Keywords
evaluating the effectiveness
strategic change management
construction enterprise
business diversification
strategic change episode
business model adaptability
How to Cite
Abstract
The article examines the effectiveness of strategic change in construction enterprises amid business diversification. Long contract cycles, responsibilities distributed among project participants, and delayed outcomes make it difficult to judge a particular change by revenue growth or the number of completed projects alone. The aim is to develop a methodological approach to evaluating strategic change effectiveness that accounts for the role of diversification in change implementation. The methods include a synthesis of research on strategic transformation and business models, comparison of planned and realised outcomes for an individual episode, expert assessment of business model adaptability, and modelling of associations between change characteristics and goal attainment. Effectiveness is understood here as the degree to which predefined strategic objectives are achieved; evaluating implementation efficiency additionally requires comparable data on resources used. The unit of analysis is a strategic change episode with specified content, depth, organisational scope, and pace. The proposed procedure identifies the episode and the enterprise baseline, sets observation points and target indicators, measures business model adaptability, and compares achieved outcomes with objectives. An author-defined Business Model Fit Index comprises seven expert-rated dimensions and captures an intermediate outcome of business model adaptation rather than final goal attainment. Diversification is treated either as a condition shaping another change or as a separate episode with its own targets. The scientific contribution is to anchor the evaluation of effectiveness in the predefined objectives of an identifiable episode and the time when its outcomes can be observed, while measuring business model adaptation separately. The procedure is intended for testing on actual enterprise data; calculations using hypothetical observations do not confirm hypotheses for real enterprises. A subsequent assessment of implementation efficiency requires verified data on expenditure, episode duration, and achieved outcomes.
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Preacher, K. J., & Hayes, A. F. (2008). Asymptotic and resampling strategies for assessing and comparing indirect effects in multiple mediator models. Behavior Research Methods, no. 40(3), pp. 879–891. DOI: https://doi.org/10.3758/BRM.40.3.879
Shpakov, A., Herasymchuk, Ya., Koval, I., & Vovkovych, Yu. (2024). Analysis of the level of implementation of systemic productivity of enterprises in view of the implementation of strategic changes. Ways to Improve Construction Efficiency, no. 3(53), pp. 75–95. DOI: https://doi.org/10.32347/2707-501x.2024.53(3).75-95
Teece, D. J. (2010). Business models, business strategy and innovation. Long Range Planning, no. 43(2–3), pp. 172–194. DOI: https://doi.org/10.1016/j.lrp.2009.07.003
Topazly, R., Pokotylova, O., Olishevska, A., Mykolaichuk, I., Parajka, B., & Lysak, V. Business Leadership in Ukraine’s Construction Industry: The Role of Public-Private Interaction and Price, Investment, Labor, and Institutional Determinants of Development. Business Ethics and Leadership, no. 9(3), pp. 194–210. DOI: https://doi.org/10.61093/bel.9(3).194-210.2025
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