Статьи

DOI: https://doi.org/10.31713/ve2202623

Abstract

The article aims to provide a theoretical and methodological substantiation of the evolution of strategic management models under the influence of digital transformations, to systematize and periodize their changes from industrial to ecosystem-platform approaches, and to determine the key characteristics of the modern data-centric model of enterprise strategizing within the specialty 073 "Management". The methods applied in the research include systematic, comparative, historical, and evolutionary analysis to track the genesis of management models. The study is conceptually grounded in the dynamic capabilities framework, platform theory, and the principles of data-driven corporate governance under the conditions of the Fourth Industrial Revolution (Industry 4.0). The results of the study conceptualize the retrospective evolution of strategic management, distinguishing four distinct stages: the industrial model (rigid long-term planning and static positioning), the early digital model (process optimization and value chain integration), the platform-ecosystem model (dynamic capabilities and network effects), and the modern data-centric model (AI-assisted decision-making). A comprehensive comparative matrix has been developed based on criteria such as dominant theory, nature of competitive advantage, planning mode, organizational boundaries, and the strategic role of information technology. Conclusions. It is demonstrated that under digital disruption, traditional static approaches lose their relevance. The core of the modern strategic management architecture is defined as "Continuous Strategy" (Agile-strategizing). Strategic management transforms from a discrete cycle of creating a fixed document into a continuous, algorithmic process of adapting the enterprise's cyber-physical system to high-velocity environmental shifts. The integration of generative artificial intelligence creates hybrid human-machine co-management structures, demanding a redefinition of classic managerial functions and top-management competencies.

Author Biographies