Digital Resilience of Enterprises: An Adaptive Mechanism of Reflexive Management
Анотація
The article examines the theoretical and applied aspects of building enterprise digital resilience through the lens of reflexive management in conditions of systemic uncertainty caused by digital transformations, cyber threats, and geopolitical upheavals. The relevance of the topic is determined by the growing dependence of enterprises on digital infrastructure and the need to develop proactive management mechanisms capable of self-assessment and adaptive adjustment in real time. The purpose of the study is to develop an adaptive mechanism of reflexive management of enterprise digital resilience and to substantiate its component structure. The methodological framework includes system analysis, reflexive management theory, the comparative method, and a survey of enterprise managers from various sectors. Six key components of digital resilience are systematised: technological adaptability, organisational reflexivity, data-driven decision-making, cyber resilience, digital human capital, and ecosystem integration. The study results confirm a significant differentiation between enterprises with an implemented adaptive reflexive management mechanism and those without: the mean time to recovery after a cyber incident is 5.5 times shorter, operational continuity is 36.5 percentage points higher, and revenue growth in a crisis year is +11.4% versus –8.9%. A three-level model of the adaptive mechanism (operational–tactical–strategic levels) is proposed, systematising reflexive management cycles and ensuring the balanced development of digital resilience. The scientific novelty lies in the development of a conceptual model integrating reflexive management with enterprise digital resilience under turbulent external conditions. The practical significance of the results lies in their applicability for managers in building digital resilience systems and for developing sectoral digital security strategies in the context of economic recovery.
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