Uman National University | today: 05/23/2026
| Author(s) |
Грама А. В., , , Швець О. А., , , |
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|---|---|---|---|
| Category | Economics | ||
| year | 2026 | issue | Issue 108 part 2 |
| pages | 144-155 | index UDK | 338.43: [631.145(477)-044.922:339.13]:355.01 | DOI | 10.32782/2415-8240-2026-108-2-144-155 (Link) |
| Abstract | This study examines the transformation of the competitive environment and models of competitive behaviour among Ukrainian agricultural enterprises under the influence of institutional and economic changes and military conflict. It has been established that during the first two decades of the 21st century, a favourable macroeconomic environment, integration into global markets and structural reforms ensured an increase in production efficiency and the creation of the prerequisites for competitiveness. Competition was characterised by moderate aggressiveness and a focus on production expansion and market expansion, accompanied by a build-up of export potential, modernisation of the material and technical base, and the intensification of investment processes in the sector. It has been argued that the full-scale war has led to a systemic restructuring of the operating conditions within the agricultural sector, primarily due to disruptions in logistics, increased risks and restricted market access. This has led to a transformation of the competitive behaviour model towards prioritising factors such as security, logistical accessibility, adaptability, risk management and financial stability, where effectiveness is defined by the ability to sustain operations under conditions of uncertainty. At the same time, the role of diversifying sales channels, alternative logistics and rapid management decision-making is becoming increasingly important. It has been established that the effectiveness of adaptation depends on size of the enterprise: large organisations utilise economies of scale and diversification; medium-sized ones – management flexibility; and small ones – cooperation and a local focus. It has been demonstrated that partnerships play a system-defining role, ensuring coordination of resources, cost reduction and increased resilience. They facilitate integration into value chains and broaden access to infrastructure and financial resources. A conclusion has been drawn regarding shift from a development paradigm to an adaptation paradigm, where flexibility, integration and effective risk management are key sources of competitive advantage. | ||
| Key words | agricultural enterprises, competitive behaviour, factors affecting competitiveness, military challenges, business scale, partnerships | ||