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The purpose of the research conducted within the framework of this article is to analyze the effectiveness of the so-called "Anti-Crisis Shields" introduced by the government administration, aimed at counteracting the negative effects of the COVID-19 pandemic on the operation of the enterprise.

In modern conditions, russian enterprises have faced serious difficulties related to the sanctions imposed against Russia and the response to them. Most of the economic entities, in order to maintain their positions in the market and the stability of their financial situation, are forced to change the current practice of managing their resources and, in this regard, implement various behavioral strategies. This work is devoted to identifying the main types of anti-crisis strategies of Russian enterprises for managing their resources. The results of the study can be used to further study the relationship between business strategies and specific anti-crisis management measures for various types of resources of an economic entities.

Analysis of conceptual approaches to operational management of the enterprise in market competition and depending on the characteristics and stages of development determines that it is necessary to carefully perform all necessary management functions, attention to ensuring the achievements of forecasts, calculations using appropriate management technologies. The purpose of the study is to prove the need for the formation and implementation of early warning and response in the enterprise as one of the ways to manage change in the enterprise. The set tasks relate to determining the place and role of the early warning and response system in the enterprise; development of methodological approaches to the introduction of an early warning system to identify signs of crisis; creation of a system of preventive response at the enterprise. The methodology is determined by the applied system approach, methods analysis and synthesis; a schematic sequence of operational response measures and their information support has been developed. Results. Using the results of research by domestic and foreign scientists, the development of a rapid response mechanism was continued, as a basis for the formation of principles, methods and tools for managing "weak signals" on the danger or signs of crisis. It is noted that crises are eliminated both in the normal mode of neutralizing destabilizing factors, and in preventive, when preventing the emergence of negatively affecting processes. The study is based on the distinction between two approaches: the first is related to the identification of factors that cause the crisis; the second – with tracking changes, "weak signals", signs of uncertainty of future development. Consideration of existing and development of methodological approaches to building the concept of operational management "on weak signals" was based on the study of the characteristic symptoms of the crisis and the establishment of relationships between risks and crises. The innovative scientific and theoretical essence of operational management tools "on weak signals" of enterprises is stated. Conclusions. It all depends on timely and correct management decisions, and if the negative impact of external threats to the enterprise can not always be neutralized, then ensuring a crisis-free existence is entirely up to management and depends on timely response, ability to use methodological approaches, management technologies to prevent certain trends, to prevent signs and manifestations of the crisis in the enterprise.

The aim of this article is to show the results of an exploratory study on crisis management in business networks. Using sociological research and the case study methodology, twenty-four questionnaires were handed out to managers of interorganizational networks, representative of the associations they belonged to. These are privileged witnesses, active in the most relevant production sectors. The research was carried out on a national level, region by region. The results describe an evolving business trend. According to the respondents, business networks are more efficient when dealing with a crisis. Flexibility, mutual support and territorial roots are the assets that make enterprise networks more competitive. By examining the data we can devise a new socializing practice, carried out in a structure with shared organization. According to the research findings, the identity dimension of business networks needs a deeper understanding. Network branding is a step in that direction. The correlation between network branding and Industry 4.0 policies, another important factor that emerges from the research results, allows us to create a matrix with four styles of crisis management. Together they make up a map of networks management, classified according to the response given to the current pandemic crisis. The advanced crisis management style in the matrix described in this article is an emerging form of inter-firm coordination., Italian Sociological Review, Vol. 13 No. 1 (2023)

Internal control is an important internal governance mechanism of enterprises and plays an important role in preventing and controlling corporate risks. This paper utilizes COVID-19 shocks and uses data from listed companies in China for 2019–2021 in order to study the impact of internal control on enterprise resilience and its functioning mechanism. The findings show that internal control significantly improves enterprise resilience during a crisis. By using firm characteristic quantile regressions, it is found that under a crisis, larger firms with sufficient cash flow from operating activities are more protected by internal control and more resilient. Mechanistic analysis suggests that internal control further increases enterprise resilience by improving resource allocation efficiency, reducing operating risk, and increasing innovation output. Further analysis shows that government support can enhance the resilience of firms during crises through tax and fiscal policies; a better business environment enhances firms’ ability to withstand risks in crisis situations and helps them gain a competitive advantage in crisis situations. Based on this, this paper provides empirical evidence for revising and improving the internal control system of enterprises to reduce the negative impact of public health emergencies in the context of epidemics.

