Organizational and economic mechanism for ensuring the competitiveness of construction enterprises under sustainable development conditions
Abstract
The purpose of the study is to substantiate the content and structural design of an organizational and economic mechanism for ensuring the competitiveness of construction enterprises under sustainable development conditions. The object of the study is the process of creating sustainable competitive advantages of a construction enterprise through the coordination of organizational decisions, economic instruments, resource provision, personnel security, innovation and technological development, and stakeholder interaction. The methodological basis combines systems, process, resource-based and stakeholder approaches, structuring, comparison, cause-and-effect grouping, and author-developed theoretical modelling. The study substantiates that the competitiveness of a construction enterprise cannot be maintained solely through price advantages or the expansion of construction volumes. Its sustainability depends on the ability to manage cost, time, quality, resource efficiency, occupational safety, personnel stability, technological readiness, environmental responsibility, and the trust of clients, investors, and partners simultaneously. The organizational and economic mechanism is interpreted as an ordered set of principles, actors, functional components, organizational procedures, economic instruments, and feedback links through which sustainable development objectives are translated into specific competitive outcomes of a construction enterprise. Seven interrelated components are proposed, namely diagnostic-strategic, project-production, financial-economic, resource-environmental, personnel-security, innovation-technological, and market-stakeholder components. The scientific novelty lies in integrating competitive, economic, and sustainable development trajectories within a single management mechanism in which effectiveness is determined through the simultaneous achievement of operational efficiency, adaptability, environmental responsibility, social reliability, and investment attractiveness. The practical significance of the results lies in the possibility of applying the proposed structure by managers of construction enterprises in strategic planning, budgeting, project management, procurement policy, personnel development, BIM implementation, energy-efficient technologies, and ESG criteria.