Ensuring competitiveness of enterprises in the construction industry on the basis of dynamic equilibrium concept

Abstract

Relevance of research. Research shows that a special place in the modern turbulent economy is occupied by the problems of developing the theory and practice of modelling the competitiveness of construction enterprises from the standpoint of assessment and integrated management of both its current, medium-term, and strategic competitiveness through a conceptual mechanism of dynamic equilibrium of the internal and external environment in conditions of uncertainty and risk.

Purpose of the study. To substantiate methodological approaches to ensure the processes of assessing and managing the competitiveness of construction enterprises based on the concept of dynamic equilibrium of the internal and external environment in conditions of risk and uncertainty through modelling the aggregate competitive potential for key success factors.

Methods. A set of systemically interrelated methodological approaches based on both the theory of competitiveness and the concept of dynamic equilibrium of economic systems was used. The methods of factor and trend analysis, mathematical statistics, economic and mathematical modelling and forecasting, expert assessments, uncertainty and risk theory, comparison, analysis and synthesis were also used.

Results and novelty. The article demonstrates the following main scientific results with elements of scientific novelty: clarification of the conceptual category “competitiveness” with the definition of a set of system principles for modelling and situational assessment of competitiveness using an indicative sector program; the concept of dynamic equilibrium of competitiveness for construction enterprises in the areas of productivity and cost management is modeled with the development of the conceptual category “uncertainty”. A generalized classification and analysis of key success factors determining competitiveness based on the structuring of local potentials of investment, organizational, production, and financial and economic types has been performed; a methodological approach has been developed to determine calculated indicators of enterprise competitiveness; the main patterns of change in key factors of competitiveness management at the operational, tactical, and strategic management levels have been established using the example of Tunnel-2001 LLC's competitive profile.