ВНУТРІШНІ ФАКТОРИ ФОРМУВАННЯ СТРАТЕГІЧНОГО ПОТЕНЦІАЛУ ПІДПРИЄМСТВА В УМОВАХ КРИЗОВИХ ЗМІН

Purpose. The article is devoted to deepening the theoretical foundations of the formation of an enterprise’s strategic potential by generalizing and clarifying the internal factors that influence the formation of strategic potential under conditions of crisis-induced changes. Methodology. A combination of general scientific, empirical, and specialized methods was applied, with the study grounded in systemic and structural-functional approaches. The research employs methods of theoretical generalization, content analysis of scientific sources, comparative analysis of concepts, and the method of abstract-logical generalization. Results. The study substantiates the need to clearly distinguish internal factors from the structural elements of strategic potential and demonstrates that internal factors have a decisive impact on an enterprise’s ability to adapt, develop, and build sustainable competitive advantages in conditions of crisis-induced transformations. The author’s definition of the category “internal factors of forming an enterprise’s strategic potential” is presented. Approaches of leading scholars are generalized, enabling the systematization of internal factors and the identification of material, managerial, organizational, competence-based, intangible, and intellectual factors that are in constant interaction. It is determined that, under crisis conditions, the role of corporate culture and business process digitalization increases in forming strategic potential, as these dimensions create new managerial opportunities, enhance decision-making speed, optimize business processes, and support the development of digital competencies. Scientific novelty. The scientific novelty lies in the conceptualization of internal factors in the formation of strategic potential as a manageable set of internal conditions, characteristics, and processes that determine an enterprise’s capability to create, maintain, strengthen, and realize strategic opportunities under crisis-induced changes. The author’s definition of internal factors of forming strategic potential is proposed, with corporate culture and digitalization identified as independent and significant internal factors shaping strategic potential in crisis conditions. Practical significance. The practical significance of the results lies in the possibility of applying the proposed systematization of internal factors for diagnosing an enterprise’s strategic potential, assessing its resilience under crisis conditions, forming managerial decisions regarding the development of strategic competencies, adapting the resource base, and optimizing internal processes.