УДК: 338.45:69.003:005.52:005.334
DOI: https://doi.org/10.36887/2524-0455-2026-3-38
The article investigates the theoretical and methodological foundations for shaping the strategic development directions of construction development enterprises based on integrative diagnostics of economic capacity under conditions of digital transformation and operation in a multi-project environment. It is substantiated that traditional approaches to assessing financial condition, investment efficiency, or operational performance do not provide a comprehensive evaluation of an enterprise’s long-term development capacity because they fail to account for interrelationships among financial, resource, investment, organizational, digital, and risk-related factors. Integrative diagnostics is proposed as the information and analytical foundation of strategic management, ensuring a transition from assessing the current economic condition to developing adaptive managerial decisions. The methodological approaches to integrative diagnostics are systematized, including the systems, process, resource-based, competency-based, risk-oriented, and value-based approaches. The feasibility of integrating these approaches with contemporary concepts such as Dynamic Capabilities, the Resource-Based View, the Balanced Scorecard, the Performance Prism, the Business Model Canvas, Enterprise Risk Management, Value-Based Management, and Digital Maturity Models is substantiated. A system of key indicators for integrative diagnostics has been developed, encompassing financial, investment, production-resource, digital, risk, and ESG parameters, which enables a comprehensive assessment of an enterprise’s economic capacity and the identification of critical imbalances among the components of its economic potential. It is proven that the results of integrative diagnostics should serve as the basis for developing strategic alternatives, optimizing the development project portfolio, improving resource utilization efficiency, strengthening financial resilience, enhancing digital competencies, and minimizing risks. The expediency of using digital platforms and risk analytics tools to establish a continuous information and analytical framework for strategic management is substantiated. The proposed approach provides a comprehensive assessment of the economic capacity of construction development enterprises, improves the validity of strategic managerial decisions, facilitates adaptation to the dynamic conditions of a multi-project environment, and forms a methodological basis for ensuring their long-term competitiveness and sustainable development.
Keywords: enterprise, construction project, development, strategic management, economic diagnostics, operational performance, innovation, economic potential, digital transformation, financial sustainability, economic capacity, risk-oriented management, competitiveness, sustainable development.
References
- Kaplan, R. S., & Norton, D. P. (1992). The balanced scorecard—Measures that drive performance. Harvard Business Review, 70(1), 71–79.
- Kaplan, R. S., & Norton, D. P. (1996). The balanced scorecard: translating strategy into action. Harvard Business School Press.
- Neely, A., Adams, C., & Kennerley, M. (2002). The performance prism: the scorecard for measuring and managing business success. Financial Times Prentice Hall.
- Osterwalder, A., & Pigneur, Y. (2010). Business model generation: a handbook for visionaries, game changers, and challengers. John Wiley & Sons.
- Project Management Institute. (2017). The standard for portfolio management (4th ed.). Project Management Institute.
- Kulikov, P., Ryzhakova, G., Honcharenko, T., Ryzhakov, D., & Malykhina, O. (2020). OLAP-tools for the formation of connected and diversified production and project management systems. International Journal of Advanced Trends in Computer Science and Engineering, 9(5), 8670–8676. https://doi.org/10.30534/ijatcse/2020/254952020
- Chernyshev, D., Ryzhakova, G., Honcharenko, T., Petrenko, H., Chupryna, I., & Reznik, N. (2023). Digital administration of the project based on the concept of smart construction. In Alareeni & A. Hamdan (Eds.), Explore Business, Technology Opportunities and Challenges After the COVID-19 Pandemic: ICBT 2022 (pp. 1316–1331). Springer. https://doi.org/10.1007/978-3-031-08954-1_114
- Marchuk, T., Ryzhakov, D., Ryzhakova, G., & Stetsenko, S. (2017). Identification of the basic elements of the innovation-analytical platform for energy efficiency in project financing. Investment Management and Financial Innovations, 14(4), 12–20. https://doi.org/10.21511/imfi.14(4).2017.02
- Chupryna, I., Ryzhakova, G., Chupryna, K., Biloshchytskyi, A., Tormosov, R., & Gonchar, V. (2022). Designing a toolset for the formalized evaluation and selection of reengineering projects to be implemented at an enterprise. Eastern-European Journal of Enterprise Technologies, 1(13 (115)), 6–19. https://doi.org/10.15587/1729-4061.2022.251235
- Ryzhakova, G., Ryzhakov, D., Petrukha, S., Ishchenko, T., & Honcharenko, T. (2019). The innovative technology for modeling management business process of the enterprise. International Journal of Recent Technology and Engineering, 8(4), 4024–4034. https://doi.org/10.35940/ijrte.D8356.118419
- Bielienkova, O., Ryzhakova, G., Kulikov, O., Akselrod, R., & Loktionova, Y. (2024). Formation of organizational change management strategies based on fuzzy set methods. In Semenov, I. Yepifanova, & J. Kajanová (Eds.), Data-Centric Business and Applications (pp. 251–275). Springer. https://doi.org/10.1007/978-3-031-54012-7_11
- Akselrod, R., Shpakov, A., Ryzhakova, G., Honcharenko, T., Chupryna, I., & Shpakova, H. (2022). Integration of data flows of the construction project life cycle to create a digital enterprise based on building information modeling. International Journal of Emerging Technology and Advanced Engineering, 12(1), 40–50. https://doi.org/10.46338/ijetae0122_05
- Trach, R., Ryzhakova, G., Trach, Y., Shpakov, A., & Tyvoniuk, V. (2023). Modeling the cause-and-effect relationships between the causes of damage and external indicators of RC elements using ML tools. Sustainability, 15(6), Article 5250. https://doi.org/10.3390/su15065250
- Trach, R., Khomenko, O., Trach, Y., Kulikov, O., Druzhynin, M., Kishchak, N., Ryzhakova, G., Petrenko, H., Prykhodko, D., & Obodianska, O. (2023). Application of fuzzy logic and SNA tools to assessment of communication quality between construction project participants. Sustainability, 15(7), Article 5653. https://doi.org/10.3390/su15075653
- Hutsaliuk, O. M. (2015). Formuvannia korporatyvnoi intehratsiinoi stratehii aktsionernoho tovarystva [Formation of corporate integration strategy of a joint-stock company]. State and Regions. Series: Economics and Business, (3), 40–49.
- Hutsaliuk, O. M. (2017). Kontseptualni zasady upravlinnia korporatyvnym intehratsiinym rozvytkom obiednan aktsionernykh tovarystv [Conceptual foundations of corporate integration development management of joint-stock company associations]. Collected Scientific Works of University of State Fiscal Service of Ukraine, (1), 69–84.
- Hutsaliuk, O. M. (2020). Rozvytok derzhavnoho rehuliuvannia ekonomichnykh vidnosyn u sferi bankrutstva v Ukraini [Development of state regulation of economic relations in the field of bankruptcy in Ukraine]. Visnyk Ekonomichnoi Nauky Ukrainy, (1), 188–191. https://doi.org/10.37405/1729-7206.2020.1(38).188-191
Quote article, APA style
Ratnikov D. , Petrenko O. Strategic directions for the development of construction development enterprises based on integrative diagnostics of economic capacity. Actual problems of innovative economy and law. 2026. №3. 199-203 pp. https://doi.org/10.36887/2524-0455-2026-3-38
Quote article, MLA style
Ratnikov D. , Petrenko O. Strategic directions for the development of construction development enterprises based on integrative diagnostics of economic capacity. Actual problems of innovative economy and law. https://doi.org/10.36887/2524-0455-2026-3-38
