Anticrisis management as prerequisite for the efficiency increase of enterprise activity

Оксана Валеріївна Тимошенко, Ольга Юріївна Буцька, Фарідаі Хушвахтзод Сафарі


Introduction. In the article the essence of anti-crisis management of company is revealed. The approaches to the modeling of mechanism of its fulfillment on the basis of factors of external and internal environment are grounded.

Purpose. The goal of the article is to discover the key points that characterize the anti-crisis management as a prerequisite for the efficiency increase of the company activity.

Method (methodology).  General scientific and special methods are used in the article. The general scientific methods have become the methodological basis of the research in the field of determination the process of anti-crisis management of company.

Results. Scientific approaches for defining the essence of crisis management have allowed to form authorial interpretation of the term. On the basis of the analysis and generalization of the literature sources concerning anti-crisis management, the main structural elements of financial anti-crisis business management of company are determined. The are the goal, task, object, subject. All these elements are highlighted and described. Determination of the main components of anti-crisis management and the current state of unprofitable domestic enterprises have allowed to build a mechanism of anti-crisis management in the conditions of transformation processes in Ukraine.

The dependence between the types of business management of company and changes of deflationary state in the economic environment is determined. It has been grounded that anti-crisis management of company has to be implemented in phases and to anticipate sequence of procedures. The task of financial anti-crisis management must disclose its content in terms of preventive, reactive and post-crisis constituents. Reasons that significantly affect the results of efficient management of the company by common factors of internal and external environment are grounded.

We have come to the conclusions that the correct assessment of the effectiveness of the mechanism of crisis management of the company is in the usage of the complex approach that will combine aspects of different mechanisms of anti-crisis stabilization. The content and problematics anti-crisis management are determined. The ways of effective improvement of anti-crisis management of company are suggested.


anti-crisis management; mechanism of anti-crisis management; preventive management; reactive management; post-crisis management; crisis developments

Full Text:



The official website of the Central Statistical Office in Ukraine. (2016). Retrieved from:

Asaul, A. N. (2007). Theory and Practice Adoption of solutions for organizations output from crisis. St. Petersburg: ANO «IPEV».

Bonyar, S. M. (2013). Theoretical Foundations of Crisis Management. Vodniy transport, 1, 97-102.

Ligonenko, L. O. (2005). Crisis management of enterprises. Kiev: KNTEU.

Telin, S. V. (2010). Crisis management - preventive measure preventing bankruptcy. Ekonomika promislovosty, 2, 72-76.

Van Home, J. C. (2008). Fundamentals of Financial Management. Moscow: Vilyams.

Blank, I. A. (2004). Financial management. Kyiv: Elga, Nika-Centre.

Article Metrics

Metrics Loading ...

Metrics powered by PLOS ALM


  • There are currently no refbacks.

Copyright (c)


Articles are distributed under Creative Commons Attribution  International 4.0 (CC-BY-NC 4.0) 

Science Works Journal "Ekonomichnyy analiz"

ISSN 1993-0259 (Print)  ISSN 2219-4649 (Online) DOI: 10.35774/econa

© West Ukrainian National University

© «Ekonomichnyy analiz», 2007-2023