Theoretical Foundations of Managing Circular Business Models in Enterprises in the Context of Innovative Transformation

The article substantiates the theoretical principles of managing circular business models of enterprises in the context of innovative transformation. The starting point of the study is to treat the circular business model not as a separate environmental practice or a set of waste processing operations, but as a holistic management configuration of creating, delivering, appropriating and restoring value, within which the strategic decisions of the enterprise are consistent with the principles of slowing down, closing and narrowing resource cycles. Based on the generalization of modern foreign and Ukrainian research, the evolution of scientific approaches to the circular economy, circular business model and business model innovations is revealed. It is proven that an effective transition from linear to circular logic requires a combination of strategic, innovative, operational and partnership management, as well as the development of the enterprise's dynamic capabilities to identify opportunities, mobilize resources and restructure organizational configurations. The author's definition of circular business model management is proposed as a purposeful process of forming, implementing, coordinating and adapting a system of management decisions that ensures the multiple use of resources and preserving their value throughout the product life cycle while simultaneously achieving economic efficiency, environmental efficiency and sustainability of interaction with stakeholders. The principles, functions, subjects, objects and tools of such management are systematized; a comparison of linear and circular business models from a management perspective is made; key management barriers and transformation risks are identified. A conceptual structure of a circular business model management system is developed, combining the strategic level, value proposition architecture, organizational and process contour, digital and analytical support, partner ecosystem and performance measurement contour. It is substantiated that digital technologies, product life cycle data, servitization, reverse logistics, design for repairability and reuse should not be considered as autonomous measures, but as interconnected tools for implementing the selected circular strategy. The scientific novelty lies in deepening the theoretical interpretation of the circular business model as an object of management and in the formation of an integrated management mechanism for its transformation, focused on coordinating the economic, resource, innovation and organizational performance of the enterprise. The practical significance of the provisions of the article lies in the possibility of their use by enterprise management when forming circular transformation strategies, choosing a portfolio of management tools, building a system of indicators and organizing interfunctional interaction.