martial law, entrepreneurial activity entrepreneurial potential, development of entrepreneurial potential, forestry, SWOT analysis, adaptability, economic impact, strategic planning
Abstract
The article examines the peculiarities of the transformation of the entrepreneurial potential of forestry enterprises in Ukraine under martial law. It is proven that the industry, which traditionally combines economic, environmental and social functions, is simultaneously subject to the destructive influence of external factors and stimulating effects that open up new directions for development. The theoretical basis is a combination of systemic, comparative, dialectical and generalising methods, which made it possible to identify changes in the financial, labour, technical, innovative and managerial components of the potential. The study analysed internal and external factors influencing the entrepreneurial activity of forestry enterprises. The results of the SWOT analysis showed the existence of strategic advantages of the industry, such as resource significance, qualified human resources, digital management tools, and international certification. At the same time, a number of systemic constraints were identified, including outdated technical base, staff shortages, and financial instability. The research highlights that the war has not only exacerbated structural weaknesses but has also acted as a catalyst for the search for new business models, innovative solutions, and forms of cooperation. The adaptive capacity of forestry enterprises is manifested through digitalisation initiatives, diversification of production, and the growing role of small and medium-sized businesses in ensuring sectoral flexibility. In addition, post war recovery is expected to be driven by increasing domestic demand, international financial support, and integration into the EU’s forest management system. These processes require a comprehensive strategic approach that combines short-term stabilisation measures with long-term modernisation efforts. Based on the analysis, strategic guidelines for restoring and developing potential were proposed: digitalisation of management, formation of cluster associations, strengthening of innovation activities, and implementation of educational programmes for personnel training. Particular attention is paid to the formation of an adaptive management model that takes into account the challenges of wartime and creates a basis for the post-war recovery of the industry and its integration into the European economic and environmental space.
Author Biography
Maryna Myronets, National University of Water and Environmental Engineering, Rivne
