Evolution of management paradigms in the construction sector from classical models to adaptive systems
Abstract
The subject of the study. Management paradigms in the construction industry have undergone significant transformations over recent decades, reflecting shifts in worldview, technology, and the socio–economic environment. The transition from classical models—focused on rigid planning, centralized control, and functional hierarchies—to adaptive systems based on flexibility, self–regulation, and dynamic decision–making underscores the need for a renewed conceptualization of management. The core of this evolution lies in analyzing the transformations in methods, organizational structures, and managerial philosophy within construction, a domain characterized by project–based activity, technological complexity, and a high degree of risk.Research methods. Adaptive management systems integrate technological, organizational, and informational components, enabling real–time adjustments to goals, resources, and schedules. The use of digital platforms, BIM technologies, ERP systems, and artificial intelligence has catalyzed the emergence of new forms of both strategic and operational management, shifting the emphasis from centralized control to decentralized analytical support. This transformation calls for a reconceptualization of the managerial role—from functional administrators to change facilitators and complexity managers.Research results. Particular emphasis is placed on the synthesis of adaptive management with concepts of sustainable development, infrastructure resilience, digital transformation, and the humanistic dimensions of leadership. It is demonstrated that adaptive models enhance the system’s sensitivity to external changes, promote efficient resource utilization, and improve the overall performance of construction project delivery. This managerial evolution is framed not merely as a response to increasing environmental complexity but as a strategic pathway to create new competitive advantages.Conclusions. An original typology of paradigm transitions is proposed, based on the complexity level of the managerial environment, the organization’s adaptive capacity, and its technological maturity. It is established that successful implementation of adaptive systems depends not only on technical capability but also on organizational culture, learning ability, team collaboration, and the acceptance of change as a constant in modern management.
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ÅÊÎÍÎ̲×Ͳ ÏÐÎÁËÅÌÈ ÐÎÇÂÈÒÊÓ ÃÀËÓÇÅÉ ÒÀ ÂÈIJ ÅÊÎÍÎ̲×Íί IJßËÜÍÎÑÒ² 84 ´ÎÐÌÓÂÀÍÍßÐÈÍÊÎÂÈÕÂÄÍÎÑÈͳÊÐÀÍ © ÃÐÀÁ×ÀÊ Ä. Â., ØËÀÏÀÊ Î. Ã. ѪIJÍÊ²Í Î. Â., ÃÓÐÀ Î. Ä., 2025 Analysis of Employee Motivation in the Construction Industry: The Case of Hong Kong. Engineering Proceedings, 22(1). – [Electronic resource]. – Access mode: https://doi.org/10.3390/engproc2022022011 11. Ishchenko, T., Chupryna, Y., & Pokolenko, V. (2018). The Organization of Biosphere Compatibility Construction: Justification of the Predictors of Building Development and the Implementation Prospects. International Journal of Engineering and Technology (UAE), 7(3), 545–549. 12. Procore. The Future of Visualisation in Construction Allows You to Step Into Your Design. – [Electronic resource]. – Access mode: https://www.procore. com/jobsite/the–future–of–visualisation–in–construction–allows–you–to–step–into–your–design 13. Chupryna Y. A. Application of BIM–Technologies in the Methodology and Practice of Life Cycle Formation of Projects within the Framework of State Target Programs Implemented by the Construction Cluster // Economy and State. – 2019. – No. 3. – P. 67–70. 14. Chupryna, I., Tormosov, R., Abzhanova, D., Gonchar, V., & Plys, N. (2022). Scientific and Methodological Approaches to Risk Management of Clean Energy Projects Implemented in Ukraine on the Terms of Public– Private Partnership. In 2022 International Conference on Smart Information Systems and Technologies (SIST). Äàí³ ïðî àâòîð³â Ðèæàêîâà Ãàëèíà Ìèêîëà¿âíà, ä.å.í., ïðîôåñîð êàôåäðè êàôåäðè ìåíåäæìåíòó â áóä³âíèöòâ³ ORCID: https://orcid.org/0000–0002–7875–9768 e–mail:[email protected] Ìàòâå¿â Âàñèëü Âàñèëüîâè÷, àñï³ðàíò êàôåäðè ìåíåäæìåíòó â áóä³âíèöòâ³ ORCID: https://orcid.org/0009–0002–6455–4152 e–mail: [email protected] ²â³íñüêèé ªâãåí Ìèõàéëîâè÷, àñï³ðàíò êàôåäðè ìåíåäæìåíòó â áóä³âíèöòâ³ ORCID: https://orcid.org/0009–0002–3454–4738 e–mail: [email protected] ßêèì÷óê Òàðàñ Âîëîäèìèðîâè÷, àñï³ðàíò êàôåäðè ìåíåäæìåíòó â áóä³âíèöòâ³ ORCID: https://orcid.org/0009–0003–2443–2393 e–mail: [email protected] Data about the authors Galyna Ryzhakova, Doctor of Economics, Professor at Kyiv National University of Construction and Architecture e–mail: [email protected] Vasyl Matveiev, PhD student of the Department of Management in Construction e–mail: [email protected] Ievgen Ivinskyi, PhD Student at Kyiv National University of