2782-6015
π-Economy
4
223
2015
RAR
RUS
10-24
J-9883-2013
7005642258
0000-0003-2747-6159
Kleyner
Georgy
Central Economics and Mathemaytics Institute Russian Academy of Sciences
george.kleiner@inbox.ru
System resource of economic strategic stability
Fundamental aspects of the issue of strategic stability of economy are studied in the article in terms of the system economic theory. Economic dynamics as a cyclic process including the alternating periods of pre-crisis, crisis, post-crisis and intercrisis development is offered for consideration. The structural model of interaction of key subsystems is made: economic science; social and economic policy; spheres of management of economy; economic behaviour («real economy»), taking into consideration the stage of internal life cycle of every subsystem and its influence on economy in general. Interaction of these subsystems is considered as an internal system resource of economy. The economy involvement as a national subsystem in interaction with such subsystems as society, government, business, is considered as an external system resource of economy. Mechanisms of restoration, achievement and preservation of economic stability due to management of the internal and external system resource and its effective use are revealed.
10.5862/JE.223.1
338.1
STABILITY OF ECONOMY; SYSTEM ECONOMIC THEORY; SYSTEM RESOURCE; CRISIS CYCLE; LIFE CYCLE; ECONOMIC SCIENCE; MANAGEMENT OF ECONOMY; ECONOMIC POLICY; ECONOMIC PRACTICE.
https://economy.spbstu.ru/article/2015.54.1/
kleyner.pdf
RAR
RUS
25-37
V-1094-2019
56968223000
0000-0002-0941-6358
Babkin
Alexander
Peter the Great St.Petersburg Polytechnic University
babkin@nic.spbstu.ru
Russia, 195251, St.Petersburg, Polytechnicheskaya, 29
57214506037
Bukhvald
Evgenii
Institute of Economics Russian Academy of Sciences
buchvald@mail.ru
Nakhimovskiy prospekt, dom 32, Moscow, 117218
Strategic planning issues at the regional and municipal level management of the Russian Federation
Nowadays, the best chance to implement active measures for the modernization of the Russian economy and ensuring its sustainable development is to use strategic planning practices. However, strategic planning could be realized effectively only as a vertical with an active participation of sub-national (i.e. regional and municipal) management level. However, its role as the subject of strategic planning meets with certain obstacles and to eliminate them is essential task in the coming years. The article shows the main gaps existing in the current version of the law on strategic planning, especially, gaps, relating to the main features of such planning at the regional and local (municipal) level. The authors pay special attention to the development of economic, legal and institutional prerequisites for the effective implementation of the system of strategic planning at the sub-national level. The authors point out that is the main reason for the containment of high-quality strategic plans and programs on the long-term socio-economic development of the subjects of the Russian Federation and the municipalities is the fragility and scarcity of regional and local budgets and that fact that the current model of intergovernmental fiscal relations at all levels of the national budgetary system is inconsistent with the principles (requirements) of the system or a vertical strategic planning. The article proves the requirement for the typification of the Russian Federation regions as the subjects and the objects of a regional development policy. The authors show that for each group of the subjects of the Russian Federation with their specific socio-economic characteristics it is necessary to prescribe legally not only special approaches to implement the strategic planning model, but also the specific forms of interaction between these regions as the objects of a regional development policy with the Federal Centre.
10.5862/JE.223.2
338.262
STRATEGIC PLANNING; REGIONAL AND MUNICIPAL ADMINISTRATION; GOVERNMENT PROGRAMS; INTERGOVERNMENTAL FISCAL RELATIONS; REGIONAL DEVELOPMENT.
https://economy.spbstu.ru/article/2015.54.2/
babkin_bukhvald.pdf
RAR
RUS
38-48
J-9790-2014
57200264450
0000-0001-6609-3340
Ilina
Irina
Russian Research Institute of Economics, Politics and Law in Science and Technology
skvo_ie@mail.ru
Sergeeva
Ol'ga
sergeeva_ol@riep.ru
Trachuk
Oksana
tracuc@mail.ru
The innovative voucher as an instrument for the strategic planning of small and medium business: foreign experience
Today, the strategic planning of a company requires a new level of development through innovation. International experience shows that small business has a greater ability to innovate than larger companies do. The advantages of scientific and technological activities of small companies are freedom to seek, initiative encouragement, willingness to take risks and rapid innovation testing. One of the factors hindering the development of innovative businesses is the lack of effective financial tools to stimulate innovation activities of small and medium enterprises that promote cooperation between science and business. The given paper studies innovative schemes of vouchers used in foreign countries such as Denmark, Estonia, Ireland, Australia, Belarus and others. The authors have reviewed a number of national programs to support innovative entrepreneurship such as forms of innovation vouchers, sources of their financing and methods of their use. According to the results of the analysis, the main advantages and disadvantages of using of this tool are revealed. The investigation of the socio-economic rankings suggests that the countries included in the top ten took the lead in in innovative development, primarily through the promotion of SMEs. These countries were among the first who expressed desire for an innovative society. Within the framework of the strategic planning of the business sector they encouraged the cooperation between business and science, began a practical formation of the knowledge economy and joined the ranks of the most innovative countries in the world.
