| Annotation: | Methods. The study employs a set of general scientific research methods. The method of abstraction is used to define the essence of strategic potential and to trace the evolution of its interpretation across different stages of societal and business development. Comparative analysis is applied to identify the relationships among resource, competitive, and strategic potential. The structural method is used to examine approaches to the composition and organization of strategic potential components. The graphical method supports the visualization of relationships among the elements of strategic potential. Analysis is employed to assess contemporary factors influencing the development of potential, while synthesis is used to develop a three-factor model of potential. Results. The study demonstrates the transformation of the resource-based concept of strategic potential from a relatively stable set of resources to a dynamic resource configuration in which particular resource types gain strategic priority depending on situational conditions and the broader business context. Changes in managerial priorities, including objectives and expected outcomes associated with resource potential management, constitute the basis for the formation of its derivative forms– competitive and strategic potential. The integration of functional and systems approaches to the structuring of strategic potential enhances a firm's ability to generate synergy and emergent effects. The identification of large-scale global transformations that fundamentally reshape competitive conditions and long-term business survival provides grounds for reconsidering strategic potential through the lens of human resources, particularly the behavioral dimension of individuals possessing the highest levels of authority and influence within the organization, as a key driver of organizational change and development. Novelty. The paper advances the understanding of strategic potential by conceptualizing it as an emergent property of an integrated organizational system formed through the continuous alignment of a firm's resource capabilities, organizational architecture, and employee behavioral dynamics. Under conditions of contemporary global transformation, strategic potential management should focus on the proactive identification and mitigation of imbalances among these three dimensions in order to maintain their dynamic equilibrium and ensure long-term organizational viability. Practical value. The proposed approach provides a basis for rethinking strategic potential management by redefining responsibility for organizational change, revising the overall development concept of the enterprise, refining the content and decomposition of strategic initiatives, improving resource allocation mechanisms, and enhancing the evaluation of achieved organizational transformations. |
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