EVOLUTION OF CONCEPTUAL APPROACHES TO CRISIS MANAGEMENT IN SMALL AND MEDIUM BUSINESSES

Abstract

The article provides an in-depth examination of the evolution of conceptual approaches to crisis management in small and medium-sized enterprises (SMEs) under the growing influence of global uncertainty, geopolitical fragmentation, technological disruption, and economic turbulence. It highlights how resilience, adaptability, and strategic foresight are becoming central elements of sustainable business development and competitiveness. The study emphasizes that traditional, reactive models of crisis response–focused primarily on eliminating immediate consequences–are being gradually replaced by proactive, integrated systems based on continuous monitoring, preventive analysis, and long-term recovery strategies. The research applies methods of theoretical synthesis, comparative analysis of international and Ukrainian scientific frameworks, and systematization of the principles of crisis and anti-crisis management to reveal their evolution from narrow functional tools to multidimensional strategic mechanisms. Special attention is devoted to the interaction between crisis and anti-crisis management: the first ensures an organization’s response capability during crisis escalation, while the second forms its preventive resilience and adaptive capacity to withstand future shocks. For SMEs, which operate under resource constraints and volatile environments, implementing a comprehensive, cyclical model of crisis management–encompassing pre-crisis diagnostics, real-time coordination, and post-crisis learning–significantly enhances strategic flexibility, shortens recovery periods, and creates opportunities for innovation-led growth. The results demonstrate that effective crisis management transforms disruption into a catalyst for modernization, digitalization, and organizational renewal. The practical significance of the article lies in proposing a conceptual framework for adapting contemporary crisis-management tools to the realities of SMEs, integrating digital transformation, leadership competencies, and knowledge-sharing systems. The conclusions also outline directions for further empirical research aimed at developing measurable resilience indicators, evaluating crisis-readiness levels, and fostering cultures of continuous adaptation within the SME sector.