In contrast to traditional enterprise rivalry, the construction market competition is irregular on the surface due to the randomization of client targets and the one-time competition organization, which conflicts with construction businesses’ perceptions of the nature and future trend of rivalry. Therefore, contractors urgently need to accurately understand the competitive environment in which they will operate. In construction, few empirical studies exist on competitive environments from the standpoint of enterprise-to-enterprise competitive interactions. Based on market commonality, several hypotheses concerning the competitive pattern of the construction market have been proposed. To test these, a model of competing relationship networks is created using 7402 bid-winner notices for construction projects in Chongqing, China, from 2015 to 2018, followed by quantitative analysis and discussion of the model’s characteristic features. The findings suggest that there is a “community-type” rivalry in the building market, which represents the essential characteristics of market commonality. The research shows that the competitive action of construction enterprises is affected by construction technology, industrial division of labor and regional markets, and the competitive relationship between them tends to be “strong-strong”. This study reveals that the “community” competitive relationship in the construction industry may be a unique phenomenon, expands the application and development of market commonality and enterprise clusters in the construction economy, and provides theoretical guidance for construction enterprises to accurately recognize competitive behavior and decision making.

Business communities in the construction market are becoming increasingly diverse, with a deepening impact on industrial development and enterprise competition. Despite many existing empirical studies on communities, they weaken competitive interactions and have limited applicability to the dynamic issues of community formation and evolution. To address the gaps identified in the literature on bidding competition dynamics, this study constructs a multi-agent system (MAS) model. This model is designed to simulate the formation of community-type rivalry in the construction market by incorporating key variables identified from empirical observations of bidding behavior. It also designs and runs two experiments focusing on the impact of overall market factors and enterprises’ own factors on the formation of an equilibrium state of community-type rivalry to explore the mechanism behind its formation. We find that the density of community networks and the process of community formation are significantly affected by the number of enterprises, the scope of competition among enterprises, and the lifespan of the link, while they are not significantly affected by the size of the market or the exit thresholds of enterprises. In addition, this study finds that, under the bidding competition rule, the number of times that an enterprise bids is closely related to its network location advantage. However, larger and more mature enterprises have difficulty in maintaining a central position in a competitive network. This study provides different perspectives for an understanding of corporate community formation and offers valuable insights into the governance of community phenomena in the construction market.