The article carries out a comparative analysis of the definitions by scholars on understanding the essence of the concepts of both the crisis and the anti-crisis management of enterprise. As a result of the analysis, it is defined that in the scientific literature there is no single understanding of the essence of these concepts. The publication specifies the features of defining these concepts. The essence of crisis is defined as follows: a turning point in the development of changes; moment of sharp aggravation and impossibility of independent overcoming contradictions; stage of the enterprise’s development cycle; result of damage to internal mechanisms for maintaining adaptability, flexibility and sustainability; moment of resolving the contradictions requiring quick decision-making in terms of scarcity of resources; phase of imbalance of the enterprise’s activities and limited opportunities for the influence on the part of its management; situation in which the economic entity is not able to carry out financial provision of its own economic activity; threats of insolvency and bankruptcy of the enterprise. The essence of anti-crisis management is understood as: system of enterprise management; special, constantly organized management; aggregate of methods, techniques, forms of management; instrument for sustainable operation of the enterprise; management in order to predict a crisis; aggregate of the managerial anti-crisis measures. On basis of the analyzed features of defining, the authors’ own definition of crisis and anti-crisis management is proposed. Also, the article determines the task of anti-crisis management of enterprise at the present stage of economic development, taking into account changes in the external environment.

Зазвичай держава традицiйно фокусується на проблемах великих компанiй, тодi як малим i середнiм пiдприємствам часто не вистачає ресурсiв для самостiйного вирiшення проблем. Однак iснує сильне вiдчуття того, що розвиток економiки значною мiрою залежить вiд розвитку малого та середнього бiзнесу. В умовах сьогодення саме малий i середнiй бiзнес попав пiд руйнiвний вплив зовнiшнiх факторiв i потребує пiдтримки зi сторони держави. Певнi сектори можуть долати цi перешкоди, оскiльки мають нижчi потреби в капiталi та часто є бiльш спроможними захищати свої грошовi потоки та майно, зосереджуючись на експортних ринках. Це особливо актуально для iнновацiйних секторiв, пов’язаних iз цифровими технологiями (зокрема IТ), а також споживчих служб доставки та креативних галузей у цiлому. У статті проаналізовано ряд чинників, що впливають на виникнення кризового явища в процесі діяльності підприємства. Проте вiйна в Українi вне-сла свої корективи в всi сфери пiдприємницької дiяльностi, зокрема особливо актуальним стало питання фiнансової кризи пiдприємств, її виявлення на початкових стадiях i пошук механiзмiв її подолання. Проаналізовано стан розвитку підпри-ємницької діяльності в розрізі великих, середніх та малих підприємств в мовах пандемії та воєнного стану. Визначено та узагальнено основні концептуальні засади причинно-наслiдкових зв’язкiв при виникненнi перших сигнальних проявiв кризових явищ, якi мають свою специфiку в умовах вiйни i на пiдставi цих даних розробляти схему дiй для утримання пiдприємства на ринку в дiючому станi. Тому в статтi висвiтленi основнi концептуальнi засади щодо визначення сутностi фiнансової кризи на пiдприємствi та причини її виникнення в умовах воєнного стану та пандемiї, а також шляхи виходу з неї. Usually, the state traditionally focuses on the problems of large companies, while small and medium-sized enterprises often lack the resources to solve problems on their own. However, there is a strong feeling that the development of the economy is largely dependent on the development of small and medium-sized businesses. In today's conditions, it is small and medium-sized businesses that have come under the destructive influence of external factors and need support from the state. Certain sectors can overcome these obstacles because they have lower capital needs and are often better able to protect their cash flows and assets by focusing on export markets. This is particularly true for innovative sectors related to digital technologies (in particular IT), as well as consumer delivery services and creative industries in general. The article analyzes a number of factors affecting the emergence of a crisis phenomenon in the course of the enterprise's activity. However, the war in Ukraine made its corrections in all spheres of business activity, in particular, the issue of the financial crisis of enterprises, its detection at the initial stages and the search for mechanisms to overcome it became particularly relevant. The state of development of entrepreneurial activity in terms of large, medium and small enterprises in terms of pandemic and martial law was analyzed. The main conceptual principles of cause-and-effect relationships at the emergence of the first signal manifestations of crisis phenomena, which have their own specificity in the conditions of war, are defined and summarized, and on the basis of these data, a scheme of actions to maintain the enterprise on the market in a valid state is developed. Therefore, the article describes the main conceptual principles for determining the essence of the financial crisis at the enterprise and the reasons for its occurrence in the conditions of martial law and pandemic, as well as ways to get out of it.

