THE RELATIONSHIP BETWEEN THE CATEGORIES OF «ENTERPRISE POTENTIAL» AND «ENTERPRISE DEVELOPMENT» IN THE CONTEXT OF CURRENT RESEARCH

Abstract

The highly dynamic external environment and global instability necessitate moving away from a static view of potential as a mere set of resources in favor of flexible models of continuous development. A key scientific challenge is to bridge the methodological gap in interpreting the categories of «enterprise potential» and «enterprise development» not as autonomous economic units, but as interpenetrating processes that determine the strategic viability of the system. The relevance of the study is heightened by the need to identify the common features of these categories to develop effective mechanisms for adaptive management. The aim of the study is to theoretically substantiate the interconnection and interpenetration of the categories «enterprise potential» and «enterprise development» by identifying their common essential characteristics. The study employs a range of scientific methods: systems analysis; comparative-typo-logical analysis; methods of deduction and logical synthesis—to identify points of convergence between the categories under study This article identifies the main areas of research on the concept of “enterprise potential” and examines the evolution of approaches to defining the essence of the concepts of “enterprise potential” and “enterprise development.” It analyzes attempts to substantiate the interconnection between these concepts. The role of organizational culture and innovative potential as key points of diffusion for these concepts is identified. Common features are identified, and a theoretical justification of the interconnection and interpenetration of the categories “enterprise potential” and «enterprise development» is provided. Their genetic unity is demonstrated, where potential serves as the fundamental basis and development as the form of its actualization. The results of the study can be used by enterprise managers to develop adaptive management models. The interpenetration and interconnection of the studied categories will allow management to shift the focus from the simple accumulation of assets to the mobilization of competencies and the development of organizational culture, which enhances the enterprise’s ability to counteract negative environmental influences and ensures its long-term competitiveness.