Dub S. PROCESS-ORIENTED APPROACH TO CHANGE IN OIL TRANSPORTATION ENTERPRISES UNDER THE CONDITIONS OF A CIRCULAR ECONOMY

The development of enterprises in the energy sector, including oil transportation enterprises, is currently focused on utilizing organizational and economic tools that enable the balance of the sustainable development triad—economic interests, social stability, and ecological systems. The application of a process-based approach as a mechanism for change management in oil transportation enterprises allows for systemic and effective reform of business processes in the main oil transportation network. This involves restructuring the network architecture, introducing innovative solutions, and forming tactical and strategic advantages, thereby influencing the development of both the sector and the national economy. The dissertation deepens the theoretical and methodological foundations and provides scientific and practical recommendations for the formation of a process-based approach to change management in oil transportation enterprises under the conditions of a circular economy. Based on the results of the research, the first chapter examined the theoretical and methodological bases of change management through the lens of their role in the development of business entities. A method for formulating criteria and subcriteria for assessing enterprises' propensity for change management was proposed, which enabled the formation of a step-by-step model of circular economy development in the context of its influence on the change management process. The evolution of the term "change management," its definitions in the scientific literature, and key approaches to business transformation processes were analyzed. Through theoretical substantiation of the definition of "change management" using a discrete approach to its components, change management is interpreted as a sequence of continuous processes that ensure efficient functioning, structuring of the internal environment, and adaptation of business entities to external conditions. This interpretation supports competitiveness in the market and considers globalization, geopolitical, and digitalization factors, while leveraging accumulated experience of innovative changes in the oil transportation industry. The scientific foundations of the process-based approach to change management have been expanded, including models and strategies for implementation, such as those of Lewin, Kotter, and ADKAR, along with methodologies for assessing organizational readiness for change. The strategic function of the circular economy as a driver of corporate-level change is emphasized, particularly its core principles of recycling, resource reuse, and implementation of environmentally clean technologies. A conceptual basis for adapting these models to the modern corporate environment is presented, highlighting key elements that facilitate or hinder effective change management. A multifactor analysis of the research supports the need for a process-based approach to change management across various industries. Amendments to existing methodological approaches for evaluating enterprise change management readiness were proposed, based on the interaction of three components: motivation (incentives and deterrents promoting innovation adoption), general capacity (organizational operational capability), and innovation-specific capacity (requirements for implementing specific innovations). This led to the formation of clear criteria and subcriteria for assessing organizational readiness for change, categorized by management style, openness to communication and innovation, and digitalization level. Both quantitative and qualitative indicators were proposed. Historical trends in the development of the circular economy and their impact on change management were analyzed; fundamental principles of circular economy and theoretical models ranging from cyclical ecological systems to modern multi-level frameworks (3R, 6R, and 10R) were explored, supporting the argument for the growing significance of circular principles in the global economy. A scientific-practical approach was developed to stage the transition to a circular economic model, based on the systematization of scientific hypotheses related to the 10R concept and linking circular economy development with the resilience of oil and gas enterprises. This approach serves as a foundation for enhancing organizational efficiency and sustainable development. Since the effectiveness of circular principles' implementation directly impacts sustainability, an analysis was conducted of the structural units of Naftogaz of Ukraine, particularly JSC Ukrtransnafta. All theoretical and methodological findings on defining the strategic potential of the circular economy were integrated with practical applications in the energy and industrial sectors. In the second chapter, the variability of changes in oil transportation enterprises was evaluated, considering the specificities of monitoring their business processes in a circular economy.