Abstract
<jats:p>The article examines the theoretical and methodological aspects of managing the strategic development of construction industry enterprises under crisis conditions. The generalization of scientific approaches to the interpretation of the concept of «strategic sustainability of an enterprise» made it possible to determine that this category is considered as a multidimensional characteristic of enterprise activity, reflecting its ability to achieve strategic goals, adapt to a dynamic environment, create and maintain competitive advantages, ensure financial stability, and preserve the systemic integrity of development. It has been established that strategic sustainability has a dynamic nature and manifests itself as the ability of an enterprise to implement adaptive, innovative, and proactive transformations under conditions of uncertainty. Based on the generalization of scientific approaches to the structuring of strategic sustainability, it has been found that there is no single unified approach to determining its components in the scientific literature. Most researchers identify them according to the functional logic of enterprise activity, which leads to the duplication of certain elements, particularly resource, financial, and personnel components. In this regard, the study substantiates the need to form a logically structured system of strategic sustainability components, taking into account the specific features of the functioning of construction enterprises in crisis conditions. As a result of the research, a system of strategic sustainability components of an enterprise has been proposed, including financial, operational, market, innovation-technological, personnel, and managerial components. Each of these reflects a separate strategic dimension of enterprise viability and characterizes different aspects of ensuring its long-term development. To diagnose the strategic sustainability of construction enterprises, a methodological approach to its assessment has been proposed, based on the use of a system of normalized indicators and an integral index. The methodology involves the normalization of indicators on a scale from 0 to 1, the calculation of integral values for each component using the arithmetic mean of normalized coefficients, and the determination of a generalized integral indicator of the strategic sustainability of an enterprise. A distinctive feature of the proposed approach is the integration of quantitative indicators of financial, operational, market, innovation-technological, and personnel components with a qualitative assessment of the managerial component, which is determined through an expert questionnaire survey.</jats:p>