Construction and Architecture e–mail: [email protected] Taras Yakymchuk, PhD Student at Kyiv National University of Construction and Architecture e–mail: [email protected] ÓÄÊ 005.342:69.003.13 ÃÐÀÁ×ÀÊ Ä. Â., ØËÀÏÀÊ Î. Ã. ѪIJÍÊ²Í Î. Â., ÃÓÐÀ Î. Ä. Åâîëþö³ÿ óïðàâë³íñüêèõ ïàðàäèãì ó áóä³âåëüí³é ãàëóç³ â³ä êëàñè÷íèõ ìîäåëåé äî àäàïòèâíèõ ñèñòåì Ïðåäìåò äîñë³äæåííÿ. Óïðàâë³íñüê³ ïàðàäèãìè â áóä³âåëüí³é ãàëóç³ çàçíàëè ñóòòºâèõ òðàíñôîðìàö³é óïðîäîâæ îñòàíí³õ äåñÿòèë³òü, â³äîáðàæàþ÷è çì³íè ó ñâ³òîãëÿä³, òåõíîëîã³ÿõ ³ ñîö³àëüíî–åêîíîì³÷íîìó ñåðåäîâèù³. Ïåðåõ³ä â³ä êëàñè÷íèõ ìîäåëåé, îð³ºíòîâàíèõ íà æîðñòêå ïëàíóâàííÿ, öåíòðàë³çîâàíå óïðàâë³ííÿ é ôóíêö³îíàëüíó ³ºðàðõ³þ, äî àäàïòèâíèõ ñèñòåì, çàñíîâàíèõ íà ãíó÷êîñò³, ñàìîðåãóëÿö³¿ òà äèíàì³÷íîìó ïðèéíÿòò³ ð³øåíü, ñâ³ä÷èòü ïðî íåîáõ³äí³ñòü íîâî¿ êîíöåïòóàë³çàö³¿ óïðàâë³ííÿ. Ó ôîêóñ³ óâàãè çíàõîäèòüñÿ àíàë³ç åâîëþö³éíèõ çì³í ó ìåòîäàõ, ñòðóêòóðàõ ³ ô³ëîñîô³¿ óïðàâë³ííÿ â áóä³âíèöòâ³ ÿê ãàëóç³, ùî ïîºäíóº ïðîåêòíî–îð³ºíòîâàíó ä³ÿëüí³ñòü, òåõíîëîã³÷íó ñêëàäí³ñòü ³ âèñîêèé ð³âåíü ðèçèê³â. Ìåòîäè äîñë³äæåííÿ. Àäàïòèâí³ ñèñòåìè óïðàâë³ííÿ ïåðåäáà÷àþòü ³íòåãðàö³þ òåõíîëîã³÷íèõ, îðãàí³çàö³éíèõ òà ³íôîðìàö³éíèõ êîìïîíåíò³â, ùî äîçâîëÿº â ðåæèì³ ðåàëüíîãî ÷àñó êîðèãóâàòè ö³ë³, ðåñóðñè òà ÷àñîâ³ ðàìêè. Çàñòîñóâàííÿ öèôðîâèõ ïëàòôîðì, BIM–òåõíîëîã³é, ERP–ñèñòåì ³ øòó÷íîãî ³íòåëåêòó ñòàëî êàòàë³çàòîðîì íîâèõ ôîðì ñòðàòåã³÷íîãî é îïåðàòèâíîãî óïðàâë³ííÿ,
ÅÊÎÍÎ̲×Ͳ ÏÐÎÁËÅÌÈ ÐÎÇÂÈÒÊÓ ÃÀËÓÇÅÉ ÒÀ ÂÈIJ ÅÊÎÍÎ̲×Íί IJßËÜÍÎÑÒ² 85 ´ÎÐÌÓÂÀÍÍßÐÈÍÊÎÂÈÕÂÄÍÎÑÈͳÊÐÀÍ äå öåíòðàë³çîâàíèé êîíòðîëü çì³íþºòüñÿ íà äåöåíòðàë³çîâàíó àíàë³òè÷íó ï³äòðèìêó. Òàêà òðàíñôîðìàö³ÿ çóìîâëþº ïîòðåáó â ïåðåîñìèñëåíí³ ðîë³ óïðàâë³íö³â, ùî ïåðåõîäÿòü â³ä ôóíêö³îíàëüíèõ àäì³í³ñòðàòîð³â äî ôàñèë³òàòîð³â çì³í ³ ìåíåäæåð³â ñêëàäíîñò³. Ðåçóëüòàòè ðîáîòè. Îñîáëèâó óâàãó ïðèä³ëåíî ñèíòåçó àäàïòèâíîãî óïðàâë³ííÿ ç êîíöåïö³ÿìè ñòàëîãî ðîçâèòêó, ðåñè볺íòíîñò³ ³íôðàñòðóêòóð, öèôðîâî¿ òðàíñôîðìàö³¿ òà ãóìàí³òàðíîãî àñïåêòó óïðàâë³íñüêî¿ ä³ÿëüíîñò³. Äîâåäåíî, ùî çàñòîñóâàííÿ àäàïòèâíèõ ìîäåëåé ï³äâèùóº ÷óòëèâ³ñòü ñèñòåì äî çîâí³øí³õ çì³í, ñïðèÿº åôåêòèâíîìó âèêîðèñòàííþ ðåñóðñ³â òà ï³äâèùóº çàãàëüíó ðåçóëüòàòèâí³ñòü ðåàë³çàö³¿ áóä³âåëüíèõ ïðîºêò³â. Çàçíà÷åíî, ùî òàêà óïðàâë³íñüêà åâîëþö³ÿ º íå ëèøå ðåàêö³ºþ íà óñêëàäíåííÿ ñåðåäîâèùà, à é ñïîñîáîì ñòâîðåííÿ íîâèõ êîíêóðåíòíèõ ïåðåâàã. Âèñíîâêè. Ðîçðîáëåíî àâòîðñüêó òèïîëîã³þ ïåðåõîäó ì³æ ïàðàäèãìàìè íà îñíîâ³ ð³âíÿ ñêëàäíîñò³ óïðàâë³íñüêîãî ñåðåäîâèùà, àäàïòèâíîãî ïîòåíö³àëó îðãàí³çàö³¿ òà òåõíîëîã³÷íîãî ð³âíÿ. Âñòàíîâëåíî, ùî óñï³øíà ðåàë³çàö³ÿ àäàïòèâíèõ ñèñòåì çàëåæèòü íå ëèøå â³ä òåõí³÷íî¿ îñíàùåíîñò³, à é â³ä ð³âíÿ îðãàí³çàö³éíî¿ êóëüòóðè, çäàòíîñò³ äî íàâ÷àííÿ, êîìàíäíî¿ âçàºìî䳿 òà ïðèéíÿòòÿ çì³í ÿê ïîñò³éíî¿ õàðàêòåðèñòèêè ñó÷àñíîãî óïðàâë³ííÿ. Êëþ÷îâ³ ñëîâà: óïðàâë³íñüê³ ïàðàäèãìè, àäàïòèâí³ ñèñòåìè, áóä³âåëüíà ãàëóçü, ïðîºêòíå óïðàâë³ííÿ, öèôðîâà òðàíñôîðìàö³ÿ, ãíó÷ê³ñòü, îðãàí³çàö³éíà ñòðóêòóðà, åâîëþö³ÿ óïðàâë³ííÿ. DMYTRO HRABCHAK, OLEKSANDR SHLAPAK, OLEKSANDR SIEDINKIN, OLEKSANDR HURA Evolution of management paradigms in the construction sector from classical models to adaptive systems The subject of the study. Management paradigms in the construction industry have undergone significant transformations over recent decades, reflecting shifts in worldview, technology, and the socio–economic environment. The transition from classical models—focused on rigid planning, centralized control, and functional hierarchies—to adaptive systems based on flexibility, self–regulation, and dynamic decision–making underscores the need for a renewed conceptualization of management. The core of this evolution lies in analyzing the transformations in methods, organizational structures, and managerial philosophy within construction, a domain characterized by project–based activity, technological complexity, and a high degree of risk. Research methods. Adaptive management systems integrate technological, organizational, and informational components, enabling real–time adjustments to goals, resources, and schedules. The use of digital platforms, BIM technologies, ERP systems, and artificial intelligence has catalyzed the emergence of new forms of both strategic and operational management, shifting the emphasis from centralized control to decentralized analytical support. This transformation calls for a reconceptualization of the managerial role—from functional administrators to change facilitators and complexity managers. Research results. Particular emphasis is placed on the synthesis of adaptive management with concepts of sustainable development, infrastructure resilience, digital transformation, and the humanistic dimensions of leadership. It is demonstrated that adaptive models enhance the system’s sensitivity to external changes, promote efficient resource utilization, and improve the overall performance of construction project delivery. This managerial evolution is framed not merely as a response to increasing environmental complexity but as a strategic pathway to create new competitive advantages. Conclusions. An original typology of paradigm transitions is proposed, based on the complexity level of the managerial environment, the organization’s adaptive capacity, and its technological maturity. It is established that successful implementation of adaptive systems depends not only on technical capability but also on organizational culture, learning ability, team collaboration, and the acceptance of change as a constant in modern management. Keywords: management paradigms, adaptive systems, construction industry, project management, digital transformation, flexibility, organizational structure, management evolution.
