the efficiency of anti-crisis tools are the timeliness of their application, the ability for rapid transformation, the combination of preventive and reactive approaches, and integration with the strategic development goals of the enterprise. The article also analyzes practical approaches to selecting anti-crisis management tools and identifies shortcomings in domestic practices of their application, particularly the low level of analytical support for management decisions, the lack of adaptive response models, and insufficient focus on sustainable development. The results obtained can be used to formulate methodological recommendations for developing a comprehensive anti-crisis management system in enterprises, as well as for constructing individual strategies for overcoming and preventing crises. The proposed systematization of tools creates prerequisites for enhancing the efficiency of managerial decisions, helps to reduce risks, and ensures the flexibility of enterprises in the post-crisis period.

Keywords: anti-crisis management, enterprise, management tools, systematization, crisis situation, managerial decisions, strategic resilience.

Tabl.: 3. Bibl.: 18.

Naychuk-Khrushch Marta B. – Candidate of Sciences (Economics), Associate Professor, Lecturer, Department of Management and International Business, Lviv Polytechnic National University (12 Stepana Bandery Str., Lvіv, 79013, Ukraine)
Email: [email protected]
Shchur Taras I. – Postgraduate Student, Lviv Polytechnic National University (12 Stepana Bandery Str., Lvіv, 79013, Ukraine)
Email: [email protected]

List of references in article

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