STRATEGIC POSITIONING AND CLUSTERING OF CONSTRUCTION SECTOR ENTERPRISES BY LEVEL OF DIGITAL AND MANAGERIAL MATURITY

Abstract

The article provides a theoretical substantiation and develops a methodological approach to the clustering and strategic positioning of construction enterprises based on a comprehensive assessment of their digital and managerial maturity, taking into account the challenges of Ukraine’s post-war recovery. It is noted that, under conditions of a persistent crisis, construction enterprises operate under substantially different initial conditions, which results in significant internal differentiation of the sector in terms of the level of managerial and digital maturity, the nature of resource utilization, and the capacity for transformation, and therefore necessitates a shift away from universal approaches to strategic management toward differentiated development models adapted to the specific characteristics, potential, and constraints of individual groups of enterprises. A system of indicators for assessing the managerial and digital maturity of construction enterprises is defined, covering, respectively, the level of process formalization, the quality of risk management, organizational flexibility, and the quality of human capital, as well as technological infrastructure, the level of BIM technology adoption, the automation of accounting and management processes, and employees’ digital culture, which enables a comprehensive assessment of the level of managerial and digital capability development of enterprises. A methodological approach to the assessment, clustering, and strategic positioning of construction enterprises is developed. It is concluded that differentiating the development trajectories of construction enterprises according to their membership in a particular cluster makes it possible to move from a generalized assessment of the level of organizational, managerial, and digital maturity to identifying priority areas and sequencing transformation measures, taking into account the specific constraints and potential of each group of enterprises. It is concluded that differentiating the development trajectories of construction enterprises according to their membership in a particular cluster makes it possible to move from a generalized assessment of the level of organizational, managerial, and digital maturity to identifying priority areas and sequencing transformation measures, taking into account the specific constraints and potential of each group of enterprises.