Business Logic as an Integrated Corporate Governance Mechanism under Uncertainty

Abstract

Contemporary corporate governance operates in an environment shaped by digital transformation, geopolitical instability, increasing uncertainty, and stronger expectations regarding transparency and stakeholder accountability. These conditions require an integrated approach that connects strategic decision-making, stakeholder interests, risk management, and long-term value creation. This study aims to develop a conceptual model of business logic as an integrated corporate governance mechanism under uncertainty and to determine its theoretical foundations, structural dimensions, and practical significance. The methodology is based on an interdisciplinary theoretical framework combining stakeholder theory, institutional theory, dynamic capabilities, systems thinking, and contemporary corporate governance principles. The study applies analysis and synthesis to generalize existing approaches, comparative analysis to identify their limitations, and conceptual modelling to construct an original three-dimensional framework. The results define business logic as an integrated system of principles, patterns, and managerial mechanisms that aligns stakeholder interests, organizational resources, and external environmental requirements in strategic decision-making. The proposed model integrates three interrelated dimensions, namely managerial, stakeholder, and value dimensions, across six sequential phases of corporate transformation: entropy, nonlinear transformation, divergence, bifurcation, convergence, and formation of a new system. The model links strategic adaptation with risk management, stakeholder engagement, ESG principles, and corporate value creation. Its practical application can support the transition from reactive to preventive risk management, strengthen organizational adaptability and stakeholder trust, and improve the consistency of corporate decisions under uncertainty. The study concludes that business logic can serve as a theoretical and practical framework for continuous corporate transformation. Further research should empirically test the model across industries and develop indicators for assessing transformation phases and their effects on organizational resilience, governance effectiveness, and long-term corporate value.