THEORETICAL AND APPLIED PRINCIPLES OF MANAGING TEAM CHANGES

Abstract

The article investigates the theoretical and applied foundations of team change management in the context of the contemporary development of domestic enterprises. The relevance of the study is determined by the growing need for enterprises to adapt to military challenges, digital transformation, economic instability, technological modernization, and increasing competition, which require new approaches to managing organizational changes through effective teamwork. It is substantiated that successful organizational transformation largely depends on the ability of management to organize coordinated team interaction, ensure knowledge sharing, develop human capital, and create favorable conditions for employee engagement in change implementation. The paper summarizes modern scientific approaches to the interpretation of change management, team management, knowledge management, and organizational development. It is argued that team change management should be considered as an integrated managerial process aimed at planning, organizing, coordinating, motivating, and controlling organizational transformations through the effective interaction of teams. The theoretical foundations of team change management are systematized based on systemic, process, behavioral, competency-based, and integrative approaches, which together create a comprehensive methodological framework for improving enterprise adaptability and organizational resilience. Particular attention is devoted to the applied foundations of team change management. The article proposes the author's definition of applied foundations as a set of practical principles, managerial methods, organizational mechanisms, and tools aimed at ensuring effective team functioning during organizational transformations. An original classification of the applied foundations of team change management is developed according to managerial functions, directions of influence, management levels, managerial instruments, implementation time horizon, interaction patterns, and expected outcomes. Such a classification makes it possible to comprehensively characterize the practical implementation of team changes and to identify the relationships between strategic planning, organizational support, motivation, communication, leadership, digital technologies, and performance evaluation. The practical significance of the obtained results lies in the possibility of applying the proposed approaches while developing enterprise development strategies, organizational transformation programs, human resource management systems, and mechanisms for strengthening teamwork in conditions of uncertainty and continuous change. The proposed theoretical and methodological provisions contribute to improving organizational flexibility, reducing employee resistance to change, increasing the efficiency of managerial decision-making, strengthening innovation capacity, and enhancing enterprise competitiveness. The findings may serve as a methodological basis for improving modern team change management systems at enterprises operating under conditions of digital transformation, crisis challenges, and post-war economic recovery.