Conceptualization of Human Capital in the Context of Enterprises’ Strategic Resilience

Abstract

The article conceptualizes human capital in the context of enterprises’ strategic resilience, taking into account contemporary conditions of economic turbulence, crisis transformations, and increasing environmental uncertainty. The evolution of scientific approaches to the interpretation of human capital is generalized, ranging from A. Smith’s classical cost-based approach and Theodore Schultz’s investment concept to Jay B. Barney’s resource-based theory and modern competency-driven and dynamic interpretations. It is demonstrated that under conditions of the knowledge economy and technological convergence, human capital ceases to be a supporting resource and acquires the status of a key strategic asset of the enterprise. It is substantiated that enterprises’ strategic resilience is formed not as a static state or a set of financial indicators, but as a dynamic systemic capability for adaptation, transformation, and recovery, the core of which is human capital. Special emphasis is placed on the role of competency development, reskilling, innovative activity, organizational culture, psychological resilience, and managerial capabilities of personnel in ensuring the long-term viability of enterprises. An authorial definition of enterprise strategic resilience is proposed, along with a conceptual model of human capital as its core, which reflects the cause-and-effect chain “human capital development - dynamic capabilities - innovativeness and adaptability - competitive advantages - strategic resilience”. The results obtained expand theoretical perspectives on enterprise strategic resilience and provide a foundation for further empirical research in the fields of strategic management and human resource development.