Strategic Analysis in the Business Resilience Paradigm

Abstract

The article reveals the transformation of the theoretical foundations of strategic analysis in the context of the increasing uncertainty, digitalization of the economy, intensification of crisis phenomena, and the emergence of the business resilience paradigm. The relevance of the study stems from the fact that traditional approaches to strategic analysis, focused on assessing the internal and external business environment and supporting strategic decision-making, no longer ensure the timely identification of emerging risks, the enhancement of organizational adaptability, or the firms’ capacity building for long-term sustainability in a turbulent environment. Despite the substantial body of research in the field of strategic management, the role of strategic analysis as a tool for fostering business resilience remains insufficiently explored. The main strands of research on strategic analysis are outlined, with tracing its evolution from the classical paradigm to the resilience-oriented paradigm. The transformation of the functional purpose of strategic analysis from a diagnostic to a resilience-oriented function is substantiated. The authors propose a definition of strategic analysis within the business resilience paradigm and a conceptual framework describing the relationship between strategic analysis, dynamic capabilities, and business resilience; formulate a set of principles for strategic analysis, compliant with the requirements of the current business environment. The practical significance of the research lies in its applicability in improving strategic management systems, enhancing analytical support for managerial decision-making, and building the organizational capacity of business entities required for adaptation, transformation, and long-term sustainability under conditions of uncertainty.