Social entrepreneurship is an important area of research when it comes to considering the role of business in society and how entrepreneurs solve social problems. The concept has spread not only in developing, but also in developed countries. The recent Covid-19 pandemic has demonstrated that crises can be addressed with entrepreneurial innovation and creativity. This paper attempts to outline a way for social enterprises to overcome the current pandemic crisis, as well as to emphasize the challenges and opportunities the crisis presents social entrepreneurs with. This paper discusses how social enterprises in Georgia have been affected and strategies that have been applied. In order to achieve the research goal, relevant literature has been analyzed and systematized. The qualitative research method has been applied to answer the study questions. The paper concludes with an interpretation of the results and highlights implications for theory and practice. This study finds that Georgian social enterprises are negatively affected by the pandemic crisis due to increased operational costs, interruption of business processes, sales decline, customer loss, and supply chain disruptions. Social enterprises responded to the challenges by changing strategies, re-allocating resources, diversifying funding sources, intensifying communication efforts, introducing new technologies, and moving online. However, government support is essential for Georgian social enterprises to survive and grow. Finally, directions for future research are also proposed.

The methodological and practical recommendations for the formation and implementations of an effective anti-crisis development program at the enterprise in the market conditions are substantiated. For this purpose the author's version of the structure of the anti-crisis development program at the enterprise in separate sections is recommended. The stages of the formation mechanism of crisis management at the enterprise in the conditions of economic crisis that allowed systematizing actions of separate subjects of anti-crisis process are considered. The content of the principal version of the anti-crisis development program at the enterprise for the perspective period is disclosed. As a result of the research, the separate tasks facing the employees are proposed, the actions and measures necessary for their implementation are singled out, the responsible persons, the terms of the program implementation and the necessary amount of financial resources are determined.

Для сучасного суспільства важливими стають альтернативні способи виробництва теплової енергії та утилізація відходів діяльності. З’являється необхідність, отримання нових знань, технічних рішень та наукових ідей для вирішення цих проблем. Для одночасного вирішення цих двох важливих завдань, з метою оптимізації витрат та покращення стану довкілля запропоновано екологічне спалювання відходів за допомогою нового типу твердопаливних котлів без димарів - теплогенераторів, що мають зручні переваги в порівнянні із звичайними твердопаливними котлами. Характерною особливістю термогенераторів є можливість спалювання сировини вологістю до 50% та майже повне згоряння вторинних продуктів цього процесу завдяки наявності двох камер згоряння з температурою відповідно 700°С і 900°С, що на 200 С більше за максимальну температуру для звичайних твердопаливних котлів. Екологічна привабливість цих пристроїв саме в тому, що немає необхідності застосовувати висотні димарі. Для забезпечення тепловою енергією приміщень об’ємом від 2,5 до 250 тис. м. куб. пропонується застосовувати термогенератори різної потужності від 100 кВт до 10 МВт, але їхня вартість відносно висока. Тому завданням даної роботи було виконання розрахунків ефективності даного способу утилізації горючих відходів, оцінка кількості отримання теплової енергії, встановлення терміну окупності затрат та рівня інвестиційної привабливості запропонованого проекту. Для виконання розрахунків використано відомі значення параметрів, коефіцієнтів та цін для апаратури та сировини спалювання. Звертається увага, що в процесі такого спалювання відходів є можливим додаткове отримання вторинної енергетичної сировини – біогазу та мазуту. У статті проведено розрахунки економічної ефективності, терміну окупності та інвестиційної привабливості цього способу отримання теплової енергії та побічних енергоємних продуктів, в порівнянні з використанням газу в якості палива. Показано, що використання відходів в якості палива та теплогенераторів, у порівнянні з використанням газу, дає можливість зменшити витрати в 62 рази, а окупність технічної реалізації становить лише 1,1 роки. Також оцінено розмір додаткових доходів від паралельного отримання вторинної сировини – біогазу та мазуту. Зазначено доцільність проведення наступних досліджень для конкретних об’єктів тепло споживання та довільних об’ємів різного типу відходів.

In modern business conditions companies are more or less characterized by complexity and fluctuation. Special economic conditions, particularly in terms of intensive processes of globalization and the global financial crisis, have shown a constant decrease profit-making of the enterprises in the machinery industry, and thereby worsening financial position. It is a kind of crisis of business enterprises in the less adaptable business-system environment. Crisis management comes to the fore a crisis, enterprises, primarily associated with the development of the situation in which the company has reached a critical point with certain characteristics. However, it is a definition of all the hallmarks of the crisis the company. In the narrower sense, the crisis of the company is to be understood as a process in which, unplanned and unwanted, endanger the fundamental economic objectives of the company - the goal of preserving invested capital, profit goal (profitability), the goal of preserving the liquidity and solvency of the company. Therefore identify four main phases of the crisis of business enterprises: strategic crisis, the crisis of profitability, liquidity crisis, liquidity and borrowing.

In micromedia environment, information communication is faster and wider. At the time of bringing about convenient, rapid and efficient development platform, it also increases difficulty of enterprise crisis public relationship (PR). The brand new media environment is affecting the PR communication strategy of enterprise crisis deeply. Through analyzing the feature of crisis PR encountered by the enterprise in micro media environment, the paper proposes the strategy to cope with crisis PR in micromedia environment, makes enterprise take new environment as the opportunity so as to get bigger development space and more opportunities.

