Actual problems of innovative economy and law

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Adaptive model of anti-crisis management of company viability under conditions of uncertainty

# 41 189-192 Download/view the full text of the article

УДК: 005.334:005.642.4

DOI: https://doi.org/10.36887/2524-0455-2026-2-41

Kyrylo Moiseiev
Postgraduate Student, Department of Management Technologies,
«KROK» University,
https://orcid.org/0009-0001-9626-8671

Published: 31.05.2026

The article examines the transformation of approaches to enterprise anti-crisis management amid nonlinear uncertainty in the modern economic environment. It is evident that traditional anti-crisis management models, which focus primarily on restoring financial stability and returning enterprises to equilibrium, are becoming increasingly ineffective amid turbulence, systemic risks, information asymmetry, geopolitical instability, digital transformation, and the “black swan” effect. The study proves that crisis is no longer an exceptional phenomenon but a permanent characteristic of modern economic systems. The theoretical basis of the research includes the concepts of antifragility by Nassim Nicholas Taleb, the viable system model by Stafford Beer, the theory of dynamic capabilities by David Teece, Gary Pisano, and Amy Shuen, and the concept of organizational resilience developed by Stephanie Duchek. The paper also analyzes modern Ukrainian approaches to adaptive management, economic security, and enterprise resilience. An adaptive-cyclical model of anti-crisis management of company viability under uncertainty is proposed. Unlike traditional stabilization approaches, the developed model is based on continuous adaptation, organizational resilience, strategic transformation, and enterprises’ ability to use instability as a source of development. A distinctive feature of the model is the integration of macro-institutional and infrastructural factors into the enterprise viability management system. The macroenvironment is considered not only an external condition for enterprise functioning but also a structural element of anti-crisis management, constituting the primary level of systemic uncertainty. The central element of the model is the integrated enterprise viability index, which combines resilience, adaptability, dynamic capabilities, and antifragility. The proposed approach allows assessment not only of the enterprise’s current financial condition but also of its long-term ability to function and transform amid systemic uncertainty. The model also includes continuous monitoring of macro-uncertainty, risk interpretation, viability diagnostics, scenario-based decision-making, adaptive management, and organizational learning. The practical significance of the study lies in the potential to apply the proposed model to develop adaptive anti-crisis management systems, improve enterprise resilience, strengthen strategic flexibility, and ensure long-term viability under nonlinear uncertainty.

Keywords: enterprise viability; uncertainty; adaptive management; anti-crisis management; resilience; stability; strategic management.

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Kyrylo M. Adaptive model of anti-crisis management of company viability under conditions of uncertainty. Actual problems of innovative economy and law. 2026. №2. 189-192 pp. https://doi.org/10.36887/2524-0455-2026-2-41

Quote article, MLA style

Kyrylo M. Adaptive model of anti-crisis management of company viability under conditions of uncertainty. Actual problems of innovative economy and law. https://doi.org/10.36887/2524-0455-2026-2-41