Methods of substantiation of management decisions to ensure the target level of efficiency of operational business processes of the construction company

The subject of the study is a set of theoretical principles, methodological approaches and applied
aspects of strategic performance management of construction companies.
The aim of the work is to deepen the theoretical foundations and develop practical recommendations
for managing the performance of construction companies at the strategic level.
Research methods. To achieve the goal and solve specific problems used a set of general and
special methods, including: dialectical and historical methods of scientific knowledge, analysis and
synthesis (to study the genesis of theories of efficiency and effectiveness, content measurement and
performance management); method of system analysis (for generalization of scientific approaches to
determining the effectiveness, substantiation of the system of enterprise performance management);
morphological and semantic method (to identify performance criteria).

Results of work. A multi–criteria set of methodological approaches to the development and
implementation of the process of strategic performance management, aimed at achieving the maximum
possible results and flexible adaptation to the challenges of a dynamic environment, which identifies
factors influencing strategic performance, substantiation of principles and tools for measuring,
determining the range strategic effectiveness, management decisions on areas of strategic change,
as well as the formation of a mechanism to ensure the maximum possible strategic effectiveness and
its implementation in practice.
Field of application of results. Methodological developments are an improvement of existing
methodologies of strategic management, project management, economic analysis and investment
management.
Conclusions. The methodological support of the process of measuring the strategic effectiveness of
construction companies on the basis of structural decomposition of the relevant indicators according to
three perspectives has been further developed: financial efficiency; entrepreneurial potential and socio–
oriented management, reflecting the achievement of strategically important success factors (profitability,
innovation, competitiveness, investment attractiveness and compliance with the principles of sustainable
development and corporate social responsibility), identified by continuous monitoring of best management
practices, the use of which effectiveness in adapting to changing operating conditions of enterprises.