ORGANIZATIONAL AND ECONOMIC MECHANISM FOR IMPLEMENTING THE ENTERPRISE MANAGEMENT STRATEGY OF THE CONSTRUCTION SECTOR

Abstract

The article substantiates the theoretical and applied foundations for forming an organizational and economic mechanism for implementing the enterprise management strategy of the construction sector. The relevance of the study stems from the fact that martial law and the tasks of Ukraine's post-war economic reconstruction have sharpened the problem of a mismatch between existing construction enterprise management systems and the requirements of rapid adaptation to a changing external environment, coordination of stakeholder interests, and efficient use of limited resources. The purpose of the article is to develop a structural-logical scheme and to systematize the components of the organizational and economic mechanism for implementing a construction enterprise's management strategy. The essence of the concept of "organizational and economic mechanism for managing a construction enterprise" is clarified as a system of coordinated organizational and economic elements, methods, tools and levers aimed at achieving the enterprise's strategic goals while taking into account the interests of all stakeholder groups and legislative constraints. A generalized scheme of the functioning of the organizational and economic mechanism has been developed, reflecting the sequence of interaction between the organizational and economic components, resource provision, the monitoring and control subsystem, and the feedback loop for strategy adjustment. The components of the mechanism (organizational, economic, motivational, informationanalytical (digital), and regulatory-legal) are systematized, defining the main elements, implementation tools, and expected results of each. It is substantiated that the effectiveness of the organizational and economic mechanism for managing a construction enterprise is determined not only by the coherence of organizational and economic levers but also by the level of digital maturity of the management system and the enterprise's ability to timely adjust its strategy based on monitoring the external environment. The practical significance of the results lies in the possibility of using the proposed scheme and systematization of the mechanism's components as a methodological basis for improving strategic management systems at specific construction enterprises.