EVOLUTION OF MANAGEMENT MODELS IN INTERNATIONAL BUSINESS: FROM GLOBAL EXPANSION TO FLEXIBLE NETWORKS AND SUSTAINABLE STRATEGIES

Authors

  • Larisa Borisovna Kostrovets Federal state budgetary educational institution of higher education «Donetsk Academy of Management and Public Administration», Russian Federation, Donetsk People's Republic, 283015, DNR, Donetsk, 163-a Chelyuskintsev str. (Donetsk, Russia) Автор
  • Svetlana Nikolaevna Naumenko Federal state budgetary educational institution of higher education «Donetsk Academy of Management and Public Administration», Russian Federation, Donetsk People's Republic, 283015, DNR, Donetsk, 163-a Chelyuskintsev str. (Donetsk, Russia) Автор https://orcid.org/0009-0006-6810-414Х (unauthenticated)
  • Nikita Pavlovich Dudin Federal state budgetary educational institution of higher education «Donetsk Academy of Management and Public Administration», Russian Federation, Donetsk People's Republic, 283015, DNR, Donetsk, 163-a Chelyuskintsev str. (Donetsk, Russia) Автор

Keywords:

международный бизнес, модели управления, глобализация, сетевые структуры, устойчивое развитие, ESG-принципы, цифровизация, геополитические риски, глокализация, циркулярная экономика

Abstract

The article provides a comprehensive analysis of the transformation of management paradigms in international business in the context of radical global changes. It examines the evolutionary path from classical models of global expansion, based on centralization, standardization, and economies of scale, to modern flexible and adaptive structures. The key driver of this transformation is the combination of powerful challenges: the digitalization of all business processes, increasing geopolitical risks and market fragmentation, as well as growing institutional and public pressure within the sustainable development agenda. The study critically assesses the limitations of traditional hierarchical models, which demonstrated vulnerability during global crises – from the 2008 financial crisis to the COVID-19 pandemic. As an alternative, the article details the advantages of network and ecosystem structures that ensure resilience through polycentricity, decentralization, and redundancy of connections, illustrated by case studies of Toyota, Procter & Gamble, and Amazon. Special attention is paid to the integration of ESG principles (environmental, social, and governance factors) and sustainable growth strategies into the core of corporate governance. The analysis covers the transition to a circular economy and carbon neutrality as a new source of long-term competitiveness. An important aspect of the work is the examination of the balance between global integration and local adaptation (glocalization), which is necessary for the effective functioning of multinational corporations in a heterogeneous environment. Based on the analysis, practical recommendations are formulated for developing hybrid management models that combine strategic integrity with operational flexibility. The conclusion is drawn that the future of international business belongs to ecosystem organizations capable of harmoniously integrating technological innovation, network collaboration, and sustainable practices to create value in a turbulent world.
Received: 13 June 2025 · Revised: 15 August 2025 · Accepted: 25 September 2025

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References

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2. Dunning, J.H. (1980). Toward an Eclectic Theory of International Production: Some Empirical Tests. Journal of International Business Studies, 11(1). Pp. 9-31.

3. Porter, M.E., & Kramer, M.R. (2011). Creating Shared Value. Harvard Business Review, 89(1/2). Pp. 62-77.

4. Elkington, J. (1997). Cannibals with Forks: The Triple Bottom Line of 21st Century Business. Oxford: Capstone. 402 p.

5. Adner, R. (2017). Ecosystem as Structure: An Actionable Construct for Strategy. Journal of Management, 43(1). Pp. 39-58.

6. Teece, D.J. (2009). Dynamic Capabilities and Strategic Management. Oxford: Oxford University Press. 316 p.

7. Ghoshal, S., & Bartlett, C.A. (2002). Managing Across Borders: The Transnational Solution (2nd ed.). Boston: Harvard Business School Press. 400 p.

8. Schwab, K. (2016). The Fourth Industrial Revolution. Geneva: World Economic Forum. 192 p.

9. Eccles, R.G., & Serafeim, G. (2013). The Performance Frontier: Innovating for a Sustainable Strategy. Harvard Business Review, 91(5). Pp. 50-60.

10. Ellen MacArthur Foundation. (2012). Towards the Circular Economy: Economic and Business Rationale for an Accelerated Transition. Cowes: Ellen MacArthur Foundation. 96 p.

11. Meyer, K. (2021). International Business in the Time of Pandemic. Journal of International Business Studies, 52(8). Pp. 1413-1436.

12. Porter, M.E. (1985). Competitive Advantage: Creating and Sustaining Superior Performance. New York: Free Press. 592 p.

13. Williamson, O.E. (1991). Comparative Economic Organization: The Analysis of Discrete Structural Alternatives. Administrative Science Quarterly, 36(2). Pp. 269-296.

14. Verbeke, A. (2018). International Business Strategy (3rd ed.). Cambridge: Cambridge University Press. 612 p.

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17. European Commission. (2022). Corporate Sustainability Reporting Directive (CSRD). Brussels: EU. URL: https://ec.europa.eu.

18. OECD. (2022). Global Plastics Outlook: Economic Drivers, Environmental Impacts and Policy Options. Paris: OECD Publishing. 220 p.

19. McKinsey & Company. (2023). The State of Fashion 2023: Resilience in the Face of Uncertainty. URL: https://www.mckinsey.com.

20. Bank of America. (2022). ESG Matters: Global ESG Primer. Bank of America Securities. 180 p.

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Published

2025-03-15

Issue

Vol. 7 No. 3 (2025)

Section

Статьи

How to Cite

Kostrovets L.B., Naumenko S.N., Dudin N.P. EVOLUTION OF MANAGEMENT MODELS IN INTERNATIONAL BUSINESS: FROM GLOBAL EXPANSION TO FLEXIBLE NETWORKS AND SUSTAINABLE STRATEGIES // Public Administration & Law. 2025. Vol. 7, no. 3. P. 286–295.