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RESEARCH CENTRE FOR INDUSTRIAL DEVELOPMENT PROBLEMS of NAS of Ukraine (KHARKIV, UKRAINE)

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Liburkina L. M.

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A Management Strategy for Entrepreneurial Structures in Ukraine’s Energy Sector
Negliad A. V.

Negliad, Andrii V. (2026) “A Management Strategy for Entrepreneurial Structures in Ukraine’s Energy Sector.” Business Inform 5:103–114.
https://doi.org/10.32983/2222-4459-2026-5-103-114

Section: Problems of Business

Article is written in Ukrainian
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UDC 338.242:620.9(477)

Abstract:
The article develops the scientific and practical aspects of forming a management strategy for entrepreneurial structures in Ukraine’s energy sector amid growing external and internal challenges. It has been found that traditional approaches to managing energy enterprises are gradually losing efficiency due to increasing uncertainty in the operating environment, the need for rapid responses to crises, and higher demands for the adaptability of management systems. The feasibility of using the conception of multi-level management relevance, which involves aligning strategic decisions at the micro, meso, and macroeconomic levels, is substantiated. It is proposed to define the management strategy for entrepreneurial structures in the energy sector through the integration of cognitive, reflective, resilient, and antifragile components. It has been proved that it’s the combination of these characteristics that creates the conditions for forming a new model of energy enterprise development, capable not only of withstanding external shocks but also of turning crisis impacts into additional growth opportunities. A conceptual model of management strategy for entrepreneurial structures in the energy sector has been developed, based on the principle of energy effect as the integrated result of implementing management functions. The role of planning, organization, motivation, coordination, control, and regulation in ensuring the long-term competitiveness of energy sector enterprises has been outlined. It’s been argued that the efficiency of modern management strategies should be evaluated not just by financial results but also by the system’s ability to self-organize, learn, adapt, and generate new development opportunities.

Keywords: management strategy; energy sector; entrepreneurial structures; cognition; reflectiveness; resilience; antifragility; synergistic effect; management relevance.

Fig.: 2. Tabl.: 7. Bibl.: 19.

Negliad Andrii V. – Postgraduate Student, Department of Management and Administration, Educational and Research Institute «Karazin Business School» of V. N. Karazin Kharkiv National University (1 Myronosytska Str., Kharkiv, 61002, Ukraine)
Email: [email protected]

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