March 2026 (published: 13.03.2026)
Number 1(64)
UDC 65.012.45
DOI 10.17586/2310-1172-2026-19-1-61-70
Enterprise management in the context of sanctions pressure and confrontation
Reference for citation: Glamazda A.V., Shevchenko D.A. Enterprise management in the context of sanctions pressure and confrontation. Scientific journal NRU ITMO. Series «Economics and Environmental Management». 2026. № 1. Р. 61-70. DOI: 10.17586/2310-1172-2026-19-1-61-70.
Abstract. The purpose of the article is to analyze modern socio-psychological management tools in the company and substantiate the need for their integration into the modern management system in the context of confrontation and sanctions pressure. The hypothesis of the study is that successful management of a company in the face of unprecedented sanctions pressure and confrontation depends on the identification, formation and development of psychological resources among employees. General scientific methods were used in the study: grouping (grouping of basic concepts and etymology of understanding socio-psychological tools of enterprise management), inductive analysis (used in determining the criteria characteristics of socio-psychological tools of relationships in a team), graphical generalization (the basics of using socio-psychological tools in the context of confrontations and sanctions pressure), comparison (comparative characteristics of domestic and foreign practice of socio-psychological management are carried out). The author presents various approaches to the definition of socio-psychological tools. Based on the generalization of the main theoretical approaches, as well as the study of the degree of practical satisfaction of the employees of Aureol LLC with the adaptation methods used, the importance of strengthening these measures in the new business environment, the formation of a number of measures to retain professional staff and prevent their emotional burnout is substantiated. The expediency of mastering and applying socio-psychological management tools by the head, which allow employees to form additional psychological resources in conditions of uncertainty, was substantiated. The practical significance of the article lies in the fact that, based on the study of existing methods of social and psychological impact, specific areas of formation of additional psychological resources among employees have been identified: self-confidence or self-efficacy, empathy aimed at helping others, responsibility, self-learning.
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Keywords: sanctions pressure, confrontation, psychological resource, socio-psychological management tools, tools of psychological influence.
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