THE ROLE OF DIGITALIZATION IN ENSURING SUSTAINABLE CONSTRUCTION MANAGEMENT EFFICIENCY: A CRITICAL REVIEW

Abstract

Construction activity constitutes a multifactorial system, characterized by high capital intensity, extended project delivery timelines, a multitude of uncertainties and risks, and the necessity to coordinate a large number of interdisciplinary tasks within a unified project lifecycle. Successful project execution demands the synchronization of all management process components to ensure adherence to core constraints – schedule, budget, and quality. At the same time, the industry demonstrates low performance in terms of sustainability: intensive consumption of energy and material resources, substantial generation of construction and demolition waste, and high energy intensity relative to other economic sectors. At the current stage, the digitization of production and managerial processes represents one of the most effective instruments for transforming the construction industry, capable of mutually reinforcing improvements in both economic efficiency and environmental performance. For instance, optimizing energy consumption within a digital management environment directly contributes both to reducing operational costs and mitigating environmental impact. However, empirical evidence indicates that fragmented adoption of digital solutions – grounded purely in a technical approach and lacking strategic vision – typically fails to generate systemic change. Consequently, the critical challenge lies in shifting from ad hoc pilot initiatives toward the development and implementation of a comprehensive corporate-level digital transformation strategy, encompassing integrated change management across all organizational tiers. This study substantiates the thesis that digitization yields a dual benefit – economic and ecological – as a foundation for establishing sustainable competitive advantage for construction enterprises. The key prerequisites and success conditions for digital transition are identified; structural components of a digital transformation strategy (vision, objectives, implementation mechanisms, evaluation criteria) are systematized; and major strategic development approaches (top-down, bottom-up, hybrid) are comparatively analyzed. As a scientific contribution, the paper proposes a conceptual model for assessing the maturity of digital initiatives at the enterprise level, designed to support managerial decision-making in the domain of digital modernization of construction firms.