10.5862/JE.223.3
338
INNOVATION VOUCHERS; SMALL AND MEDIUM BUSINESS; SCIENTIFIC RESEARCH ORGANIZATIONS; SERVICE PROVIDERS; KNOWLEDGE TRANSFER; STRATEGIC PLANNING.
https://economy.spbstu.ru/article/2015.54.3/
ilina_sergeeva_trachuk.pdf
RAR
RUS
49-59
Gus'kova
Nadezhda
econauka@yandex.ru
Gus’kova
Nadezhda
Krakovskaya
Irina
Programme-oriented regulation of sustainable development and competitiveness improvement of the region
Today, the strategic planning of a company requires a new level of development through innovation. International experience shows that small business has a greater ability to innovate than larger companies do. The advantages of scientific and technological activities of small companies are freedom to seek, initiative encouragement, willingness to take risks and rapid innovation testing. One of the factors hindering the development of innovative businesses is the lack of effective financial tools to stimulate innovation activities of small and medium enterprises that promote cooperation between science and business. The given paper studies innovative schemes of vouchers used in foreign countries such as Denmark, Estonia, Ireland, Australia, Belarus and others. The authors have reviewed a number of national programs to support innovative entrepreneurship such as forms of innovation vouchers, sources of their financing and methods of their use. According to the results of the analysis, the main advantages and disadvantages of using of this tool are revealed. The investigation of the socio-economic rankings suggests that the countries included in the top ten took the lead in in innovative development, primarily through the promotion of SMEs. These countries were among the first who expressed desire for an innovative society. Within the framework of the strategic planning of the business sector they encouraged the cooperation between business and science, began a practical formation of the knowledge economy and joined the ranks of the most innovative countries in the world.
10.5862/JE.223.4
332:338
INNOVATION VOUCHERS; SMALL AND MEDIUM BUSINESS; SCIENTIFIC RESEARCH ORGANIZATIONS; SERVICE PROVIDERS; KNOWLEDGE TRANSFER; STRATEGIC PLANNING.
https://economy.spbstu.ru/article/2015.54.4/
guskova_salimova_krakovskaya.pdf
RAR
RUS
60-70
Grigor'eva
Elena
elena.grigoreva80@mail.ru
G-3842-2016
0000-0002-8459-0903
Egorov
Nikolay
Scientific-Research Institute of Regional Economy of the North of North-Eastern Federal University
ene01@yandex.ru
Petrovskogo St., 2, Yakutsk, 677891
Nikolaev
Mikhail
nikolaevmv_aic@mail.ru
Methodological approach to the development of the strategy of innovative development of industrial complexes using foresight tools
The scope of Russian business activity in the world diamond market is still limited to large-wholesale rough diamonds. While Russia has significant reserves and resources of natural diamonds, it does not fully use the potential of the manufacturing sector, whose competitiveness could be achieved through the introduction of innovative technologies and products. There is a need to develop new strategic approaches for effective management of the economic mechanism of processing enterprises in accordance with the dynamics of the market. Recent changes occurring in the global diamond market require the development of new strategic objectives and drawing up long-term forecasts of the development of the domestic diamond industry using modern methods of long-term forecasting. A forecasting technology foresight is one of such modern tools. Applying the technology foresight according to the scheme developed in this study, will allow using additional strategic forecasting tools to develop an effective program of the innovation development of the diamond industry taking into account the situation in the world diamond market and new technological solutions. The authors have developed a methodical approach to create a strategy of the innovative development of the diamond industry using foresight instruments. This approach includes the author's Foresight project management system and a round-robin algorithm of performance evaluation of the innovative development of industry complexes. The conditions of the formation of a communicative platform for the interaction between the participants of the complex are proposed. The practical application of the developed recommendations will significantly complement and clarify information support of approval procedures of management decisions for strategic planning and the development of innovative ways to display innovative products to the market. The proposed approaches have expanded the scope of the methodology of the industry foresight in the region, particularly in the diamond industry.
