MANAGEMENT OF DIVERSIFICATION PROJECTS OF DOMESTIC OIL AND GAS SERVICE COMPANIES
DOI:
https://doi.org/10.31471/2409-0948-2026-1(33)-52-64Keywords:
project, project portfolio, management, diversification of activities, types of diversification, strategy, project management, oil and gas service enterprisesAbstract
The article examines the theoretical and practical aspects of managing diversification projects of enterprises in conditions of an unstable external environment. The relevance of the topic is обусловлена the need for enterprises to adapt to external challenges, including wartime conditions, changes in market conditions, resource shortages, and the transformation of business models. The feasibility of using a project-based approach as an effective tool for implementing diversification processes is substantiated, as it ensures the achievement of strategic goals and enhances enterprise competitiveness.
The study generalizes scientific approaches to the interpretation of the concept of “diversification,” particularly in the works of foreign and domestic scholars, which made it possible to clarify its content as a tool for strategic development and risk reduction. Based on the analysis of scientific sources, a project is defined as a fully or partially innovative one-time task with clearly defined objectives and results, as well as time, resource, and quality constraints; diversification is presented as the expansion of enterprise activities, which allowed defining a diversification project as a one-time task aimed at expanding the range of products, services, or markets.
A set of general scientific and special research methods was used, including theoretical analysis, systematization, economic analysis, and comparison, which made it possible to study the essence of diversification, classify its types, and analyze the specifics of its practical implementation. Particular attention is paid to the analysis of the activities of oil and gas service enterprises, where it is established that diversification is implemented through a combination of vertical, horizontal, related, and unrelated directions, which helps reduce risks, increase financial stability, and expand markets.
It is proven that the effectiveness of managing diversification projects largely depends on the level of strategic alignment, rational use of resources, innovative orientation, and the ability of enterprises to adapt to changes in the external environment. The obtained results can be used to improve the mechanisms of managing diversification projects of enterprises, particularly in the oil and gas sector. Prospects for further research include the development of methodological approaches to evaluating the effectiveness of such projects, the formation of portfolio management models for diversification projects, and the study of the impact of digitalization and the energy transition on enterprise development.
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