HUMAN RESOURCE MANAGEMENT TOOLS IN CONSTRUCTION COMPANIES WITHIN THE FRAMEWORK OF SUSTAINABLE DEVELOPMENT

Abstract

The article substantiates the theoretical and methodological foundations for developing the organizational architectonics of the strategic competitiveness management system of agricultural enterprises. The relevance of the study is determined by the complexity of the competitive environment, military and logistical risks, technological change, digitalization, European integration, sustainability requirements, and the need to adapt business models. Organizational architectonics is interpreted as a configuration of the strategic core, management actors and levels, functional contours, resources and capabilities, business processes, coordination mechanisms, analytical flows, and adaptive feedback links that ensure the formulation, implementation, monitoring, and reconfiguration of competitive strategy. Eight interrelated functional contours are identified: strategic-target, market-competitive, resource-capability, organizational-coordination, process-value, digital-analytical, risk-adaptive, and stakeholder-sustainability. Their purpose, key tools, and results are specified. Coordination and integration mechanisms synchronize strategic priorities, resource constraints, process changes, and responsibility centers. Information flows and digital infrastructure ensure circulation of reliable data between the strategic core, management actors, functional contours, and control mechanisms. The feedback, strategic control, and monitoring system closes the management cycle by identifying deviations, changes in competitive conditions, and losses in the effectiveness of strategic initiatives. Resource and process reconfiguration transforms monitoring results into structural, process, and capability changes. The proposed architectonics has a cyclical nature: strategy implementation results generate feedback, initiate corrective decisions and organizational reconfiguration, and renew the ways competitive advantages are created. The practical significance of the approach lies in identifying organizational imbalances, improving coordination, and supporting sustainable competitiveness of agricultural enterprises.