ÅÊÎÍÎ̲×Ͳ ÏÐÎÁËÅÌÈ ÐÎÇÂÈÒÊÓ ÃÀËÓÇÅÉ ÒÀ ÂÈIJ ÅÊÎÍÎ̲×Íί IJßËÜÍÎÑÒ² 86 ´ÎÐÌÓÂÀÍÍßÐÈÍÊÎÂÈÕÂÄÍÎÑÈͳÊÐÀÍ Ïîñòàíîâêà ïðîáëåìè. Áóä³âåëüíà ãàëóçü ïåðåáóâຠâ ïîñò³éí³é çì³í³, ùî çóìîâëþºòüñÿ ÿê çîâí³øí³ìè ÷èííèêàìè (åêîíîì³÷í³ êðèçè, óðáàí³çàö³ÿ, çì³íà êë³ìàòó), òàê ³ âíóòð³øí³ìè (óñêëàäíåííÿ ïðîºêò³â, äèíàì³êà òåõíîëîã³é, ð³ñò î÷³êóâàíü ñòåéêõîëäåð³â). Òðàäèö³éí³ óïðàâë³íñüê³ ìîäåë³ äåäàë³ ÷àñò³øå âèÿâëÿþòüñÿ íåäîñòàòí³ìè äëÿ âèð³øåííÿ êîìïëåêñíèõ çàâäàíü ó íåñòàá³ëüíîìó ñåðåäîâèù³.  óìîâàõ äèíàì³êè, íåâèçíà÷åíîñò³ é áàãàòîôàêòîðíîñò³ àêòóàë³çóºòüñÿ ïîòðåáà ó çì³ùåíí³ óïðàâë³íñüêèõ ï³äõîä³â – â³ä æîðñòêèõ ³ ðåãëàìåíòîâàíèõ äî àäàïòèâíèõ ³ ñöåíàðíî–ãíó÷êèõ. Ïðîáëåìà ïîëÿãຠó â³äñóòíîñò³ ÷³òêî îêðåñëåíèõ êîíöåïòóàëüíèõ ðàìîê, ÿê³ á äîçâîëÿëè ñèñòåìàòèçóâàòè åâîëþö³éíèé ïåðåõ³ä â³ä êëàñè÷íèõ äî àäàïòèâíèõ óïðàâë³íñüêèõ ñèñòåì ó áóä³âåëüíîìó ñåêòîð³. ²ñíóº äåô³öèò òåîðåòè÷íèõ ìîäåëåé, ùî óçàãàëüíþþòü ïðàêòèêó àäàïòàö³¿ êîìïàí³é äî çîâí³øí³õ çì³í íà òë³ öèôðîâî¿ òðàíñôîðìàö³¿ òà óñêëàäíåííÿ ëîã³ñòè÷íèõ ëàíöþã³â. Ó çâ’ÿçêó ç öèì âèíèêຠïîòðåáà ó êîìïëåêñíîìó àíàë³ç³ òðàºêòîð³é óïðàâë³íñüêîãî ðîçâèòêó, ³äåíòèô³êàö³¿ õàðàêòåðèñòèê àäàïòèâíîñò³ òà ôîðìàë³çàö³¿ íîâèõ ðîëåé ìåíåäæìåíòó â áóä³âíèöòâ³. Ìåòîþ ñòàòò³ º ñèñòåìàòèçàö³ÿ åòàï³â åâîëþö³¿ óïðàâë³íñüêèõ ïàðàäèãì ó áóä³âåëüí³é ãàëóç³ òà îá- ´ðóíòóâàííÿ äîö³ëüíîñò³ âïðîâàäæåííÿ àäàïòèâíèõ óïðàâë³íñüêèõ ñèñòåì â óìîâàõ äèíàì³÷íîãî ñåðåäîâèùà. Çàâäàííÿì äîñë³äæåííÿ º âèîêðåìëåííÿ õàðàêòåðíèõ îçíàê êîæíî¿ óïðàâë³íñüêî¿ ïàðàäèãìè, âèçíà÷åííÿ ÷èííèê³â òðàíñôîðìàö³¿ òà ðîçðîáêà êîíöåïòóàëüíîãî ï³äõîäó äî âïðîâàäæåííÿ àäàïòèâíèõ ïðàêòèê ó áóä³âåëüíèõ êîìïàí³ÿõ. Îñîáëèâó óâàãó ïðèä³ëåíî óçãîäæåííþ óïðàâë³íñüêèõ ìîäåëåé ç òåõíîëîã³÷íîþ çð³ë³ñòþ îðãàí³çàö³¿, ³íôîðìàö³éíîþ ³íôðàñòðóêòóðîþ òà êóëüòóðîþ çì³í. Ñòàòòÿ ïîêëèêàíà ñïðèÿòè ôîðìóâàííþ ñòðàòåã³÷íîãî áà÷åííÿ ó ìåíåäæìåíò³ áóä³âåëüíîãî ñåêòîðó ùîäî åôåêòèâíîãî ïåðåõîäó äî ìîäåëåé, ÿê³ çàáåçïå÷óþòü ãíó÷ê³ñòü, ñò³éê³ñòü òà ³ííîâàö³éíó â³äêðèò³ñòü. Àíàë³ç îñòàíí³õ äîñë³äæåíü ³ ïóáë³êàö³é. Îãëÿä ñó÷àñíî¿ ë³òåðàòóðè, ïðèñâÿ÷åíî¿ åâîëþö³¿ óïðàâë³íñüêèõ ïàðàäèãì ó áóä³âåëüí³é ãàëóç³, çàñâ³ä÷óº çðîñòàþ÷èé ³íòåðåñ äî òðàíñôîðìàö³éíèõ ïðîöåñ³â, ÿê³ îõîïëþþòü ÿê êîíöåïòóàëüíèé ð³âåíü, òàê ³ ïðàêòè÷í³ ³íñòðóìåíòè îðãàí³çàö³¿ ä³ÿëüíîñò³. Áàçîâ³ ìîäåë³ óïðàâë³ííÿ, ÿê³ áóëè çàñíîâàí³ íà æîðñòê³é ³ºðàðõ³÷í³é ñòðóêòóð³, ñòàíäàðòèçîâàíèõ ïðîöåäóðàõ ³ ïåðåâàæíî âåðòèêàëüíèõ çâ’ÿçêàõ, ïîñòóïîâî âèò³ñíÿþòüñÿ àäàïòèâíèìè ñèñòåìàìè, ùî çäàòí³ ôóíêö³îíóâàòè â óìîâàõ íåñòàá³ëüíîñò³ òà âèñîêî¿ äèíàì³êè çîâí³øíüîãî ñåðåäîâèùà. Ó ïðàöÿõ îñòàíí³õ ðîê³â ïðîñòåæóºòüñÿ ÷³òêå àêöåíòóâàííÿ íà òàêèõ êàòåãîð³ÿõ, ÿê ãíó÷ê³ñòü, ðåàêòèâí³ñòü, öèôðîâà òðàíñôîðìàö³ÿ, óïðàâë³ííÿ çíàííÿìè òà ³íòåðäèñöèïë³íàðíà âçàºìîä³ÿ. Îñîáëèâà óâàãà ïðèä³ëÿºòüñÿ ïèòàííÿì öèôðîâ³çàö³¿ óïðàâë³íñüêèõ ïðîöåñ³â, ³íòåãðàö³¿ Building Information Modeling (BIM), âïðîâàäæåííþ ñèñòåì ERP òà óïðàâë³íñüêèõ ïëàòôîðì, ùî çàáåçïå÷óþòü ñèíõðîí³çàö³þ âñ³õ ó÷àñíèê³â ïðîºêòó â ðåàëüíîìó ÷àñ³. Ó ôîêóñ³ àíàë³òèêè òàêîæ îïèíÿþòüñÿ òåìè çì³íè ðîë³ ïðîºêòíîãî ìåíåäæåðà, åâîëþö³ÿ êîíöåïö³é ë³äåðñòâà, ïîáóäîâà ìåðåæåâèõ ñòðóêòóð óïðàâë³ííÿ òà ðîçðîáêà íîâèõ ìåòîä³â îö³íþâàííÿ åôåêòèâíîñò³ ð³øåíü. Íèçêà äîñë³äæåíü òîðêàºòüñÿ ãóìàí³òàðíîãî âèì³ðó – ö³íí³ñíèõ çì³í ó ñòàâëåíí³ äî ïðàö³âíèê³â, êóëüòóðè ïðîºêòíî¿ âçàºìî䳿 òà âïëèâó ñîö³àëüíîãî êàï³òàëó íà ðåçóëüòàòèâí³ñòü áóä³âåëüíèõ îðãàí³çàö³é. Àêòóàëüíîþ òåìîþ º òàêîæ ïåðåîñìèñëåííÿ ïàðàäèãì ñòðàòåã³÷íîãî ïëàíóâàííÿ â óìîâàõ òóðáóëåíòíîñò³, äå êëàñè÷í³ ³íñòðóìåíòè ïîñòóïàþòüñÿ ì³ñöåì ñöåíàðíèì ìîäåëÿì, ìåòîäàì ñèòóàö³éíîãî àíàë³çó òà äèíàì³÷íî¿ îïòèì³çàö³¿. Âîäíî÷àñ ïîñèëþºòüñÿ çíà÷åííÿ ³íñòèòóö³éíîãî çàáåçïå÷åííÿ àäàïòàö³éíèõ ñèñòåì óïðàâë³ííÿ: çàêîíîäàâ÷îãî ñóïðîâîäó, öèôðîâèõ ñòàíäàðò³â, ºâðîïåéñüêèõ ðàìîê êîìïåòåíö³é. Ó ðåçóëüòàò³ óçàãàëüíåííÿ ë³òåðàòóðè ôîðìóºòüñÿ óÿâëåííÿ ïðî ïîñòóïîâèé ïåðåõ³ä äî óïðàâë³íñüêèõ ìîäåëåé, ùî ïîºäíóþòü òåõíîëîã³÷íó ³ííîâàö³éí³ñòü, ñîö³àëüíó â³äïîâ³äàëüí³ñòü ³ ñòðàòåã³÷íó ñò³éê³ñòü ÿê áàçîâ³ ïðèíöèïè ä³ÿëüíîñò³ áóä³âåëüíî¿ ãàëóç³. Âèêëàä îñíîâíîãî ìàòåð³àëó. Óïðàâë³íñüê³ ïàðàäèãìè â áóä³âåëüí³é ãàëóç³ ôîðìóâàëèñÿ ï³ä âïëèâîì çàãàëüíîåêîíîì³÷íèõ òðàíñôîðìàö³é, íàóêîâèõ çäîáóòê³â ó ñôåð³ ìåíåäæìåíòó, òåõí³÷íîãî ïðîãðåñó òà ñóñï³ëüíèõ î÷³êóâàíü ùîäî åôåêòèâíîñò³, íàä³éíîñò³ é ïðîçîðîñò³ îðãàí³çàö³¿ áóä³âåëüíèõ ïðîöåñ³â. Ñàìå ïîíÿòòÿ «óïðàâë³íñüêà ïàðàäèãìà» ó öüîìó êîíòåêñò³ â³äîáðàæຠïàí³âíó íà ïåâíîìó åòàï³ ìîäåëü ìèñëåííÿ ùîäî óïðàâë³ííÿ, ÿêà âèçíà÷ຠáàçîâ³ ï³äõîäè äî îðãàí³çàö³¿, êîîðäèíàö³¿, êîíòðîëþ òà ðîçâèòêó ï³äïðèºìñòâ. Ó ñâî¿é ñóòíîñò³ ïàðàäèãìà âêëþ÷ຠíàá³ð äîì³íàíòíèõ êîíöåïö³é, ìåòîä³â, ñòðóêòóð ³ ö³ííîñòåé, ùî âèçíà÷àþòü, ÿê ñàìå áóäóºòüñÿ ñèñòåìà óïðàâë³ííÿ â ïåâíó åïîõó.
