Abstract
<jats:p>The article substantiates the importance of the influence of sociocultural factors on the system of organization and planning of enterprise activities, as well as their structural impact on overall enterprise performance. The authors identify the following fundamental sociocultural factors: value systems and corporate culture; national cultural characteristics; management and leadership styles; employees’ social expectations and the level of corporate social responsibility; communication practices; and work ethic. Their influence on the ability of teams to operate under conditions of risk and uncertainty, on employee motivation and engagement, on maintaining labor productivity during crisis situations, and on ensuring enterprise competitiveness is justified. It is argued that, in the context of contemporary challenges, particular significance has been acquired by such sociocultural factors as national unity; responsibility and mutual support; social cohesion within labor collectives; the level of trust between employees and management; readiness for change, relocation, and flexible forms of employment; organizational culture of thinking; and corporate social responsibility. In the context of the war in Ukraine, there has been an increase in the consolidation of labor collectives, social cohesion, readiness for mutual substitution and assistance, and trust between employees and enterprise management. Corporate social responsibility has taken on new forms under wartime conditions, manifested through support for employees and their families, internally displaced persons, and the allocation of resources to strengthen Ukraine’s defense capacity. It is proven that sociocultural factors determine enterprises’ capacity for flexible planning and organizational decision-making, their adaptability, the ability to ensure business continuity and maintain resilience under complex wartime conditions, as well as the formation of potential for Ukraine’s post-war recovery. The practical significance of the research findings lies in the possibility of their application to improve personnel management efficiency, enhance organizational and planning systems, and achieve optimal enterprises performance outcomes.</jats:p>