Abstract
<jats:p>The article substantiates the need to develop an integrated mechanism for ensuring the economic security of construction enterprises under growing environmental turbulence, crisis phenomena, stricter regulatory requirements, resource constraints, and heightened contractual liability. It is emphasized that isolated security-related measures do not produce a systemic outcome unless they are logically structured and integrated into the overall enterprise management system. The study aims to design a mechanism for ensuring the economic security of construction enterprises in crisis conditions based on a systemic and functional approach. The paper reveals the architectonics of the mechanism as a structural-and-functional composition of interacting elements that reflects the interrelations among enterprise subsystems, management functions, and the security-provision function, as well as the decision-making logic guided by the criteria of threat minimization and the assurance of economic security and resilience. It is noted that the security-provision function is embedded in the key subsystems of the enterprise. The groups of requirements for the mechanism are systematized as follows: structural, process, dynamic, and economic requirements, which respectively determine the mechanism’s architectonics, controllability, capacity to counter turbulence, and practical feasibility. It is proposed to transform global and local challenges of the construction sector into specific threats that can be formalized through indicators and incorporated into monitoring and response loops. The subjects and objects of management are identified, and two scenarios are justified: interrupting the transformation of challenges into threats at early stages (preventive scenario) and localizing the consequences of realized threats (reactive scenario). The paper shows that the entry point of the internal loop of the mechanism is the monitoring of challenges, while the integration of the security-provision and management functions ensures the transition from a “signal” to a managerial decision. The decision implementation cycle is outlined, including operationalization, implementation, control, and adjustment.</jats:p>