The transition from a US-centric order to a fragmented multipolar system is reshaping the foundations of international management by subordinating economic rationality to geopolitical risk, regulatory conflict, and sovereign security. This article examines how “responsible international management” is being redefined under conditions of sanctions regimes, geoeconomic fragmentation, digital sovereignty, and competing normative frameworks. Drawing on qualitative analysis of secondary sources, policy documents, and corporate case evidence from Russian and multinational enterprises, the study develops an analytical model of Sovereignty-Embedded Responsibility to explain managerial adaptation in contested institutional environments. The article identifies four structural responsibility dilemmas, sanctions-compliance paradoxes, data governance and AI ethics, climate responsibility under energy securitization, and ethical pluralism in human rights governance and demonstrates how firms restructure governance, supply chains, payment systems, and technological strategies to preserve operational legitimacy and systemic resilience. By integrating international management theory with contemporary International Relations debates on multipolarity, sanctions, and techno-sovereignty, the article advances a non-Western perspective on corporate responsibility that moves beyond CSR universalism toward geopolitically conditioned governance. The findings contribute to IR-management scholarship by conceptualizing responsibility as a strategic instrument of survival in fragmented global markets and by offering policy-relevant insights for firms operating across antagonistic regulatory regimes.
Hinmikaiye Peace Timi (Fri,) studied this question.