ÅÊÎÍÎ̲×Ͳ ÏÐÎÁËÅÌÈ ÐÎÇÂÈÒÊÓ ÃÀËÓÇÅÉ ÒÀ ÂÈIJ ÅÊÎÍÎ̲×Íί IJßËÜÍÎÑÒ² 87 ´ÎÐÌÓÂÀÍÍßÐÈÍÊÎÂÈÕÂÄÍÎÑÈͳÊÐÀÍ Ïåðø³ óÿâëåííÿ ïðî óïðàâë³ííÿ â áóä³âåëüíîìó ñåêòîð³ ñôîðìóâàëèñÿ ï³ä âïëèâîì êëàñè÷- íî¿ øêîëè ìåíåäæìåíòó (ê³íåöü Õ²Õ – ïî÷àòîê ÕÕ ñòîë³òòÿ). Ó ïðàöÿõ Òåéëîðà Ô. Â. áóëî îá´ðóíòîâàíî ³äåþ íàóêîâî¿ îðãàí³çàö³¿ ïðàö³, ñòàíäàðòèçàö³¿ îïåðàö³é, ïîä³ëó ïðàö³ ì³æ óïðàâë³íöÿìè òà ðîá³òíèêàìè [6]. Ôàéîëü À. çàïðîïîíóâàâ àäì³í³ñòðàòèâíó ìîäåëü óïðàâë³ííÿ, äå êëþ÷îâèìè åëåìåíòàìè âèñòóïàëè ïëàíóâàííÿ, îðãàí³çàö³ÿ, ðîçïîðÿäæåííÿ, êîîðäèíàö³ÿ òà êîíòðîëü [3]. Ó êîíòåêñò³ áóä³âíèöòâà ö³ ³äå¿ âò³ëþâàëèñÿ ó âèãëÿä³ æîðñòêî¿ ³ºðàðõ³¿, ôóíêö³îíàëüíîãî ïîä³ëó ï³äðîçä³ë³â, öåíòðàë³çîâàíîãî êîíòðîëþ çà ãðàô³êàìè òà âèòðàòàìè. Ïîíÿòòÿ «áóä³âåëüíå ï³äïðèºìñòâî» íà öüîìó åòàï³ ðîçãëÿäàëîñÿ ÿê òåõí³÷íî–âèðîáíè÷à îäèíèöÿ, ùî âèêîíóº ³íæåíåðí³ çàâäàííÿ ç ôîêóñîì íà åêîíîì³þ ðåñóðñ³â. Íàñòóïíèì êðîêîì ó åâîëþö³¿ ñòàëà ïîÿâà ñèñòåìíîãî ï³äõîäó äî óïðàâë³ííÿ (1950–1970– ò³ ðîêè), ÿêèé ïî÷àâ òðàêòóâàòè ï³äïðèºìñòâî ÿê â³äêðèòó ñèñòåìó, ùî âçàºìî䳺 ç çîâí³øí³ì ñåðåäîâèùåì. Ó öåé ïåð³îä ïîñèëþºòüñÿ ³íòåðåñ äî ëîã³ñòèêè, ³íôîðìàö³éíèõ ïîòîê³â, óïðàâë³ííÿ çà ö³ëÿìè.  óïðàâë³íñüê³é íàóö³ ôîðìóºòüñÿ ïîíÿòòÿ «ìåíåäæìåíò çà ðåçóëüòàòàìè», ÿêå ââîäèòü Äðóêåð Ï. Ô., âêàçóþ÷è íà íåîáõ³äí³ñòü îð³ºíòàö³¿ íå íà ïðîöåñ, à íà ê³íöåâó åôåêòèâí³ñòü [2]. Áóä³âåëüíå ï³äïðèºìñòâî íà öüîìó åòàï³ ïî- ÷èíຠñïðèéìàòèñÿ íå ëèøå ÿê òåõí³÷íà îäèíèöÿ, à ÿê ñóá’ºêò, ùî çä³éñíþº ñòðàòåã³÷íå ïëàíóâàííÿ, ìàðêåòèíã, ðîçâèòîê ëþäñüêîãî êàï³òàëó. Ïàðàëåëüíî ðîçâèâàºòüñÿ êîíòèíãåíòíà òåîð³ÿ óïðàâë³ííÿ, ÿêà ñòâåðäæóº, ùî íåìຠóí³âåðñàëüíî¿ ìîäåë³ óïðàâë³ííÿ: ìåòîäè ïîâèíí³ â³äïîâ³äàòè óìîâàì çîâí³øíüîãî ñåðåäîâèùà, ðîçì³ðó ï³äïðèºìñòâà, ñêëàäíîñò³ ïðîºêò³â. Ó XXI ñòîë³òò³ óïðàâë³íñüêà ïàðàäèãìà â áóä³âíèöòâ³ çàçíຠãëèáîêèõ çì³í ï³ä âïëèâîì ³ííîâàö³éíî¿ åêîíîì³êè, ÿêà ïîòðåáóº øâèäêèõ ð³øåíü, öèôðîâî¿ êîîðäèíàö³¿, ³íòåãðàö³¿ ì³æ äåïàðòàìåíòàìè. Ñàìå òîìó â ñó÷àñíîìó ñåðåäîâèù³ äåäàë³ ÷àñò³øå âèêîðèñòîâóºòüñÿ ïîíÿòòÿ «àäàïòèâíà ñèñòåìà óïðàâë³ííÿ», ÿêà ðîçó쳺òüñÿ ÿê óïðàâë³íñüêà ñòðóêòóðà, ùî çäàòíà çì³íþâàòè ñâî¿ ôóíêö³¿, îðãàí³çàö³þ òà ïîâåä³íêîâ³ ìîäåë³ çàëåæíî â³ä çîâí³øí³õ óìîâ. Ó áóä³âåëüíîìó ñåêòîð³ öå îçíà÷ຠïåðåõ³ä â³ä âåðòèêàëüíèõ äî ã³áðèäíèõ (ìàòðè÷íèõ, ïðîºêòíî–îð³ºíòîâàíèõ) ìîäåëåé, äå óïðàâë³íñüêà ëîã³êà çì³íþºòüñÿ çàëåæíî â³ä ñòà䳿 ðåàë³çàö³¿ îá’ºêòà, òèïó ³íâåñòîðà àáî ðåãóëÿòîðíèõ âèìîã. Àêòóàë³çóºòüñÿ òàêîæ êîíöåïö³ÿ ³ííîâàö³éíîãî óïðàâë³ííÿ, ÿêà îõîïëþº âò³ëåííÿ öèôðîâèõ ð³øåíü: BIM (Building Information Modeling) äëÿ ³íòåãðàö³¿ ïðîºêòíèõ, êîøòîðèñíèõ ³ êàëåíäàðíèõ äàíèõ; ERP–ñèñòåìè — äëÿ óïðàâë³ííÿ ðåñóðñàìè òà áþäæåòîì; CRM–ìîäóë³ — äëÿ ðîáîòè ç ê볺íòàìè; äàøáîðäè — äëÿ ìîí³òîðèíãó KPI â ðåàëüíîìó ÷àñ³. Íà öüîìó òë³ ðîçêðèâàºòüñÿ ùå îäíå êëþ÷îâå ïîíÿòòÿ — ïàðàäèãìàëüíà çì³íà, òîáòî ïåðåõ³ä â³ä îäí³º¿ äîì³íàíòíî¿ óïðàâë³íñüêî¿ ëîã³êè äî ³íøî¿. Äëÿ áóä³âåëüíî¿ ãàëóç³ öå îçíà÷ຠòðàíñôîðìàö³þ â³ä óïðàâë³ííÿ âèòðàòàìè äî óïðàâë³ííÿ âàðò³ñòþ (value–based construction), â³ä êîíòðîëþ ðåñóðñ³â — äî óïðàâë³ííÿ äîñâ³äîì ³ ðèçèêàìè, â³ä ôóíêö³îíàëüíèõ ñòðóêòóð — äî ìåðåæåâèõ ³ ïàðòíåðñüêèõ ïëàòôîðì [1]. Âàæëèâîþ ðèñîþ ñó÷àñíèõ àäàïòèâíèõ ñèñòåì º âèêîðèñòàííÿ ãíó÷êèõ óïðàâë³íñüêèõ ìåòîäîëîã³é (Agile, Lean Construction), ÿê³ ïåðåäáà÷àþòü ³òåðàòèâíå ïëàíóâàííÿ, çàëó÷åííÿ êîìàíä äî óõâàëåííÿ ð³øåíü, ïîñò³éíå îíîâëåííÿ äàíèõ òà çíèæåííÿ âòðàò ó áóä³âåëüíîìó ïðîöåñ³ [5]. Òàê³ ï³äõîäè îñîáëèâî âàæëèâ³ â óìîâàõ òóðáóëåíòíîñò³, ïîë³òè÷íî¿ íåñòàá³ëüíîñò³ òà çì³í ó ñïîæèâ÷³é ïîâåä³íö³ [4]. Îòæå, åâîëþö³ÿ óïðàâë³íñüêèõ ïàðàäèãì ó áóä³âåëüí³é ãàëóç³ — öå íå ëèøå ³ñòîðè÷íèé ïðîöåñ, à ìåòîäîëîã³÷íà áàçà äëÿ ðîçóì³ííÿ ñó÷àñíîãî ñòàíó òà ïîòðåáè ïîäàëüøî¿ ìîäåðí³çàö³¿. ³ä êëàñè÷íèõ ìîäåëåé, äå óïðàâë³ííÿ ñïèðàëîñÿ íà íîðìóâàííÿ, êîíòðîëü ³ ñóáîðäèíàö³þ, áóä³âåëüíå ï³äïðèºìñòâî ïåðåéøëî äî êîìïëåêñíî¿, ³íòåãðîâàíî¿, ãíó÷êî¿ îðãàí³çàö³¿, ÿêà ðåàãóº íà âèêëèêè ³ííîâàö³éíî¿ åêîíîì³êè ³ ñïèðàºòüñÿ íà öèôðîâó åêîñèñòåìó óïðàâë³ííÿ [7]. Öå ñòâîðþº íîâ³ âèìîãè äî ïðîôåñ³éíèõ êîìïåòåíö³é êåð³âíèê³â, ñòðóêòóðè ð³øåíü, ìîäåë³ ô³íàíñóâàííÿ òà ôîðì âçàºìî䳿 ç ðèíêîì. Ïîíÿòòÿ «áóä³âåëüíå ï³äïðèºìñòâî» ïðîéøëî äîâãèé øëÿõ ñòàíîâëåííÿ òà åâîëþö³¿ ó ìåæàõ åêîíîì³÷íî¿, óïðàâë³íñüêî¿ òà òåõíîëîã³÷íî¿ äóìêè. Éîãî çì³ñò çì³íþâàâñÿ çàëåæíî â³ä äîì³íàíòíèõ ïàðàäèãì ó ñóñï³ëüñòâ³, ð³âíÿ òåõí³÷íîãî ðîçâèòêó, ñîö³àëüíî–åêîíîì³÷íèõ óìîâ òà ìåòîäîëîã³÷íîãî ï³äõîäó äî îðãàí³çàö³¿ ïðàö³. Ó êëàñè÷í³é ³íäóñòð³àëüí³é åïîñ³ (ê³íåöü XIX – ñåðåäèíà XX ñòîë³òòÿ) áóä³âåëüíå ï³äïðèºìñòâî ðîçãëÿäàëîñÿ êð³çü ïðèçìó ìåõàí³ñòè÷íèõ ìîäåëåé óïðàâë³ííÿ, äå ñòðóêòóðà áóëà ³ºðàðõ³÷íîþ, à ä³ÿëüí³ñòü ï³äïîðÿäêîâóâàëàñü ïðèíöèïàì ñïåö³àë³çàö³¿, ñòàíäàðòèçàö³¿ òà êîíòðîëþ. Òåîðåòè÷- íó îñíîâó öüîãî ï³äõîäó çàêëàëè òàê³ íàóêîâö³, ÿê