10.5862/JE.223.5
338.45
INNOVATIVE DEVELOPMENT; PRODUCTION; FORESIGHT; METHODOLOGICAL APPROACH
STRATEGY.
https://economy.spbstu.ru/article/2015.54.5/
grigoreva_egorov_nikolaev.pdf
RAR
RUS
71-80
Badmazhapova
Zhargalma
zandraevazh@mail.ru
Improving the strategic planning of the regional branch systems
The author examines the development of regional industrial systems. The subject of the research is a set of organizational and managerial relations in the planning process of the development of regional industrial systems. The paper highlights the specific characteristics of housing and communal services, causing planning features of its development. Analytical data, the current state of industries in the region confirm the requirement for economic and institutional reforms in the system of the strategic planning of the region development, taking into account the provisions of the federal law «On the strategic planning in the Russian Federation». The most important tool for the development of the regional branch systems are state programs. However, there are problems in assessing the effectiveness of measures specified in the program state, respectively, determining the optimal plans. An important element of the planning system of the region is the scientific-methodological support of documents. The author has highlighted the shortcomings in the existing methods to evaluate the effectiveness of the implementation of government programs in the region. In a resource-constrained environment, the important challenge is to define measures to reduce the cost to implement investment projects in the region at various financing options. The economic-mathematical model of the optimization of an action plan implemented within the framework of the regional branch system is carried out. The author has conducted variants calculations and determined the optimal development plans for housing and communal services of the Trans-Baikal Territory. The proposals and recommendations to improve the planning of regional development including a set of institutional arrangements are elaborated. The author proposes to establish a Council for Strategic Planning headed by the Governor of the Trans-Baikal Territory, the highest official. This Council should include the representatives of executive authorities, public and scientific organizations in each direction of the socio-economic development on an equal footing.
10.5862/JE.223.6
332.145
REGION; REGIONAL BRANCH SYSTEM; STRATEGIC PLANNING; GOVERNMENT PROGRAM; ASSESSMENT OF EFFICIENCY OF GOVERNMENT PROGRAM.
https://economy.spbstu.ru/article/2015.54.6/
badmazhapova.pdf
RAR
RUS
81-90
Fadeev
Aleksei
Fadeev.AM@gazprom-neft.ru
Assessment level of the development of oil and gas fields of the arctic as vital to the strategic management of oil and gas complex
The article focuses on the assessment level of the development of oil and gas fields of the Arctic. It is a key element of the strategic management of oil and gas complex. A widespread approach to estimate efficiency of projects on the development of oil and gas fields is the analysis of the material and financial streams arising while implementing the project. These indicators provide the basis to form necessary estimation criteria of efficiency for all participants of the project. However, the given approach refers to the financial analysis and does not cover other directions of the development of the analyzed oil and gas fields, including their technical potential and an assessment of their influence on the level of social and economic development of the environment. The insufficient development of the specified directions and the fact that existing techniques to estimate to efficiency of design decisions in the sphere of the development of oil and gas fields focus on the financial analysis prove the necessity to work out the complex mechanism of strategic process management to develop sea hydrocarbon fields of the Arctic. This mechanism is based on the integrated indicator of the features of the hydrocarbon fields. The author offers the sequence of the stages of the calculation of technical and economic potential of sea oil and gas fields of the Arctic. This methodology is based on the integrated indicator combining financial, technical, climatic and service-infrastructure characteristics of fields that allows making a rating of fields to define the sequence and priority of the beginning of their development. The article proves the necessity of taking into account the wide list of factors in the comparative analysis of oil and gas fields of the Arctic (the definition of their first or last positions) to adopt strategic administrative decisions on the field development.
10.5862/JE.223.7
553.98
STRATEGIC MANAGEMENT; ARCTIC; ASSESSMENT LEVEL OF THE DEVELOPMENT OF OIL AND GAS FIELDS; INTEGRATED INDICATOR; SHELF; HYDROCARBON RESOURCES.
https://economy.spbstu.ru/article/2015.54.7/
fadeev.pdf
SCO
RUS
91-98
Ilyin
Igor
ilyin@fem.spbstu.ru
Naidenysheva
Ekaterina
kate.naiden@gmail.com
Stages of the formation of public-private partnership for the social infrastructure development
The development of social infrastructure is an important task of the state to improve the quality of life. If the public sector is not able to provide a sufficient number of social infrastructure, it is necessary to involve the business sector to pool resources. Public-private partnership is one of the tools to implement social infrastructure projects. The cooperation within the PPP enables the resources of the private sector to meet social needs that is the state’s responsibility. The article presents the different definitions of PPPs and highlights its main characteristics. To create the alliance «government – private sector» is not always possible. Thus, the article analyzes how to establish cross-sector partnerships, identifies factors affecting their formation, stability and development. It proposes to consider the formation of the PPP as a gradual process. The first stage is the analysis of the prerequisites for partnerships. The second stage is a preliminary selection of participants and the formation of a minimally acceptable set of companies for projects of social infrastructure. The article shows the characteristics and the basic principles of the selection. The third phase is to determine the winner of the competitive selection and, if necessary, to attract other companies that have passed the second stage. The final part of the article demonstrates modeling the situation using the apparatus of game theory, namely the description of the specific class of games that are appropriate in the PPP for their further study. The interaction between the state and construction companies to develop social infrastructure is considered as an example. In further research, the authors are planning to describe the strategies of the players in the classes of games and prove a theorem on the existence of such adjustment of the institutional environment in PPP projects, when there is a situation of strong Nash equilibrium for the considered classes of games. In other words, they intend to prove the feasibility of the projects of individual classes of games.
