Corporate culture of IT companies as a resource for social resilience in the context of the Russo-Ukrainian war

The article examines the transformation of corporate culture in Ukrainian IT companies in the context of the Russian-Ukrainian war and analyzes its role as a resource for organizational and social resilience. The relevance of the study is determined by the need of IT companies to maintain organizational continuity, preserve human capital, support employees, and adapt management practices to prolonged uncertainty, security risks, workforce mobility, remote work, and changes in employees’ professional and social priorities. The aim of the study is to identify the main transformations in the corporate culture of Ukrainian IT companies and to determine the management strategies and practices that contribute to their resilience under wartime conditions. The methodological framework of the study is based on a mixed-methods research design combining quantitative and qualitative approaches. The empirical basis comprises data obtained using an adapted Organizational Culture Assessment Instrument (OCAI), an expert survey of 79 IT professionals, and 12 in-depth semi-structured interviews. The analysis focuses on changes in the clan, adhocracy, market, and hierarchy culture types, as well as on management practices and indicators of resilience at the individual, group, and organizational levels. Comparative and statistical analysis of the quantitative data was complemented by thematic analysis of the qualitative interviews, which made it possible to identify changes in employees’ values, expectations, and perceptions of organizational support. The findings demonstrate that wartime conditions have contributed to a strengthening of clan culture characteristics, particularly trust, mutual support, teamwork, employee safety, solidarity, and a sense of belonging. At the same time, the importance of market-oriented values has decreased, whereas the adhocracy component has remained relatively stable, indicating the ability of the Ukrainian IT sector to preserve innovation, flexibility, and adaptability under crisis conditions. The management practices most closely associated with organizational resilience include organizational flexibility, mentoring and supportive leadership, psychological support for employees, open internal communication, flexible work arrangements, support for volunteering and socially responsible initiatives, and people-centered management. The study substantiates the role of corporate culture as an important organizational resource that contributes to preserving human and social capital and strengthening the social resilience of Ukrainian IT companies during the war. Furthermore, based on empirical results, an analytical model of corporate culture management strategies in IT companies under wartime conditions is proposed.