Research carried out in Australia, the UK, USA, and Europe over the last decade or so has clearly shown that large numbers of academics are stressed, anxious, depressed, overloaded, and demoralised (Barcan 2013; Burrows 2012; Court & Kinman 2008; Ditton 2009; Gill 2010; Hil 2012; Lynch 2010; Sparkes 2007; Tytherleigh et al. 2007; Watson 2010). Many are suffering from insomnia, feelings of guilt, insecurity, anger, loss, failure and disorientation, have been diagnosed with mental health conditions such as anxiety and depression, and have experienced physical illnesses related to workplace stress. In a 2002 survey of 8,732 Australian university staff, Winefield, Gillsespie, Stough, Dua and Hapuarachchi found that approximately 50% of those interviewed were at risk of psychological illness, compared to 19% of the Australian population overall (2002a: 8). There is little doubt that in the decade since this study was published, the situation has worsened. A recent (2014) Guardian survey of academics with mentalhealth problems (from Vice Chancellors to PhD candidates) from the UK, Europe, Asia, North and South America, and Australasia, found that 80% of the more than 2,500 respondents suffer from anxiety and 75% from depression, and that 77% have been prescribed medication. Moreover, almost half (49%) of the respondents claim that they had not experienced mental health problems prior to working in academia. That we are now surrounded by what British sociologist Professor Roger Burrows describes as a ‘deep affective somatic crisis’ which threatens to engulf us (2012: 356), a crisis which may

In the basis of qualifying an enterprise as „inoperative” is a crisis that has occurred in it, but not every way out of a „crisis”, irrespective of what it is, meets the criteria for inoperative enterprise. The principal aim of the present article is to characterise the phenomenon „crisis in the enterprise”. The present exposition summarizes the critical scientific and practical studies of the author on the essence of the notion of „crisis”, the possibilities for identification, classification and characterization of the factors of crisis development and the approaches for its study and management. The main emphasis in the article is laid on the differentiation of the crisis as a phase of the life cycle of the enterprise and the stages through which the cris is passes.

Стаття висвітлює питання антикризового управління та ідентифікації кризового стану на вітчизняних підприємствах. У статті визначено значення терміну «антикризове управління», наведено фактори, що мають суттєвий вплив на формування та виникнення кризових явищ на підприємствах. Основна увага приділяється формуванню моніторингової системи фінансово-економічних показників, що є важливим компонентом у системі антикризового управління в цілому. Були запропоновані групи показників у контексті моніторингової системи, що є необхідними для визначення кризи на підприємстві на ранніх етапах. Адже, постійний контроль показників діяльності та функціонування підприємства дає змогу вчасно ідентифікувати формування кризових явищ. В ході написання статті було виявлено, що своєчасне визначення кризового стану на підприємстві дає змогу до прийняття ефективних антикризових програм без зайвих втрат. Окрім того, вчасно ідентифіковане настання кризи дозволяє запобігти надмірних витрат, негативних наслідків та, найголовніше, стану банкрутства., The article highlights the issue of crisis management and identity crisis for enterprises. The article defines the term «crisis management»; are factors that have a significant influence on the formation and origin of the crisis in the workplace. The focus is on the formation of the monitoring system of financial and economic indicators; which are an important component in the system of crisis management in general. Groups of indicators have been proposed in the context of the monitoring system; which is necessary to establish the crisis in the early stages. Indeed; continuous monitoring and operation of the business allows timely identification of formation crisis.In the course of writing it was found that the timely definition of crisis allows for the adoption of effective anti-crisis programs without unnecessary losses. In addition; the crisis identified in time сan prevent excessive costs and negative effects; most importantly; bankruptcy., Статья освещает вопросы антикризисного управления и идентификации кризисного состояния на отечественных предприятиях. В статье определено значение термина «антикризисное управление»; приведены факторы; имеющие существенное влияние на формирование и возникновения кризисных явлений на предприятиях. Основное внимание уделяется формированию мониторинговой системы финансово-экономических показателей; что является важным компонентом в системе антикризисного управления в целом. Были предложены группы показателей в контексте мониторинговой системы; необходимые для определения кризиса на предприятии на ранних этапах. Ведь; постоянныйконтроль показателей деятельности и функционирования предприятия позволяет вовремя идентифицировать формирования кризисных явлений.В ходе написания статьи было обнаружено; что своевременное определение кризисного состояния на предприятии позволяет принимать эффективные антикризисные программі без лишних потерь. Кроме того; вовремя идентифицированое наступления кризиса позволяет предотвратить чрезмерные затрат; негативные последствия и; самое главное; состояние банкротства.