A multi-level model for adapting organizational management systems to the conditions of international financial support

The relevance of the study is driven by the increasing scale of international financial support and the need to bridge the gap between macro-level donor policies and the managerial capacity of recipient organizations. It is substantiated that existing state-centric analytical frameworks fail to account for micro-level managerial mechanisms, which require profound theorization in the context of post-war recovery. The aim of the article is to develop a conceptual model for adapting organizational management systems to the conditions of international financial support. It is proven that the process of such adaptation takes the form of a holistic transformation based on the integration of four structural dimensions: budgetary and financial management, multi-level accountability, administrative capacity, and international project management standards. A three-level model architecture (strategic, operational, and control levels) is proposed, functioning as an integrated loop for aligning internal management procedures with the external institutional pressure of donor programs. The scientific novelty lies in the conceptualization of adaptation as a dynamic process determined by the mechanisms of «donor conditionality» and requirements for transparency and accountability. It is established that external institutional requirements act as a catalyst for modernization, transforming the institutional pressure of donors into an internal resource for the organization's long-term development. The practical significance lies in the use of the model as an analytical tool for assessing organizational readiness to participate in Ukraine's recovery programs and identifying gaps between existing managerial capacity and target volumes of external financing.