ÅÊÎÍÎ̲×Ͳ ÏÐÎÁËÅÌÈ ÐÎÇÂÈÒÊÓ ÃÀËÓÇÅÉ ÒÀ ÂÈIJ ÅÊÎÍÎ̲×Íί IJßËÜÍÎÑÒ² 88 ´ÎÐÌÓÂÀÍÍßÐÈÍÊÎÂÈÕÂÄÍÎÑÈͳÊÐÀÍ Ô. Òåéëîð, ÿêèé ðîçãëÿäàâ ï³äïðèºìñòâî ÿê ñóêóïí³ñòü ÷³òêî ðåãëàìåíòîâàíèõ îïåðàö³é, êåðîâàíèõ íàóêîâî îá´ðóíòîâàíèìè íîðìàìè. À. Ôàéîëü çàïðîïîíóâàâ ïðèíöèïè àäì³í³ñòðàòèâíîãî óïðàâë³ííÿ, äå ï³äïðèºìñòâî ñòðóêòóðîâàíî çà ôóíêö³îíàëüíèìè îçíàêàìè, à åôåêòèâí³ñòü äîñÿãàºòüñÿ ÷åðåç ðîçïîä³ë óïðàâë³íñüêèõ ðîëåé ³ öåíòðàë³çàö³þ ïîâíîâàæåíü [8]. Òàáëèöÿ 1 ïîäຠåòàïè ôîðìóâàííÿ óÿâëåíü ïðî áóä³âåëüíå ï³äïðèºìñòâî â ð³çíèõ óïðàâë³íñüêèõ ïàðàäèãìàõ, âîíà äåìîíñòðóº ïîñòóïîâó òðàíñôîðìàö³þ ï³äõîä³â äî ðîçóì³ííÿ ñóòíîñò³ áóä³âåëüíîãî ï³äïðèºìñòâà – â³ä òåõíîêðàòè÷- íî¿ ìîäåë³ äî ñó÷àñíî¿, ÿêà ïåðåäáà÷ຠäèíàì³÷- íó âçàºìîä³þ ³ç ñåðåäîâèùåì, öèôðîâó êîìóí³êàö³þ òà ïðîåêòíó îðãàí³çàö³þ. ²ç ïåðåõîäîì äî åòàïó ïîñò³íäóñòð³àëüíî¿ åêîíîì³êè, îñîáëèâî ï³ñëÿ 1980–õ ðîê³â, ïîíÿòòÿ áóä³âåëüíîãî ï³äïðèºìñòâà ñòàëî ñïðèéìàòèñü íå ëèøå ÿê òåõí³êî–âèðîáíè÷à îäèíèöÿ, à ÿê åêîíîì³÷íèé àãåíò, ùî âîëî䳺 çäàòí³ñòþ äî ñòðàòåã³÷- íîãî ðîçâèòêó, ³ííîâàö³éíî¿ ä³ÿëüíîñò³, ³íòåãðàö³¿ â ðåã³îíàëüí³ òà ãëîáàëüí³ ðèíêè. Ó ìåæàõ ñèñòåìíî¿ òà êîíòèíãåíòíî¿ òåî𳿠óïðàâë³ííÿ, ï³äïðèºìñòâî ðîçãëÿäàºòüñÿ ÿê â³äêðèòà ñèñòåìà, ùî ðåàãóº íà âïëèâ çîâí³øíüîãî ñåðåäîâèùà ÷åðåç ñòðóêòóðí³ òà ïðîöåñí³ òðàíñôîðìàö³¿. Áóä³âåëüíå ï³äïðèºìñòâî íà öüîìó åòàï³ — öå íå ëèøå «âèðîáíèê îá’ºêòà», à êîîðäèíàòîð çíàíü, ô³íàíñ³â, þðèäè÷íèõ ìåõàí³çì³â, ëîã³ñòèêè òà ñåðâ³ñó, ÿê³ êîíâåðòóþòüñÿ â ðåçóëüòàò áóä³âíèöòâà. Ïî÷èíàþ÷è ç 2000–õ ðîê³â, ï³ä âïëèâîì öèôðîâ³çàö³¿, ïîÿâè íîâèõ îðãàí³çàö³éíèõ ôîðì òà ³íôîðìàö³éíèõ ñèñòåì, â³ò÷èçíÿíà ³ ñâ³òîâà íàóêà ïî÷àëà ðîçãëÿäàòè áóä³âåëüíå ï³äïðèºìñòâî ÿê ³ííîâàö³éíî–ìåðåæåâó ïëàòôîðìó, ùî ôóíêö³îíóº ó ñêëàäíîìó ïîë³ ñòåéêõîëäåð³â, äàíèõ ³ òåõíîëîã³é. Òàêå ï³äïðèºìñòâî çäàòíå ðåàë³çóâàòè áàãàòîôóíêö³îíàëüí³ ïðîºêòè â äèíàì³÷íîìó ñåðåäîâèù³ çà äîïîìîãîþ ³íñòðóìåíò³â BIM, ERP, CRM, à òàêîæ ñòðàòåã³é íà îñíîâ³ äàíèõ (data– driven strategy). Ñàìå â öåé ïåð³îä ó íàóêîâîìó äèñêóðñ³ ç’ÿâëÿþòüñÿ òåðì³íè íà êøòàëò «àðõ³òåêòóðà ï³äïðèºìñòâà», «öèôðîâà ³íôðàñòðóêòóðà óïðàâë³ííÿ», «ãíó÷êå ïðîºêòíå ÿäðî» [10]. Íèæ÷å ïðåäñòàâëåíî â³çóàë³çàö³þ, ùî ³ëþñòðóº çì³íè ó ñòðóêòóðí³é îðãàí³çàö³¿ áóä³âåëüíîãî ï³äïðèºìñòâà â³äïîâ³äíî äî óïðàâë³íñüêèõ åòàï³â: Íàïðÿìîê ñòð³ëîê â³äîáðàæຠõðîíîëîã³÷íèé ïåðåõ³ä. Êîæåí åòàï ñóïðîâîäæóºòüñÿ çá³ëüøåííÿì ñêëàäíîñò³, â³äêðèòîñò³ äî ñåðåäîâèùà, ³ííîâàö³éíî¿ ãíó÷êîñò³ é öèôðîâî¿ ³íòåãðàö³¿. Öå ñâ³ä÷èòü ïðî ïîñòóïîâó çì³íó ïð³îðèòåò³â — â³ä êîíòðîëþ äî àäàïòàö³¿, â³ä ôóíêö³îíàëüíîãî ïîä³ëó äî ³íòåãðîâàíèõ ñèñòåì. Ñó÷àñí³ óêðà¿íñüê³ äîñë³äíèêè òàêîæ àêòèâíî äîëó÷àþòüñÿ äî ôîðìóâàííÿ íîâîãî ðîçóì³ííÿ áóä³âåëüíîãî ï³äïðèºìñòâà. Òàê, ó ïðàöÿõ Áºëîâà Ñ. Ì., Ãëàäêèõ À. Â., ijäê³âñüêîãî Ì. ². àêöåíò çðîáëåíî íà ³íòåãðàö³¿ ²Ò–ð³øåíü ó ïðîºêòíå óïðàâë³ííÿ, íà ï³äâèùåíí³ ðîë³ óïðàâë³íñüêî¿ àíàë³òèêè, à òàêîæ íà ðîçøèðåíí³ ôóíêö³é ï³äïðèºìñòâà ÿê ó÷àñíèêà ì³æäèñöèïë³íàðíîãî ñåðåäîâèùà. Çîêðåìà, çðîñòຠðîëü ñîö³àëüíî¿ â³äïîâ³äàëüíîñò³, åêîëîã³÷íî¿ ñòàëîñò³ òà ê볺íòîîð³ºíòîâàíîñò³ ó ñòðóêòóðí³é ëîã³ö³ òàêèõ ï³äïðèºìñòâ. Ïî÷èíàþ÷è ç äðóãî¿ äåêàäè XXI ñòîë³òòÿ, öèôðîâà òðàíñôîðìàö³ÿ åêîíîì³êè ïî÷àëà íàáóâàòè ñòàòóñó íå ïðîñòî ³ííîâàö³éíîãî íàïðÿìó, à íåâ³äâîðîòíîãî ³ìïåðàòèâó äëÿ âèæèâàííÿ ï³äïðèºìñòâ ó êîíêóðåíòíîìó ñåðåäîâèù³. Îñîáëèâî öå ñòîñóºòüñÿ ãàëóçåé ³ç âèñîêîþ öèêë³÷í³ñòþ òà ðåñóðñíîþ ÷óòëèâ³ñòþ, äî ÿêèõ áåçïåðå÷íî íàëåæèòü áóä³âíèöòâî. Áóä³âåëüí³ ï³äïðèºìñòâà, òðàäèö³éíî çîð³ºíòîâàí³ íà ô³çè÷íèé ðåçóëüòàò — îá’ºêò íåðóõîìîñò³, ñüîãîäí³ çìóøåí³ ïåðåáóäîâóâàòè âíóòð³øíþ àðõ³òåêòîí³êó íå ò³ëüêè çàðàäè åôåêòèâíîñò³, à é äëÿ òîãî, ùîá áóòè ³íòåãðîâàÏåð³îä Òåîðåòè÷íà ïàðàäèãìà Õàðàêòåðèñòèêà áóä³âåëüíîãî ï³äïðèºìñòâà Êëþ÷îâ³ àâòîðè ʳíåöü XIX – 1930–ò³ Êëàñè÷íèé ³íäóñòð³àë³çì Ìàøèíîïîä³áíà ñòðóêòóðà, ñòàíäàðòèçîâàíà ïðàöÿ, æîðñòêà ³ºðàðõ³ÿ Òåéëîð Ô. Â., Ôàéîëü À. 1940– 1970–ò³ Àäì³í³ñòðàòèâíî–áþðîêðàòè÷íà ²ºðàðõ³÷íà îðãàí³çàö³ÿ ç ôóíêö³îíàëüíèì ïîä³ëîì òà âåðòèêàëüíèì êîíòðîëåì Âåáåð Ì., Äðóêåð Ï. Ô. 1980– 2000–í³ Ñèñòåìíà, êîíòèíãåíòíà òåîð³ÿ ³äêðèòà ñèñòåìà, ùî àäàïòóºòüñÿ äî ñåðåäîâèùà, áàãàòîôóíêö³îíàëüí³ñòü Ëîóðåíñ Ï., Ëîðø Ä. ϳñëÿ 2000 ðîêó Ïîñò³íäóñòð³àëüíà àäàïòèâí³ñòü Ãíó÷êà ìåðåæà, öèôðîâ³çàö³ÿ, ê볺íòîîð³ºíòîâàí³ñòü, ìóëüòèôîðìàòí³ñòü Áàëëàðä Ã., Äðóêåð Ï. Ô. Òàáëèöÿ 1. Åòàïè åâîëþö³¿ óÿâëåíü ïðî áóä³âåëüíå ï³äïðèºìñòâî â åêîíîì³÷í³é íàóö³ Äæåðåëî: ðîçðîáëåíî àâòîðîì íà îñíîâ³ [8]
