CROSS-CULTURAL MANAGEMENT IN WAR CONDITIONS

Valentyna CHYCHUN

Chernivtsi Institute of Trade and Economics of SUTE, Chernivtsi

https://orcid.org/0000-0003-0032-9757

Halyna POLIANKO

Chernivtsi Institute of Trade and Economics of SUTE, Chernivtsi

https://orcid.org/0000-0002-6556-681X

DOI: http://doi.org/10.34025/2310-8185-2025-2.98.08

Keywords: cross-cultural management, war, multicultural team, psychological resilience, intercultural communication, management strategies, adaptation.

Summary

The article explores the transformation of cross-cultural management approaches in the context of war, focusing on the psychological and organizational challenges faced by multicultural teams under extreme conditions. War significantly affects employees' mental states, increasing emotional stress, fostering distrust, and shifting motivational priorities. Traditional cross-cultural management models, developed in stable environments, are insufficient for ensuring effective collaboration during crises.

The study emphasizes the importance of developing cross-cultural competence among managers, using digital platforms for communication support, and recognizing nonverbal communication as key factors in building trust and psychological resilience within teams. Ukrainian companies’ practical experience demonstrates the effectiveness of multicultural strategies, including regular employee support, adaptation of communication strategies, and the development of intercultural skills that enhance organizational resilience.

The findings highlight the urgent need to design new conceptual models of cross-cultural management that incorporate the psychological impacts of war, adaptive mechanisms, and the specifics of digital interaction. These models aim to ensure effective teamwork and decision-making in multicultural organizations. Further research will focus on developing tools to assess and foster cross-cultural competence and introducing innovative methods to support motivation and cooperation in crisis conditions.

Biographies of authors:

Valentyna CHYCHUN,

Chernivtsi Institute of Trade and Economics of SUTE

Candidate of Economic Sciences, Associate Professor

Associate Professor Department of Management, Marketing and Logistics

Halyna POLIANKO,

Chernivtsi Institute of Trade and Economics of SUTE

Senior Lecturer Department of management, marketing and logistics

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