KEY COMPETENCIES OF CONSTRUCTION COMPANIES’ COMPETITIVENESS IN THE WARTIME AND POST-WAR PERIOD

Abstract

Introduction. Since February 24, 2022, Ukraine’s construction sector has operated under conditions of destruction, resource shortages, and heightened risks, while simultaneously remaining a key driver of post-war recovery. Under such circumstances, traditional financial indicators of competitiveness are insufficient. The decisive factor is the set of key competencies that form a strategic resource and ensure resilience and long-term competitive advantages of construction companies.

Purpose. The purpose of the article is to identify the key competencies of a group of construction companies as a factor in shaping their sustainable competitive advantages in wartime and the post-war period.

Materials and methods. The methodological framework is based on systemic and resource-based approaches to the analysis of construction company competitiveness. The information base includes academic publications, analytical reports of international organizations on Ukraine’s recovery, official construction market data, and publicly available corporate reports. The study applies methods of analysis and synthesis to generalize theoretical approaches; classification to structure key competencies; comparative analysis to assess the selected companies; and tabular methods to present the results.

Results. The article demonstrates that the competitiveness of construction companies in wartime and the post-war period depends on the level of development and integration of strategic, production, innovative, financial, and institutional competencies. Two generalized models - “successful” and “typical” - are identified, differing in management systematization, financial resilience, and the ability to form a long-term strategic resource.

Conclusions. The study substantiates that competitiveness in wartime and post-war conditions is determined by the integration of key competencies that generate a strategic resource and ensure sustainable advantages. “Successful” companies are characterized by systemic management and financial resilience, whereas “typical” companies demonstrate fragmented competencies and short-term orientation. The relevance of the resource-based approach for their evaluation is confirmed.

Prospects. Further research should focus on developing quantitative indicators for competency assessment, constructing an integrated competitiveness index for construction companies, and modeling the impact of wartime and macroeconomic risks on their strategic development in the context of Ukraine’s post-war economic transformation.