FORMATION OF THE DIGITAL BUSINESS MODEL OF A CONSTRUCTION ENTERPRISE THROUGH THE IMPLEMENTATION OF DIGITAL TOOLS

Abstract

The relevance of the study stems from the need for construction enterprises to move from the fragmented adoption of individual digital tools towards the systematic transformation of their business models. Digitalisation is viewed as an organisational and economic mechanism affecting the value proposition, key processes, resources, financial logic, stakeholder interactions, and data use throughout the project life cycle. The article aims to formalise and test the DBMCE model as an integrated framework for implementing digital technologies within the business model of a construction enterprise. The methodology combines structural and functional modelling, min–max normalisation, the AHP, correlation and regression analysis with HC3 heteroskedasticity-robust standard errors, principal component analysis, k-means clustering, sensitivity analysis using Spearman’s rank correlation, and before-and-after scenario calculations. The DBMCE architecture comprises the V–P–R–F–S system, supplemented by a digital layer D integrating BIM, KPI/EVM, CDE, ERP, and smart contracts. BIM exhibited the strongest association with the composite KPI, while the BIM×KPI interaction was positive and statistically significant. The dynamic specification suggests a cumulative rather than immediate effect, supporting the rationale for phased implementation. The validation procedure indicated strong model adequacy and stability of both the three-cluster managerial segmentation and enterprise rankings under alternative weighting schemes. The before-and-after scenario yielded a 16.33% increase in the composite KPI, with the process component making the largest contribution. Since the P01–P24 dataset is synthetic, these findings validate only the computational framework and cannot be interpreted as evidence of external validity. The practical value lies in a phased implementation roadmap that combines BIM adoption, KPI-based management, a common data environment, contract and payment automation, and the development of employees’ digital competencies, linking these elements to measurable management outcomes. Further research should replicate the full procedure using a verified sample of construction enterprises and incorporate the remaining adjustment factors.