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This section examines the ESG management aspect using the example of Lutsk National Technical University under martial law. It analyzes key management challenges, adaptation mechanisms, and strategic decisions that ensured institutional stability, continuity of the educational process, preservation of scientific potential, and fulfillment of the university’s social responsibility. Particular attention is paid to academic management, internal quality assurance systems, human resource management, international cooperation, and volunteering. The study demonstrates that integrating ESG principles into the university’s governance model has become an effective basis for strengthening the resilience, competitiveness, and public trust in higher education institutions during wartime.

The article explores the phenomenon of greenwashing as a threat to sustainable development and business competitiveness. It analyzes the main causes, consequences, and modern approaches to preventing ecological manipulation. Special attention is given to innovative technologies' role in ensuring environmental initiatives' transparency.

Introduction. In the contemporary context of globalization, energy transitions, and climate challenges, business organizations face increasing pressure to translate declarative sustainable development principles into actionable corporate practices. Despite the growing adoption of international reporting standards, such as ISSB and CSRD, the effectiveness of ESG strategies is often constrained by managerial behavioral factors and cognitive biases. Understanding these behavioral barriers is critical for enhancing the efficiency of sustainability initiatives and aligning them with corporate marketing objectives. The purpose of the article. This study aims to identify the key behavioral traps that influence the implementation of sustainable business strategies and to examine their implications within the marketing context of corporate management. The focus is on how cognitive biases and decision-making patterns hinder the adoption of ESG initiatives, affecting both organizational performance and stakeholder trust. Methods. The research is grounded in a comprehensive review of contemporary scientific literature, international regulatory frameworks, and corporate sustainability cases. Methodologically, the study employs systematization, content analysis, comparative assessment, and structural-functional analysis. This integrated approach enables the identification of cognitive biases and managerial practices embedded in marketing communications, which serve as behavioral barriers to the effective implementation of ESG programs. Results. The findings reveal that several behavioral traps are prevalent in corporate decision-making, including status quo bias, short-termism, the attitude-behavior gap, moral licensing, herd behavior, and ethical blindness. These traps reduce firms’ readiness for innovative transformations, slow down the adoption of green technologies, and undermine stakeholders’ confidence in ESG reporting. To mitigate these barriers, the study proposes a set of strategic instruments: transition roadmaps, long-term incentives for managers, transparent communication mechanisms, the cultivation of a culture of responsibility, and the application of behavioral economics principles in marketing strategies. Conclusions. Behavioral traps constitute hidden risks to sustainable business development that cannot be fully addressed through regulatory compliance alone. Effective management requires the integration of institutional and behavioral approaches, enabling companies to enhance the performance of ESG strategies, strengthen stakeholder trust, and secure sustainable competitiveness. The study highlights the critical role of marketing-oriented behavioral interventions in overcoming psychological and organizational constraints, thus fostering more resilient and socially responsible business practices.

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