ENTERPRISE COMPETITIVENESS FORMATION UNDER DIGITAL TRANSFORMATION: A THEORETICAL AND METHODOLOGICAL APPROACH

Abstract

The article provides a comprehensive theoretical and methodological study of the processes of enterprise competitiveness formation in the contemporary economic environment characterized by profound technological transformations. It is substantiated that these transformations are systemic in nature and reflect a transition from an industrial model of economic activity to a digital-network and platform-based model of development, in which data, algorithmic solutions, and digital platforms become the key strategic resources and the infrastructural basis for value creation. It is demonstrated that the implementation of general-purpose technologies, including artificial intelligence, big data analytics, the Internet of Things, and cloud computing, leads to a fundamental transformation of managerial processes and enables the transition to data-driven and AI-driven decision-making models. These models are based on predictive analytics, algorithmic modeling, and large-scale data processing, resulting in a shift from reactive to proactive and partially autonomous management. It is established that enterprise competitiveness under such conditions acquires a dynamic and process-oriented nature and is determined by the ability of organizations to rapidly adapt, innovate, reconfigure resources, and effectively integrate into digital ecosystems. In this context, the enterprise is interpreted as a complex adaptive system operating within networked and platform-based interactions. The study proposes an original approach to interpreting enterprise competitiveness as an integral multi-level category shaped by the interaction of technological, managerial, innovative, and ecosystem factors. On this basis, a structural model of enterprise competitiveness formation is developed, incorporating technological, managerial, innovation, and ecosystem levels. It is shown that the synergistic interaction of these components ensures the formation of integrated competitiveness, manifested in the ability of enterprises to scale business models, enhance operational efficiency, and adapt to conditions of technological turbulence. It is further demonstrated that technologies perform not only an instrumental function in improving efficiency but also act as a system-forming factor that determines the transformation of the competitive environment, business model architecture, and value creation mechanisms. At the same time, digitalization processes are accompanied by emerging systemic challenges, including cyber threats, technological dependence on global platforms, risks of algorithmic inequality, and issues of digital sovereignty. This necessitates the integration of the concept of cyber resilience into enterprise strategic management systems. The obtained results have both theoretical and practical significance, as the proposed model can be applied as an analytical framework for assessing the level of digital maturity of enterprises and for substantiating strategic directions of their development in the context of the digital economy.