ÅÊÎÍÎ̲×Ͳ ÏÐÎÁËÅÌÈ ÐÎÇÂÈÒÊÓ ÃÀËÓÇÅÉ ÒÀ ÂÈIJ ÅÊÎÍÎ̲×Íί IJßËÜÍÎÑÒ² 89 ´ÎÐÌÓÂÀÍÍßÐÈÍÊÎÂÈÕÂÄÍÎÑÈͳÊÐÀÍ íèìè â öèôðîâ³ ëàíöþãè âàðòîñò³, äå âèð³øàëüíå çíà÷åííÿ ìàþòü äàí³, àëãîðèòìè, ³íòåëåêòóàëüí³ ïëàòôîðìè òà øâèäê³ñòü ïðèéíÿòòÿ ð³øåíü [11]. Îäíèì ³ç ãîëîâíèõ âèêëèê³â º òå, ùî êëàñè÷í³ ìîäåë³ óïðàâë³ííÿ, ÿê³ îïèðàëèñÿ íà âåðòèêàëüíó ³ºðàðõ³þ, öåíòðàë³çàö³þ ïîâíîâàæåíü ³ áàãàòîð³âíåâó çâ³òí³ñòü, íå çäàòí³ åôåêòèâíî îáðîáëÿòè âåëèêèé îáñÿã öèôðîâî¿ ³íôîðìàö³¿, ùî ãåíåðóºòüñÿ ï³ä ÷àñ ñó÷àñíîãî áóä³âåëüíîãî ïðîöåñó — â³ä â³ðòóàëüíîãî ìîäåëþâàííÿ (BIM) äî ³íòåãðîâàíîãî êîíòðîëþ çà òåðì³íàìè, êîøòîðèñîì ³ ðèçèêàìè. Òàê³ ìîäåë³ çàñòàð³âàþòü íå ëèøå â òåõí³÷íîìó, à é ó êîíöåïòóàëüíîìó ñåíñ³, îñê³ëüêè íå ï³äòðèìóþòü ãíó÷ê³ñòü, øâèäêå ðåàãóâàííÿ, ñàìîîðãàí³çàö³þ ³ ãîðèçîíòàëüíó ³íòåãðàö³þ ç ³íøèìè ñóá’ºêòàìè áóä³âåëüíî¿ åêîñèñòåìè. Ðèñóíîê 2 ³ëþñòðóº âçàºìîçàëåæí³ñòü êëþ÷îâèõ öèôðîâèõ ïðîöåñ³â ³ ñòðóêòóðíèõ çì³í. Çàñòîñóâàííÿ BIM, ERP òà CRM çóìîâëþº ïîñòóïîâèé â³äõ³ä â³ä ³ºðàðõ³÷íî¿ ñèñòåìè íà êîðèñòü ãíó÷êî¿, äåöåíòðàë³çîâàíî¿ àðõ³òåêòóðè. Çîâí³øíº ñåðåäîâèùå òàêîæ ÷èíèòü çíà÷íèé òèñê. Ç îäíîãî áîêó, öå ³íòåíñèâíà óðáàí³çàö³ÿ, ùî çì³íþº ïð³îðèòåòè ó ì³ñòîáóäóâàíí³ é âèìàãຠãíó÷êîñò³ ó ôîðìóâàíí³ ïðîºêòíèõ ð³øåíü. Ç ³íøîãî — ãëîáàëüí³ ³íôðàñòðóêòóðí³ ïðîãðàìè (íàïðèêëàä, EU Recovery Plan, ³í³ö³àòèâè ç åíåðãîåôåêòèâíîñò³) íàêëàäàþòü âèìîãè äî ïðîçîðîñò³ âèòðàò, öèôðîâîãî íàãëÿäó òà â³äïîâ³äíîñò³ ESG– êðèòåð³ÿì.  óìîâàõ öèôðîâî¿ åêîíîì³êè ðèíîê ïðàö³ òàêîæ òðàíñôîðìóºòüñÿ: çðîñòຠïîòðåáà â öèôðîâèõ ³íæåíåðàõ, êîîðäèíàòîðàõ ïðîºêò³â ³ç íàâè÷êàìè BI–àíàë³òèêè, óïðàâë³íöÿõ ³ç êîìïåòåíö³ÿìè â ²Ò òà óïðàâë³íí³ çíàííÿìè. Âîäíî÷àñ âíóòð³øí³ ôàêòîðè, òàê³ ÿê ³íåðö³éí³ñòü îðãàí³çàö³éíî¿ ñòðóêòóðè, â³äñóòí³ñòü íàñêð³çíî¿ Ðèñóíîê 1. Åâîëþö³ÿ ñòðóêòóðè áóä³âåëüíîãî ï³äïðèºìñòâà: â³ä ôóíêö³îíàëüíî¿ äî ìåðåæåâî¿ ìîäåë³ Äæåðåëî: ðîçðîáëåíî àâòîðîì íà îñíîâ³ [10] Ðèñóíîê 2. Öèôðîâ³ äðàéâåðè ïåðåáóäîâè ñòðóêòóðíî¿ ìîäåë³ áóä³âåëüíîãî ï³äïðèºìñòâà Äæåðåëî: ðîçðîáëåíî àâòîðîì íà îñíîâ³ [11]
ÅÊÎÍÎ̲×Ͳ ÏÐÎÁËÅÌÈ ÐÎÇÂÈÒÊÓ ÃÀËÓÇÅÉ ÒÀ ÂÈIJ ÅÊÎÍÎ̲×Íί IJßËÜÍÎÑÒ² 90 ´ÎÐÌÓÂÀÍÍßÐÈÍÊÎÂÈÕÂÄÍÎÑÈͳÊÐÀÍ öèôðîâî¿ ïëàòôîðìè, ïîä³ë ì³æ ²Ò–ï³äðîçä³ëîì ³ âèðîáíè÷èìè ëàíêàìè, ñòâîðþþòü ïàðàäîêñ: áóä³âåëüíå ï³äïðèºìñòâî çîâí³ ïîçèö³îíóºòüñÿ ÿê «ñó÷àñíå», àëå âñåðåäèí³ ïðîäîâæóº ôóíêö³îíóâàòè â ðåæèì³ ïàïåðîâî¿ áþðîêðàò³¿ òà ðó÷íîãî óïðàâë³ííÿ. Öå ïðèçâîäèòü äî çàòðèìîê, çðîñòàííÿ òðàíçàêö³éíèõ âèòðàò, ôðàãìåíòàðíîñò³ äàíèõ ³ âòðàòè ãíó÷êîñò³ â ïðèéíÿòò³ ð³øåíü [12]. Ó òàáëèö³ 2 ïðåäñòàâëåíî îñíîâí³ çîâí³øí³ òà âíóòð³øí³ âèêëèêè ó ïðîöåñ³ îíîâëåííÿ ñòðóêòóðíî¿ ïîáóäîâè, ó ñòîâïö³ «Êàòåãîð³ÿ âèêëèêó» çâåäåíî çîâí³øí³ òà âíóòð³øí³ ÷èííèêè, ÿê³ ñòâîðþþòü òèñê íà òðàäèö³éíó ìîäåëü ï³äïðèºìñòâà. Ó ñó÷àñíèõ óìîâàõ, êîëè ³ííîâàö³éíà åêîíîì³êà äèêòóº íîâ³ ïðèíöèïè ñòâîðåííÿ âàðòîñò³, óïðàâë³íñüêà ïàðàäèãìà íà áóä³âåëüíèõ ï³äïðèºìñòâàõ çì³íþºòüñÿ ôóíäàìåíòàëüíî. ³äõîäèòü ó ìèíóëå òðàäèö³éíà ìîäåëü, çàñíîâàíà íà æîðñòê³é ³ºðàðõ³¿, ÷³òêîìó âåðòèêàëüíîìó ï³äïîðÿäêóâàíí³ òà öåíòðàë³çîâàíîìó êîíòðîë³. Íàòîì³ñòü ôîðìóºòüñÿ ãíó÷êå, áàãàòîôîðìàòíå óïðàâë³íñüêå ñåðåäîâèùå, ÿêå ³íòåãðóº äåê³ëüêà ëîã³ê: àäàïòèâíó, ïëàòôîðìíó, ã³áðèäíó òà ïðîºêòíî–ìàòðè÷íó [13]. Êëþ÷îâîþ îñîáëèâ³ñòþ íîâî¿ ïàðàäèãìè º â³äìîâà â³ä ñòàëèõ óïðàâë³íñüêèõ ðîëåé íà êîðèñòü äèíàì³÷íîãî ðîçïîä³ëó ôóíêö³é çàëåæíî â³ä ôàçè ïðîºêòó, öèôðîâî¿ çð³ëîñò³ êîìàíäè, ñòóïåíÿ ðèçèêó ÷è òèïó çàìîâíèêà. Íàïðèêëàä, ó âïðîâàäæåíí³ BIM–òåõíîëîã³é ðîëü ïðîºêòíîãî êîîðäèíàòîðà ìîæå áóòè âàæëèâ³øîþ çà ãåíåðàëüíîãî äèðåêòîðà, îñê³ëüêè ñàìå öÿ ïîçèö³ÿ çàáåçïå÷óº ì³æôóíêö³îíàëüíó ³íòåãðàö³þ äàíèõ ³ ð³øåíü ó ðåàëüíîìó ÷àñ³. Àíàëîã³÷íî, â óìîâàõ agile–áóä³âíèöòâà öåíòð óïðàâë³íñüêîãî âïëèâó ìîæå ïåðåì³ùóâàòèñü íà êîìàíäó scrum–àðõ³òåêòîð³â àáî ìîäåðàòîð³â ïðîöåñ³â. Óïðàâë³íñüêà ñòðóêòóðà ïîñòóïîâî íàáóâຠïëàòôîðìíîãî õàðàêòåðó, äå îñíîâîþ º íå ëèøå âíóòð³øí³ â³ää³ëè, à é çîâí³øí³ ó÷àñíèêè åêîñèñòåìè — ñóáï³äðÿäíèêè, ïîñòà÷àëüíèêè òåõíîëîã³é, êîíñóëüòàíòè ç ñåðòèô³êàö³¿, åêñïåðòè ç æèòòºâîãî öèêëó îá’ºêòà. Öÿ ëîã³êà â³äïîâ³äຠìîäåë³ «ìóëüòèñòîðîííüî¿ ³íòåãðàö³¿» (multi–sided platform), äå óïðàâë³íñüêà ôóíêö³ÿ ïîëÿãຠíå ó êîìàíäóâàíí³, à ó êîîðäèíàö³¿ ìíîæèííèõ ïîòîê³â ³íôîðìàö³¿, ðåñóðñ³â ³ â³äïîâ³äàëüíîñòåé. Ïàðàëåëüíî ³ç öèì â³äáóâàºòüñÿ ïåðåõ³ä äî ïðîºêòíî–ìàòðè÷íî¿ ñòðóêòóðè, ÿêà äîçâîëÿº ïîºäíóâàòè ãëèáîêó ñïåö³àë³çàö³þ (íàïðèêëàä, òåõí³÷í³ â³ää³ëè, åêîíîì³÷íèé ñóïðîâ³ä, ïðàâîâà åêñïåðòèçà) ç ãíó÷ê³ñòþ êðîñôóíêö³îíàëüíèõ ïðîºêòíèõ ãðóï. Ó ìåæàõ òàêî¿ ìîäåë³ êîíêðåòíèé ñï³âðîá³òíèê îäíî÷àñíî ³íòåãðóºòüñÿ â ê³ëüêà ïðîºêò³â, âèêîíóþ÷è ð³çí³ ðîë³ (íàïð., åêñïåðò, ôàñèë³òàòîð, ðåâ’þåð), à âñÿ ñèñòåìà óïðàâë³ííÿ îð³ºíòóºòüñÿ íà êîðîòê³ ³òåðàö³¿, ðåòðîñïåêòèâíèé àíàë³ç òà øâèäêèé çâîðîòíèé çâ’ÿçîê. Öèôðîâà òðàíñôîðìàö³ÿ äîäຠíîâó ñêëàäîâó äî ö³º¿ ïàðàäèãìè — ³íôðàñòðóêòóðíó ³íòåãðàö³þ. Çàì³ñòü ëîêàëüíèõ ²Ò–ð³øåíü áóä³âåëüí³ êîìïàí³¿ äåäàë³ ÷àñò³øå âèêîðèñòîâóþòü ìîäóëüí³ öèôðîâ³ ïëàòôîðìè (íàïðèêëàä, Autodesk BIM 360, Procore, PlanRadar), ÿê³ îäíî÷àñíî âèêîíóþòü ðîëü îïåðàö³éíîãî ÿäðà, àíàë³òè÷íî¿ ïàíåë³ òà êîìóí³êàö³éíîãî ñåðåäîâèùà. Óïðàâë³íñüêà ëîã³êà â òàêèõ óìîâàõ áàçóºòüñÿ íå íà ³íòó¿ö³¿ êåð³âíèêà, à íà ïîòîêàõ äàíèõ, ÿê³ âáóäîâàí³ ó ïðîöåñ óõâàëåííÿ ð³øåíü. Îñîáëèâî âàðòî âèä³ëèòè agile–áóä³âíèöòâî, ÿêå ïîñòóïîâî òðàíñôîðìóºòüñÿ ç ²Ò–ìîäåë³ ó ïðèêëàäíèé ³íñòðóìåíò óïðàâë³ííÿ ïðîºêòàìè â áóä³âåëüí³é ãàëóç³. Îñíîâí³ ïðèíöèïè — ñïðèíòè, êîìàíäíà â³äïîâ³äàëüí³ñòü, ì³í³ìàëüíî