UK: У статті досліджено трансформацію бізнес-моделей підприємств в умовах зростаючої невизначеності зовнішнього середовища. Обґрунтовано обмеженість традиційних підходів до формування бізнес-моделей, орієнтованих переважно на підвищення ефективності, та доведено доцільність переходу до парадигми стійкості.
Узагальнено теоретичні підходи до трактування понять «бізнес-модель» та «організаційна стійкість», проаналізовано вплив кризових факторів на ключові елементи бізнес-моделі. Запропоновано авторське визначення
стійкої бізнес-моделі підприємства та розроблено типологію стійких бізнес-моделей, релевантну для підприємств, що функціонують в умовах високої невизначеності. Отримані результати мають теоретичне та практичне значення для стратегічного управління розвитком підприємств.
EN: The increasing level of uncertainty in the global economic environment fundamentally changes the conditions under
which enterprises operate. Geopolitical instability, technological disruptions, pandemics, and breakdowns in global value
chains have revealed the vulnerability of traditional business models that are primarily oriented toward efficiency, cost
minimization, and process optimization. While such models may perform well under stable conditions, they often lack the
adaptive capacity required to withstand systemic shocks and prolonged crises.
The article addresses the growing gap in business model research concerning the transition from efficiency-oriented
logic toward resilience-oriented design. Although the concept of organizational resilience has been actively developed in
management and systems theory, its integration into business model research remains fragmented and insufficiently
operationalized. Existing studies tend to focus either on business model innovation without explicitly considering
uncertainty and crises, or on resilience at the organizational level without analyzing the underlying logic of value
creation, delivery, and capture.
The purpose of this study is to provide a theoretical justification for the transformation of enterprise business models
under conditions of uncertainty and to develop a conceptual framework for analyzing resilient business models. The
research is grounded in the synthesis of key theoretical streams, including business model theory, dynamic capabilities,
and organizational resilience.
The article systematizes dominant approaches to defining business models and highlights their limitations in turbulent
environments. It further conceptualizes resilience as a meta-capability that enables enterprises not only to absorb shocks
but also to adapt and transform in response to changing external conditions. Based on this integration, an author’s
definition of a resilient business model is proposed, emphasizing adaptability, flexibility of processes, diversification of
revenue and supply sources, and network-based risk sharing through partnerships.
A key contribution of the study is the development of a typology of resilient business models applicable to enterprises
operating in highly uncertain environments. The proposed typology distinguishes adaptive, diversified, partnershipbased, and niche-stabilization business models, each characterized by a dominant resilience mechanism, transformation
logic, and approach to risk management. The typology is designed as an analytical tool that can support both theoretical
analysis and empirical research.
The findings contribute to the advancement of business model research by shifting the analytical focus from short-term efficiency toward long-term viability and resilience. From a practical perspective, the results may be used by
managers and policymakers to design and evaluate business models capable of sustaining enterprise performance under
conditions of uncertainty. The study also outlines directions for future empirical research, including the
operationalization and measurement of business model resilience and its relationship with firm performance in crisis
contexts.
