The Theoretical Essence and Evolution of Strategic Management ofEnterprises in the Construction Sector

Abstract

The article summarizes the theoretical essence of the concept of «strategic management of a construction sector enterprise» and systematizes the main stages of its scientific evolution. It is substantiated that a construction enterprise constitutes a specific object of strategic management due to the project-based nature of the product created, the uniqueness of each construction facility, the tender-based mechanism for obtaining contracts, the extensive network of subcontractors, and the high capital intensity of operations. The evolution of scientific schools of strategic management is systematized – from directive long-term planning to the resource-based approach, the dynamic capabilities conception, the process-emergent paradigm, and the contemporary digital ecosystem model – and the specific manifestations of each stage in the activities of construction enterprises are identified. A conceptual four-level model of strategic management of a construction enterprise (macro level – industry level – enterprise level – project level) is developed, revealing the mechanism for aligning the company’s long-term objectives with the practical realities of implementing individual construction projects. A comparative analysis of the classical (industrial) and contemporary (adaptive, digital) approaches to strategic management is provided according to key characteristics. Specific factors of the construction sector (technological, economic, institutional and legal, organizational, and social) that determine the content of strategic decisions are classified. It is substantiated that, in the context of postwar reconstruction, tender competition, and digitalization (BIM, Digital Twin, Process Mining), strategic management of a construction enterprise is transforming from a long-term planning function into a continuous adaptive process of aligning corporate strategy with the project portfolio. The study substantiates that strategic management of a modern construction enterprise is transforming from a function of periodic long-term planning into a continuous adaptive process of aligning corporate strategy with the portfolio of construction projects. The proposed theoretical approach provides a foundation for the further development of methodological tools for assessing the strategic alignment of projects with enterprise objectives, forming an optimal portfolio of contracts, evaluating strategic resilience, and developing digitally oriented strategic management systems for construction sector enterprises.