æèòòºçäàòí³ ïðîäóêòè (MVP), ãíó÷êå ðåàãóâàííÿ íà çì³íó âèìîã — àäàïòóþòüñÿ äî ñïåöèô³êè áóä³âíèöòâà. Íàïðèêëàä, çàì³ñòü áàãàòîì³ñÿ÷íîãî ïðîºêòóâàííÿ ìîæóòü âïðîâàäæóâàòèñü ³òåðàòèâí³ àðõ³Òàáëèöÿ 2. Îñíîâí³ çîâí³øí³ òà âíóòð³øí³ âèêëèêè, ùî àêòóàë³çóþòü ïîòðåáó îíîâëåííÿ ñòðóêòóðíî¿ ïîáóäîâè áóä³âåëüíèõ ï³äïðèºìñòâ Êàòåãîð³ÿ âèêëèêó Êîíêðåòí³ ôàêòîðè Ñòðàòåã³÷í³ íàñë³äêè Çîâí³øí³ Óðáàí³çàö³ÿ, åêîëîã³÷í³ íîðìàòèâè, ³íôðàñòðóêòóðí³ ïðîãðàìè Ïîòðåáà â â³äêðèò³é, àäàïòèâí³é, öèôðîâî– çâ’ÿçàí³é ñòðóêòóð³ Çì³íà ðèíêó ïðàö³, íåñòà÷à ôàõ³âö³â íîâèõ êîìïåòåíö³é Ïåðåõ³ä äî ã³áðèäíèõ ìîäåëåé, ì³æôóíêö³îíàëüíîãî óïðàâë³ííÿ Âíóòð³øí³ Ñëàáêà ²Ò–³íòåãðàö³ÿ, â³äñóòí³ñòü äàíèõ äëÿ ð³øåíü ó ðåàëüíîìó ÷àñ³ Íåîáõ³äí³ñòü âïðîâàäæåííÿ ERP/BIM/CRM ó ÿäðî ñòðóêòóðè ²íåðö³éíà áþðîêðàòè÷íà îðãàí³çàö³ÿ, íåóçãîäæåí³ñòü ì³æ ï³äðîçä³ëàìè Ñòðóêòóðíà ïåðåáóäîâà ó ôîðìàò³ ïðîºêòíèõ ïëàòôîðì Äæåðåëî: ðîçðîáëåíî àâòîðîì íà îñíîâ³ [12]
ÅÊÎÍÎ̲×Ͳ ÏÐÎÁËÅÌÈ ÐÎÇÂÈÒÊÓ ÃÀËÓÇÅÉ ÒÀ ÂÈIJ ÅÊÎÍÎ̲×Íί IJßËÜÍÎÑÒ² 91 ´ÎÐÌÓÂÀÍÍßÐÈÍÊÎÂÈÕÂÄÍÎÑÈͳÊÐÀÍ òåêòóðí³ ð³øåííÿ ç ïîñò³éíîþ ïåðåâ³ðêîþ íà â³äïîâ³äí³ñòü âèìîãàì çàìîâíèêà. Íîâîþ óïðàâë³íñüêîþ ïàðàäèãìîþ ñòຠöèôðîâà ñàìîàäàïòàö³ÿ, êîëè ï³äïðèºìñòâî çäàòíå çì³íþâàòè ñâîþ âíóòð³øíþ êîíô³ãóðàö³þ íà îñíîâ³ àíàë³òèêè çîâí³øíüîãî ñåðåäîâèùà. Ó öüîìó ñåíñ³ óïðàâë³ííÿ ïåðåòâîðþºòüñÿ íà ïðîöåñ áåçïåðåðâíîãî ïðîãíîçóâàííÿ, ìîäåëþâàííÿ é îïåðàòèâíîãî ðåàãóâàííÿ. Íå ñòðàòåã³ÿ çàäຠñòðóêòóðó, à àíàë³òèêà ñòðóêòóðóº ïîâåä³íêó ï³äïðèºìñòâà â êîæíîìó êîíêðåòíîìó âèïàäêó. Öå îçíà÷àº, ùî òàê³ ôóíêö³¿, ÿê áþäæåòóâàííÿ, ëîã³ñòèêà, êàäðè, âèõîäÿòü ³ç ï³äïîðÿäêóâàííÿ ë³í³éíîãî ìåíåäæìåíòó ³ òðàíñôîðìóþòüñÿ ó ñåðâ³ñí³ öèôðîâ³ ìîäóë³, ³íòåãðîâàí³ â ºäèíó ñèñòåìó óïðàâë³ííÿ çíàííÿìè [14]. Ïîíÿòòÿ «áóä³âåëüíå ï³äïðèºìñòâî» ó ñó÷àñí³é íàóêîâ³é ³ ïðèêëàäí³é ë³òåðàòóð³ äåäàë³ ð³äøå òðàêòóºòüñÿ ÿê âèêëþ÷íî âèðîáíè÷î–³íæåíåðíà îäèíèöÿ. Ïîñòóïîâî ôîðìóºòüñÿ ðîçøèðåíå ðîçóì³ííÿ öüîãî ñóá’ºêòà ÿê êîìïëåêñó âçàºìîïîâ’ÿçàíèõ ðåñóðñ³â, êîìïåòåíö³é, ³íñòðóìåíò³â ³ ïëàòôîðì, çäàòíèõ ñòâîðþâàòè íå ëèøå ô³çè÷- íó, à é åêîíîì³÷íó, ³íâåñòèö³éíó òà ³ííîâàö³éíó ö³íí³ñòü. Òàêèé ï³äõ³ä ïðåäñòàâëåíèé ó ðîáîòàõ Îâñ³ºíêî Ò. Â., ÿêà îá´ðóíòîâóº ìîäåðí³çîâàíó ñòðóêòóðó ï³äïðèºìñòâà ÿê íîñ³ÿ ³ííîâàö³éíîãî ïîòåíö³àëó â ³íâåñòèö³éíèõ ïðîºêòàõ [15]. Ç òî÷êè çîðó êëàñè÷íî¿ ³íæåíåðíî–áóä³âåëüíî¿ øêîëè, áóä³âåëüíå ï³äïðèºìñòâî íàñàìïåðåä º òåõí³÷íîþ îðãàí³çàö³ºþ, ùî ìຠîïòèì³çóâàòè ïðîöåñè çâåäåííÿ ñïîðóä: ì³í³ì³çóâàòè âèòðàòè ìàòåð³àë³â, çàáåçïå÷èòè òî÷í³ñòü âèêîíàííÿ ïðîºêòíî¿ äîêóìåíòàö³¿ òà åôåêòèâíå âèêîðèñòàííÿ òåõí³êè. Îñíîâíèìè êðèòåð³ÿìè óñï³øíîñò³ òóò º îáñÿãè, òåðì³íè òà ÿê³ñòü. Íàòîì³ñòü åêîíîì³÷íà øêîëà ðîçãëÿäຠáóä³âåëüíå ï³äïðèºìñòâî ÿê ³íâåñòèö³éíîãî îïåðàòîðà, ùî âèêîíóº ðîëü ìåä³àòîðà ì³æ äæåðåëàìè êàï³òàëó (çàìîâíèêè, áàíêè, ôîíäè) òà ôîðìóâàííÿì êàï³òàëüíîãî àêòèâó. Ó ôîêóñ³ — îêóïí³ñòü, ïðèáóòêîâ³ñòü, ë³êâ³äí³ñòü îá’ºêòà, âàðò³ñíà åôåêòèâí³ñòü êîæíîãî åòàïó. ßê çàçíà÷ຠÎâñ³ºíêî Ò. Â., óïðàâë³ííÿ òàêèì ï³äïðèºìñòâîì ïîòðåáóº íå ëèøå ô³íàíñîâî¿ îïòèì³çàö³¿, à é ñòðàòåã³÷íîãî ïëàíóâàííÿ ç óðàõóâàííÿì ðèçèê³â ³ ³ííîâàö³éíèõ çì³í [15]. Ó óïðàâë³íñüê³é ïàðàäèãì³, ùî ñôîðìóâàëàñÿ ï³ä âïëèâîì òåîð³é ñòðàòåã³÷íîãî ìåíåäæìåíòó òà öèôðîâî¿ òðàíñôîðìàö³¿, ï³äïðèºìñòâî òðàêòóºòüñÿ ÿê àäàïòèâíà â³äêðèòà ñòðóêòóðà, ùî ³íòåãðóº öèôðîâ³ òåõíîëî㳿, ñèñòåìó êëþ÷îâèõ ïîêàçíèê³â åôåêòèâíîñò³ (KPI), ìîäóë³ Business Intelligence òà ³íñòðóìåíòè ïðîåêòíîãî óïðàâë³ííÿ. Ó äîñë³äæåííÿõ Ñòðóìèë³íî¿ Â. Ñ. àêöåíò çðîáëåíî íà òîìó, ùî óñï³øíå áóä³âåëüíå ï³äïðèºìñòâî ìຠáóòè ãíó÷êèì äî çì³í ñåðåäîâèùà, ñòðóêòóðíî ìóëüòèôîðìàòíèì ³ çäàòíèì ïðàöþâàòè â óìîâàõ ìåðåæåâî¿ âçàºìî䳿 [16]. Ó ìåæàõ ñèñòåìíîãî ï³äõîäó, ùî äåäàë³ á³ëüøå âïðîâàäæóºòüñÿ â àíàë³òè÷í³ ìîäåë³ ïóáë³÷íèõ ³ ³íôðàñòðóêòóðíèõ ïðîºêò³â, ï³äïðèºìñòâî òðàêòóºòüñÿ ÿê ³íñòèòóö³îíàëüíèé åëåìåíò ñêëàäíî¿ ñîö³àëüíî– åêîíîì³÷íî¿ ñèñòåìè. Âîíî âçàºìî䳺 ç ìóí³öèïàë³òåòàìè, áàíêàìè, çàáóäîâíèêàìè, åíåðãåòè÷íèìè ñòðóêòóðàìè, òåõíîëîã³÷íèìè ïëàòôîðìàìè. Âèñíîâêè Çàãàëîì ñó÷àñíå òðàêòóâàííÿ áóä³âåëüíîãî ï³äïðèºìñòâà — öå ñèíòåç ð³çíèõ ï³äõîä³â, äå òåõí³÷íà åôåêòèâí³ñòü º ëèøå îäí³ºþ ç ëàíîê ó ëàíöþãó ñòâîðåííÿ ³ííîâàö³éíîãî, åêîíîì³÷íî åôåêòèâíîãî òà ñîö³àëüíî çíà÷óùîãî ðåçóëüòàòó. Öå ïîòðåáóº îäíî÷àñíî¿ ïðèñóòíîñò³ ³íæåíåðíî¿ êîìïåòåíòíîñò³, àíàë³òè÷íîãî ìèñëåííÿ, óïðàâë³íñüêî¿ ìîá³ëüíîñò³ òà ³íñòèòóö³îíàëüíî¿ ÷óòëèâîñò³. Ñàìå òàêà ìîäåëü â³äïîâ³äຠâèêëèêàì öèôðîâî¿ åïîõè òà ³ííîâàö³éíî–³íâåñòèö³éíèõ ïðîöåñ³â ó ãëîáàëüíîìó áóä³âíèöòâ³. Ïàðàäèãìà Êëþ÷îâå òðàêòóâàííÿ Îñíîâí³ õàðàêòåðèñòèêè Ïîêàçíèêè ðåçóëüòàòèâíîñò³ ²íæåíåðíî– áóä³âåëüíà Òåõí³÷íî–âèðîáíè÷èé îá’ºêò Åôåêòèâí³ñòü ðåàë³çàö³¿ òåõí³÷íîãî çàâäàííÿ Òåðì³íè, îáñÿãè, ÿê³ñòü Åêîíîì³÷íà ²íâåñòèö³éíà ïëàòôîðìà Óïðàâë³ííÿ êàï³òàëîì, ïðèáóòêîì, ðèçèêîì Îêóïí³ñòü, IRR, NPV, ë³êâ³äí³ñòü Óïðàâë³íñüêà Àäàïòèâíà ñòðóêòóðà â ñåðåäîâèù³ çì³í Ãíó÷ê³ñòü, KPI, öèôðîâ³çàö³ÿ, BI, óïðàâë³ííÿ çíàííÿìè KPI, øâèäê³ñòü çì³í, åôåêòèâí³ñòü êîìàíä Ñèñòåìíà Åëåìåíò ñîö³àëüíî– åêîíîì³÷íî¿ åêîñèñòåìè ²íñòèòóö³îíàëüíà ³íòåãðàö³ÿ, ïóáë³÷íî–ïðèâàòíà âçàºìîä³ÿ Ñòàëèé ðîçâèòîê, ESG, âçàºìîçâ’ÿçêè Äæåðåëî: ðîçðîáëåíî àâòîðîì íà îñíîâ³ [17] Òàáëèöÿ 3. Ïîð³âíÿííÿ ï³äõîä³â äî òðàêòóâàííÿ áóä³âåëüíîãî ï³äïðèºìñòâà â ñó÷àñíèõ íàóêîâèõ øêîëàõ
