РЕСУРСИ ТА КАПІТАЛ ІТ-ПІДПРИЄМСТВА: СУТНІСТЬ ТА ЗНАЧЕННЯ В КРИЗОВИХ УМОВАХ

This article is devoted to the study of the theoretical foundations for defining the essence of an IT enterprise's capital in the context of the modern digital economy. It is substantiated that for the technology sector, a correct understanding of the nature of capital is a strategic necessity that determines the business's ability to survive, adapt, and scale. The study establishes a fundamental distinction between the categories of "resources" and "capital." Resources are defined as a static set of means and opportunities at the enterprise's disposal (material objects, funds, staff). In contrast, capital is presented as a dynamic category reflecting resources already involved in turnover, advanced into activities, and in a state of constant reproduction.The disadvantages of the "static" approach, which reduces the essence of capital to a simple sum of its assets, are analyzed in detail. It is proved that such an approach is limited because it does not account for the internal changes and qualitative transformations that occur with assets during their use. It is emphasized that the capital of an IT enterprise is not just a set of laptops, servers, or licenses, but a complex system of economic relations arising in the process of value creation. This allows for a rejection of the identification of capital with its material content and reveals its true nature within the circulation of forms.Special emphasis is placed on the functioning of the IT business in crisis conditions. When external circumstances limit access to material and energy resources, the real stability of a company is found not in the value of its funds, but in the strength of its organizational structures and relational capital. If management perceives capital only as a collection of employees or equipment, the business becomes vulnerable to rapid bankruptcy. Instead, understanding capital as a "living" system of knowledge allows for correct managerial decisions regarding investments in development, talent retention, and brand building, even under high uncertainty.The article presents a model of resource reproduction and capital circulation and proposes a coefficient of efficiency for converting an enterprise's potential into capital. This indicator characterizes the ratio between consumed and reproduced assets to the total volume of mobilized resources. It is substantiated that due to the effect of the self-growth of information and knowledge, the value of an IT enterprise's capital can significantly exceed the costs of its formation. It is concluded that the transition from a static description of resources to an analysis of dynamic reproduction relations is key to ensuring the long-term competitiveness of the enterprise.