Abstract: The intensification of global economic, political, and technological transformations driven by rapid technological change has complicated the ability of multinational corporations (MNCs) to predict strategic directions under dynamic external environments. Geopolitical conflicts, energy and logistics disruptions, shifts in trade regimes, digitalization, and accelerated adoption of artificial intelligence increasingly undermine traditional long-term strategic planning models based on stable forecasts and centralized decision-making. This requires the development of new strategic approaches, flexible adaptation mechanisms, and resilient business models. For scholars and management practitioners, it is important to design tools enabling MNCs to balance global coordination with local responsiveness, strengthen supply chain resilience, ensure cybersecurity, and meet ESG requirements, while integrating innovation, digital platforms, and big-data analytics into decision-making.

The study examines the evolution of strategic approaches to MNC management, showing a transition from structural and planning-based models to flexibility-oriented, resource-based, and dynamic capabilities approaches. Contemporary strategies emphasize regionalization, digital transformation, and the formation of global ecosystem partnerships. Strategic management enables MNCs to enhance competitiveness, increase adaptability to global challenges, optimize resource allocation, reduce risks, and strengthen innovation capacity. The findings highlight that effective strategic management is essential for ensuring the long-term competitiveness of MNCs and supporting the economic recovery of countries such as Ukraine through investment inflows, technology transfer, and job creation. The research results provide a basis for developing new methodological tools to improve MNC resilience and strategic effectiveness under global uncertainty.