Abstract:
The article examines the formation of construction enterprise resilience under conditions of digital transformation and increasing environmental turbulence. It substantiates that traditional approaches to interpreting resilience, predominantly focused on financial stability, are insufficient to explain the mechanisms of long-term viability of construction enterprises in a digitally transformed economy. Based on a synthesis of academic sources, the evolution of the resilience concept is systematised–from financial-stabilisation and operational–process approaches to strategic–adaptive, organisational–behavioural, environmental–social, and resilience-oriented digital models. It is demonstrated that the construction industry is characterised by a combination of project-based operational logic, long investment cycles, high capital intensity, multi-level stakeholder interactions, and elevated risk exposure, which determines specific mechanisms for resilience formation. Construction enterprise resilience is defined as an integral, dynamic capability to ensure continuity and effectiveness of project–investment activities, maintain financial equilibrium, sustain operational controllability, adapt to technological, market, and regulatory changes, and transform the business model within the digital economy. The system of resilience assessment indicators is expanded by incorporating informational (digital) and ecosystem components, which helps to overcome the limitations of isolated financial and economic indicators. A model of construction enterprise resilience formation is developed, in which digital transformation is viewed as a cross-cutting integrative mechanism for ensuring resilience and long-term adaptability in a turbulent environment. It is argued that digital platforms, data management, and networked interactions form the basis for a shift from reactive to proactive resilience management models. The results obtained provide a theoretical and method
