Proceedings of the International scientific and practical conference ―Science at the Turning Point of History‖ (May 25-27, 2026) / Publisher website: www.naukainfo.com. – Lviv, Ukraine, 2026. - 362 p.

31 Introduction In the contemporary context of globalization, rapid information dissemination, and higher stakeholder expectations, multinational firms experience a unique risk of crises that can result in an erosion of years-long brand equity. Whether induced by a product failure, ethical violations of integrity, environmental catastrophe, or geopolitical conflict – a corporate crisis can unfold in a matter of hours and send ripples through several markets at once. Hence, crisis public relations has emerged as a vital discipline in the larger realm of strategic communication, having to maintain organizational goodwill, manage public perception, and regain credibility with stakeholders [1, p. 45]. Since the late twentieth century, due to popular corporate failures and the development of the 24-hour news cycle, there has been a great increase in academic and professional interest in crisis communication. Crisis management becomes very complex, even more so for global organizations that operate in very different cultural, legal, and linguistic contexts. A good response strategy in one national market is likely to be a negative one or worse, hostile to another [2, p. 112], requiring culturally adaptive and business agility communicative frameworks. This is a systematic overview of how international firms are handling their crisis PR and what can be learned from the literature in general, in order to explore relevant theoretical frameworks and extract implications from up-to-date case studies. 1. Nature and classification of corporate crises Corporate crises may be broadly categorized as low-probability, high-impact events threatening the sustainability of an organization, characterized by the existence of ambiguity in cause, effect, and resolution method [3, p. 7]. At the international level, crises are generally categorized along two predominant dimensions: origin (internal vs. external) and predictability (anticipated vs. sudden). Internal crises arise from within the organization and may result in product recalls, financial misconduct, leadership scandals, labour disputes, or data breaches. By contrast, external crises result from economic, political, or cultural forces outside