ÅÊÎÍÎ̲×Ͳ ÏÐÎÁËÅÌÈ ÐÎÇÂÈÒÊÓ ÃÀËÓÇÅÉ ÒÀ ÂÈIJ ÅÊÎÍÎ̲×Íί IJßËÜÍÎÑÒ² 92 ´ÎÐÌÓÂÀÍÍßÐÈÍÊÎÂÈÕÂÄÍÎÑÈͳÊÐÀÍ Ñïèñîê âèêîðèñòàíèõ äæåðåë: 1. Ballard, G., & Howell, G. «Lean Project Delivery System: An Update». – Conference paper. – Berkeley: Lean Construction Institute, 2003. – 14 p. – [Electronic resource]. – Access mode: https://leanconstruction.org 2. Drucker, P. F. «Management: Tasks, Responsibilities, Practices». – Book. – New York: Harper & Row, 1974. – 839 p. – [Electronic resource]. – Access mode: https:// archive.org/details/managementtasksr00druc 3. Fayol, H. «General and Industrial Management». – Book. – London: Pitman Publishing, 1949. – 107 p. – [Electronic resource]. – Access mode: https://archive. org/details/generalindustrialmanagement 4. Howell, G., & Ballard, G. «Implementing Lean Construction: Understanding and Action». – Conference Proceedings. – Albuquerque: IGLC, 1998. – 12 p. – [Electronic resource]. – Access mode: https://iglc.net/Papers/Details/56 5. Schwaber, K., & Beedle, M. «Agile Software Development with Scrum». – Book. – Upper Saddle River: Prentice Hall, 2002. – 158 p. – [Electronic resource]. – Access mode: https://www.scrum.org 6. Taylor, F. W. «The Principles of Scientific Management». – Book. – New York: Harper & Brothers, 1911. – 144 p. – [Electronic resource]. – Access mode: https://www.gutenberg.org/ebooks/6435 7. Weber, M. «Economy and Society: An Outline of Interpretive Sociology». – Book. – Berkeley: University of California Press, 1978. – 1469 p. – [Electronic resource]. – Access mode: https://archive.org/details/ economysociety00webe 8. Ballard G., Howell G. Lean Project Delivery System : an update / G. Ballàðä, G. Howell // Building Research & Information. – 2003. – Ò. 31, ¹ 1. – Ñ. 1–15. – [Åëåêòðîííèé ðåñóðñ]. – Ðåæèì äîñòóïó : https://files. eric.ed.gov/fulltext/ED479707.pdf 9. Roman, A., Andrii, S., Galyna, R., Iurii, C., & Hànna, S. (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. 10. Äðóêåð Ï. Ô. Ìåíåäæìåíò: çàâäàííÿ, îáîâ’ÿçêè, ïðàêòèêà : ìîíîãðàô³ÿ / Ï. Ô. Äðóêåð. – Íüþ–Éîðê : Harper & Row, 1974. – 839 ñ. – [Åëåêòðîííèé ðåñóðñ]. – Ðåæèì äîñòóïó: https://archive.org/details/ managementtasksr00druc 11. Áºëîâ Ñ. Ì. Öèôðîâ³çàö³ÿ áóä³âåëüíîãî ï³äïðèºìñòâà â êîíòåêñò³ îðãàí³çàö³éíî–åêîíîì³÷íî¿ òðàíñôîðìàö³¿ / Ñ. Ì. Áºëîâ // Åêîíîì³êà òà äåðæàâà. – 2020. – ¹ 7. – Ñ. 56–60. – [Åëåêòðîííèé ðåñóðñ]. – Ðåæèì äîñòóïó: http://www.economy.in.ua/?op=1&z=5065&i=8 12. Chupryna, I., Ryzhakova, G., Chupryna, K., 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. 13. Þ.À. ×óïðèíà. Ìåòîäîëîã³ÿ ³íòåãðàö³¿ ïîòåíö³àëó ñòåéêõîëäåð³â äî ñêëàäó áóä³âåëüíîãî êëàñòåðó // Ôîðìóâàííÿ ðèíêîâèõ â³äíîñèí â Óêðà- ¿í³// çá.íàóê.ïðàöü ¹1 (212) (Êè¿â–ÄÍIJ²ÌÅ), 2019. – ñ. 85–91. http://dndiime.org/wp–content/ uploads/2019/06/1_2019.pdf 14. Samuelson O., Stehn L. Digital transformation in construction – a review / O. Samuelson, L. Stehn // Journal of Information Technology in Construction (ITcon). – 2023. – Vol. 28. – P. 385–404. – [Åëåêòðîííèé ðåñóðñ]. – Ðåæèì äîñòóïó: https://www.itcon.org/paper/2023/20 15. Ðîçâèòîê á³çíåñó â êîíòåêñò³ ºâðîïåéñüêî¿ ³íòåãðàö³¿: ãëîáàëüí³ âèêëèêè, ñòðàòåã³÷í³ ïð³îðèòåòè, ðåà볿 òà ïåðñïåêòèâè [Åëåêòðîííå âèäàííÿ]: ìàòåð³àëè ̳æíàð. íàóê.– ïðàêò. êîíô., 07 ÷åðâíÿ 2024 ð. / Äåðæ. á³îòåõíîëîã³÷íèé óí–ò. – Õàðê³â, 2024. – 453 ñ. Åëåêòðîíí³ òåêñòîâ³ äàí³. – Ðåæèì äîñòóïó : http://btu.kharkov.ua/ nauka/konferentsiyi/ DOI:10.5281/zenodo.11989253. 16. Ãðàá÷àê, Ä. Â. Åêîíîì³êî–óïðàâë³íñüê³ çàñàäè îðãàí³çàö³¿ ðå³íæèí³ðèíãó íà áóä³âåëüíèõ ï³äïðèºìñòâàõ : àâòîðåô. äèñ. ... êàíä. åêîí. íàóê : 08.00.04 / Ãðàá÷àê Äìèòðî Âîëîäèìèðîâè÷ ; Êè¿â. íàö. óí–ò áóä– âà ³ àðõ³ò. – Êè¿â : ÊÍÓÁÀ, 2021. – 24 ñ. 17. Êðèâäèê Ì., Àëåêñ³ºíêî Î. Îñîáëèâîñò³ óïðàâë³ííÿ ñòðàòåã³÷íèì ðîçâèòêîì ï³äïðèºìñòâ áóä³âåëüíî¿ ãàëóç³ â óìîâàõ êðèçè / Ì. Êðèâäèê, Î. Àëåêñèåíêî // Development Service Industry Management. – 2023. – ¹ 3 (20). – DOI: 10.31891/dsim–2023–3(20) References: 1. Ballard, G., & Howell, G. Lean Project Delivery System: An Update. – Conference paper. – Berkeley: Lean Construction Institute, 2003. – 14 p. – [Electronic resource]. – Access mode: https://leanconstruction.org 2. Drucker, P. F. Management: Tasks, Responsibilities, Practices. – Book. – New York: Harper & Row, 1974. – 839 p. – [Electronic resource]. – Access mode: https:// archive.org/details/managementtasksr00druc 3. Fayol, H. General and Industrial Management. – Book. – London: Pitman Publishing, 1949. – 107 p. – [Electronic resource]. – Access mode: https://archive. org/details/generalindustrialmanagement 4. Howell, G., & Ballard, G. Implementing Lean Construction: Understanding and Action. – Conference Proceedings. – Albuquerque: IGLC, 1998. – 12 p. – [Elec-