Journal
УКР   ENG
Socio-Economic Problems
of the Modern Period of Ukraine
   



Collection SEPSPU -- sep2026.01.048

Repository of Institute of Regional Research UDC 338.436:658.012.4:005.334; JEL Q13, G34, M14
Kolodiychuk, V. A., & Kurtyak, M. B. (2026). Rezyl'yentnist' systemy korporatyvnoho upravlinnya ahrokholdynhamy v umovakh transformatsiyi lohistychnykh lantsyuhiv [Resilience of the corporate governance system in agroholdings amidst the transformation of logistics chains]. In Sotsial'no-ekonomichni problemy suchasnoho periodu Ukrayiny [Socio-Economic Problems of the Modern Period of Ukraine]: Vol. 177 (1) (pp. 48-54). DOI: https://doi.org/10.36818/2071-4653-2026-1-7 [in Ukrainian].
Sources: 16

Authors



Kolodiychuk Volodymyr Anatoliyovych

Doctor of Economics, Associate Professor

Head of the Department of management named after Professor Ye. Khraplyvyy of the Stepan Gzhytskyi National University of Veterinary Medicine and Biotechnologies of Lviv

Contacts: v-a-k@ukr.net

Webpages:



Kurtyak Mykhaylo Bohdanovych

Postgraduate of the Department of management of the Stepan Gzhytskyi National University of Veterinary Medicine and Biotechnologies of Lviv

Contacts: mykurtiak@gmail.com

Webpages:

Resume

The article addresses the role of corporate social responsibility (CSR) in forming the resilience of corporate governance systems within the agro-industrial complex (AIC) of Ukraine. The study is motivated by the critical challenges facing Ukrainian agroholdings under full-scale war: destruction of production and transport infrastructure, temporary occupation or mining of agricultural land, disruption of export routes, and a severe labor shortage. These circumstances have demonstrated that conventional approaches focused on stability or resistance are no longer sufficient to ensure sustainable agribusiness operation. The institutional nature of agroholdings is analyzed as vertically integrated structures combining logistical coordination with social governance. Their formation on the basis of joint-stock capital creates preconditions for establishing control over key segments of the AIC, while vertical integration minimizes transaction costs and reduces dependence on external counterparties. A conceptual distinction is drawn between the categories of "resistance" and "resilience": the former denotes the capacity of a system to withstand external pressures while preserving its structure, whereas the latter implies the ability to adapt, learn, and generate new development trajectories after crossing a bifurcation point. Resilient systems do not merely survive crises – they use external shocks as impulses for institutional and functional renewal. Four key channels through which CSR influences corporate governance system resilience are identified: human capital development, stakeholder engagement, ESG practices, and reputational capital. Investment in human capital enhances personnel adaptability and reduces managerial failures. Responsible relationships with stakeholders diminish conflict in the external environment and provide informal support during instability. The integration of CSR and ESG approaches into the governance system increases transparency and enables proactive risk management. Reputational capital broadens access to financing and accelerates recovery after destabilizing shocks. It is demonstrated that under wartime conditions, with logistical chains broken and the agro-export model transformed, corporate governance system resilience is shaped at the intersection of economic, social, and territorial factors. CSR in this context functions not merely as a reputational policy instrument but as a strategic tool for maintaining manageability, sustaining community employment, and restoring production and logistics processes. The conclusion is drawn that integrating CSR and ESG principles into the corporate governance system of agroholdings is a key determinant of their long-term resilience, and applied methodological tools for measuring this resilience require further development.

Keywords:

resilience, corporate governance, agro-industrial complex, agroholdings, corporate social responsibility, ESG criteria

References

    
  1. Sabluk, P. T. (2004). Ekonomika ahropromyslovoho kompleksu [Economics of the agro-industrial complex]. Kyiv: KNEU. [in Ukrainian].
  2. Andriychuk, V. H. (2013). Ekonomika ahrarnykh pidpryyemstv [Economics of agricultural enterprises]. Kyiv: KNEU. [in Ukrainian].
  3. Lupenko, Yu. O., & Malik, M. Y. (2012). Stratehichni napryamy rozvytku ahropromyslovoho kompleksu Ukrayiny [Strategic directions of development of the agro-industrial complex of Ukraine]. Kyiv: Institute of Agrarian Economics. [in Ukrainian].
  4. Shpykulyak, O. H. (2010). Instytutsiyni zasady rozvytku ahropromyslovoho kompleksu [Institutional foundations of agro-industrial complex development]. Kyiv: Institute of Agrarian Economics. [in Ukrainian].
  5. Carroll, A. B. (1999). Corporate social responsibility: Evolution of a definitional construct. Business & Society, 38(3), 268-295. DOI: https://doi.org/10.1177/000765039903800303
  6. Carroll, A. B. (1991). The pyramid of corporate social responsibility: Toward the moral management of organizational stakeholders. Business Horizons, 34(4), 39-48. DOI: https://doi.org/10.1016/0007-6813(91)90005-G
  7. Freeman, R. E. (2010). Strategic management: A stakeholder approach. Cambridge University Press. Retrieved from https://surl.li/wtvsfp
  8. Wood, D. J. (1991). Corporate social performance revisited. Academy of Management Review, 16(4), 691-718. DOI: https://doi.org/10.5465/amr.1991.4279616
  9. Porter, M. E., & Kramer, M. R. (2011). Creating shared value. Harvard Business Review, 89(1-2), 62-77. Retrieved from https://hbr.org/2011/01/the-big-idea-creating-shared-value
  10. Holling, C. S. (1973). Resilience and stability of ecological systems. Annual Review of Ecology and Systematics, 4, 1-23. DOI: https://doi.org/10.1146/annurev.es.04.110173.000245
  11. Folke, C. (2006). Resilience: The emergence of a perspective for social-ecological systems analyses. Global Environmental Change, 16(3), 253-267. DOI: https://doi.org/10.1016/j.gloenvcha.2006.04.002
  12. Walker, B., Holling, C. S., Carpenter, S. R., & Kinzig, A. (2004). Resilience, adaptability and transformability in social-ecological systems. Ecology and Society, 9(2). Retrieved from https://www.ecologyandsociety.org/vol9/iss2/art5
  13. Kolodiichuk, V. A., Tofan, I. M., Kolodiichuk, I. A., & Voronyj, I. V. (2024). Perspectives of farm development under the war conditions in Ukraine. European Journal of Business Science and Technology, 10(1), 82-96. DOI: https://doi.org/10.11118/ejobsat.2024.004
  14. Building resilient societies: Mainstreaming risk management in development (2016). Paris: OECD Publishing. Retrieved from https://www.oecd.org/dac/conflict-fragility-resilience/resilience.htm
  15. ISO 26000: Guidance on social responsibility (n.d.). ISO: Website. Retrieved from https://www.iso.org/iso-26000-social-responsibility.html
  16. The ten principles of the United Nations Global Compact (n.d.). UN Global Compact: Website. Retrieved from https://unglobalcompact.org/what-is-gc/mission/principles


Web-master P. Popadyuk