Global progress towards the 2030 Sustainable Development Goals (SDGs) remains critically off track, with current trends indicating that only 17% of targets will be met by the deadline. As sustainability transitions increasingly depend on regional and institutional capacity, understanding heterogeneous transition pathways and resilience across territorial contexts is essential. This study investigates whether observed divergence in SDG performance reflects temporary setbacks or persistent structural regimes characterised by distinct institutional and technological configurations. Using panel data from over 160 countries (2019–2024), we employ annual latent class analysis to identify hidden structures in SDG performance across 15 goals, introducing intertemporal volatility as a dimension of development dynamics. We complement this with ordered logistic regression to examine structural determinants of regime membership, including governance quality, digital infrastructure, health investment, and macroeconomic indicators. Our analysis identifies three temporally stable development regimes—lagging, transitional, and leading—with fewer than 15% of countries transitioning between classes over the observation period. ANOVA results reveal that internet access and government effectiveness exhibit the most substantial between-regime differences. Ordered logit models indicate that governance quality and digital connectivity are the strongest correlates of regime membership (government effectiveness: β = 0.943, p < 0.001; internet penetration: β = 0.049, p < 0.001), whereas short-term GDP growth exerts negligible influence (p > 0.10). These findings challenge assumptions of linear convergence in sustainable development and provide a data-driven framework for evaluating transition dynamics across diverse territorial contexts. The results suggest that achieving the SDGs requires that deep structural constraints be addressed—particularly digital divides and institutional quality—through regionally targeted policy design rather than relying solely on incremental adjustments or economic growth. The identified regimes provide a basis for place-based targeting by distinguishing contexts where governance and digital capacity constraints are binding.

Global progress towards the 2030 Sustainable Development Goals (SDGs) remains crit-ically off track, with current trends indicating that only 17% of targets will be met by the deadline. As sustainability transitions increasingly depend on regional and insti-tutional capacity, understanding heterogeneous transition pathways and resilience across territorial contexts is essential. This study investigates whether observed diver-gence in SDG performance reflects temporary setbacks or persistent structural regimes characterised by distinct institutional and technological configurations. Using panel data from over 160 countries (2019–2024), we employ annual latent class analysis to identify hidden structures in SDG performance across 15 goals, introducing inter-temporal volatility as a dimension of development dynamics. We complement this with ordered logistic regression to examine structural determinants of regime mem-bership, including governance quality, digital infrastructure, health investment, and macroeconomic indicators. Our analysis identifies three temporally stable develop-ment regimes—lagging, transitional, and leading—with fewer than 15% of countries transitioning between classes over the observation period. ANOVA results reveal that internet access and government effectiveness exhibit the most substantial between-regime differences. Ordered logit models indicate that governance quality and digital connectivity are the primary predictors of regime membership, whereas short-term GDP growth exerts negligible influence. These findings challenge assumptions of linear convergence in sustainable development and provide a data-driven framework for evaluating transition dynamics across diverse territorial contexts. The results suggest that achieving the SDGs requires addressing deep structural constraints—particularly digital divides and institutional quality—through regionally targeted policy design rather than relying solely on incremental adjustments or economic growth. The identified regimes provide a basis for place-based targeting by distinguishing contexts where governance and digital capacity constraints are binding.

The article explores the conceptual foundations of synergy between socially responsible and sustainable marketing and quality management in the formation of pricing strategies and sales management in the global market. It substantiates the interconnection between the principles of corporate social responsibility, sustainable development, and modern approaches to quality management. It demonstrates that the integration of these components creates added value for consumers and, at the same time, provides enterprises with sustainable competitive advantages in the global market environment. The influence of quality management on the formation of fair pricing strategies and effective distribution systems is analyzed, and the role of socially responsible marketing in strengthening brand trust is revealed. Given the current transformations in the business environment caused by globalization, socio-environmental challenges, and stricter ethical requirements in consumer behavior, the need to revise classic pricing strategies is justified. The essence of socially responsible and sustainable marketing as the basis of modern strategic management is revealed. Important factors for actualization are identified: growing demand for ethical consumption, implementation of ESG approaches, increasing importance of reputation, and intensifying regulatory pressure. Comparative approaches of American, European, and Ukrainian scientific schools regarding the role of sustainable marketing in strategic management. A conceptual model for integrating socially responsible and sustainable marketing into pricing and sales management strategies is proposed, covering five interrelated blocks: analytical and value-based, strategic and integrative, marketing and communication, operational and sales, and monitoring and evaluation. This approach promotes adaptation to the requirements of sustainable development, increased transparency, accountability, and trust on the part of stakeholders.