SUSTAINABLE DEVELOPMENT MANAGEMENT: TRANSFORMATION OF STRATEGIES UNDER THE INFLUENCE OF EMERGING SECURITY CHALLENGES

Abstract

The article examines the transformation of sustainable development management strategies under the influence of emerging security challenges and substantiates priority directions for their improvement based on the principles of resilience, adaptability, and crisis resilience. The study demonstrates that the growing interdependence of geopolitical, economic, energy, climate, technological, and socio-humanitarian risks is reshaping the conceptual foundations of strategic management and necessitates the integration of the security dimension into the sustainable development governance framework. An original classification of security challenges is proposed, encompassing six groups of threats according to their origin and the nature of their impact on sustainable development management processes. The findings reveal that the transformation of strategic management is driven not by isolated risks but by their cumulative interaction, which generates a new level of strategic uncertainty. An original model of sustainable development strategy transformation is developed, comprising seven key components of the strategic management process: strategic objectives, planning logic, risk management, resource provision, information and analytical support, performance assessment, and expected implementation outcomes. It is substantiated that strategic management is evolving from a model focused on achieving balanced development towards a model aimed at ensuring secure, resilient, and adaptive development capable of functioning under conditions of multiple and interconnected crises. The study also proposes a conceptual framework for improving sustainable development management strategies, incorporating seven interrelated priority areas: adaptive strategic planning, integrated risk management, the development of crisis resilience, the digitalisation of strategic management, strengthening resource resilience, institutional integration, and the transformation of strategic monitoring systems. The results indicate that the interaction of these components facilitates the transition from reactive responses to individual crises towards proactive strategic management focused on the long-term viability of socio-economic systems. The practical significance of the research lies in the possibility of applying the proposed models to the design and revision of sustainable development strategies at the national, regional, and organisational levels.