Objective - In this paper, the author will explore how McDonald's overcame geopolitical tensions and consumer activism between 2022 and 2025 by applying stakeholder theory, institutional adaptation, and digital resilience as a cohesive crisis management strategy.

Methodology/Technique - The analysis has been performed in a qualitative case study design, which implies a combination of thematic interpretation with a critical discourse analysis (CDA) and quantification based on sales trends, sentiment tracking, and data on foot-traffic. This evidence has revealed that a broken stakeholder expectation compels multinational corporations to make trade-offs between corporate governance and franchise autonomy.

Finding - The exposure to reputational risk in politically sensitive markets is mitigated by institutional adaptation, including strategic acquisitions and localized CSR. Findings further suggest that negative sentiment is a precursor to a noticeable financial effect, and therefore, real-time tracking is needed during periods of geopolitical instability. Digital transformation, especially sentiment analytics, driven by AI, and enhancing personalized engagement systems, makes crisis resilience stronger and helps recover post-crisis.

Novelty - The research introduces an integrated model of crisis management that connects sentiment-based analysis, franchise government systems, and digital resilience capabilities, which multinational corporations can use in geopolitical crises. Through integrative real-time sentiment tracking and institutional and stakeholder-based theory, the research shows the ability of digital tools to anticipate the escalation of the situation and to provide evidence-based response frameworks.

Type of Paper - Empirical

Keywords: Geopolitical conflicts, crisis management, stakeholder theory, digital resilience, consumer activism, sentiment analysis, institutional adaptation, brand reputation.

JEL Classification: F23, M14, M16, M21, L83, D22

URI: https://gatrenterprise.com/GATRJournals/GJBSSR/vol13.4_4.html

DOI: https://doi.org/10.35609/gjbssr.2025.13.4(4)

Pages 127–139