10.5862/JE.223.8
338.49:316.4
PUBLIC-PRIVATE PARTNERSHIPS; CROSS-SECTOR PARTNERSHIPS; ALLIANCES; STAKEHOLDERS; SOCIAL INFRASTRUCTURE DEVELOPMENT.
https://economy.spbstu.ru/article/2015.54.8/
ilin_naydenysheva.pdf
RAR
RUS
99-107
Babkin
Ivan
babkinivan@spbstu.ru
Zherebov
Egor
The mechanism of interaction between government and business on the basis of state-private partnership
In the last decades there has been a surge in interest in the sphere of public administration caused by a particular form of interaction of government and business – public and private partnership. Unlike familiar forms of interaction of government and business, it has its own terms, purposes and mechanisms. Therefore the issue of differentiation of purposes and the role of government and business in implementation of public and private partnership projects are important. The characteristic features of interaction of government and business within public-private partnership are considered in the article. The analysis of the concept of public-private partnership is made, the purposes and the importance of government and business in public-private partnership are described, and the classification of elements of public-private partnership is given.
10.5862/JE.223.9
351.712.4
INTERACTION GOVERNMENT AND BUSINESS; PUBLIC-PRIVATE PARTNERSHIP; THE ANALYSIS OF THE CONCEPT «PUBLIC-PRIVATE PARTNERSHIP»; THE PURPOSE OF PUBLIC-PRIVATE PARTNERSHIP; ELEMENTS OF THE MECHANISM OF PUBLIC-PRIVATE PARTNERSHIP.
https://economy.spbstu.ru/article/2015.54.9/
babkin_zherebov.pdf
RAR
RUS
108-116
57211165463
0000-0002-5040-0841
Pshenichnikov
Wladislav
Voronezh State Agricultural University
wladwp@yandex.ru
str.Mitchurina, 1, Voronezh, 394087
The purchasing power of the ruble: problems of regional differentiation and the ways of their solution
The article studies the problem of regional differentiation of the price level and the purchasing power of money in Russian regions. We have considered the interpretations of price stability as a goal of monetary policy and investigated the problem how to determine the purchasing power of modern money. The relationship between the purchasing power of modern money and wages is proved. We have studied the experience of the German Federal Bank in the sphere of institutional procedures to implement monetary policy at the regional level. The possibilities to use the convergence criteria of the European Community in the practice of equalizing the socio-economic development of Russian regions are studied. In terms of regional differentiation of the price level and the purchasing power of the Russian rouble, it is possible to reach a new level of the harmonization of monetary and fiscal policy using institutional transformations and the targets aimed at equalizing the levels of the socio-economic development of Russian regions. We offer to expand the powers of the territorial institutions of the Bank of Russia and use the guidelines for the harmonization of monetary and fiscal policies adapted to Russian conditions. The initially modified convergence criteria of the EU should be used as the targets of the economic development of regions. We propose to use the following three landmarks. The first landmark could be an indicator of price stability. It should be measured by the average inflation rate of the corresponding region in the last 12 months, which is equal to the performance of three or five regions having the lowest levels of inflation. The second landmark could be the limitation of the excessive deficit of regional budgets. The limitation should be established as the percentage of the domestic regional product. The third landmark should be adherence to long-term interest rates at a certain level, which is formed in the same three or five regions of the country with a minimum level of inflation. We are sure that the current problems of Eurozone countries cannot discredit the effectiveness of the convergence criteria, because the initially envisaged economic leverage for their violation were ironed out as a result of political decisions.
10.5862/JE.223.10
336.74
MONEY; MONETARY POLICY; PRICE INDEX; INFLATION; THE SCALE OF PRICES; THE PURCHASING POWER OF MONEY.
https://economy.spbstu.ru/article/2015.54.10/
pshenichnikov.pdf
RAR
RUS
117-128
Harlamova (Sidorova) Ekaterina E.
sikaterina@mail.ru
Kazartseva
Ol'ga
kzrcv.olga@mail.ru
Development institutions in regional innovation infrastructure
At present, innovative sphere is becoming the main factor of economic growth, affecting the structure of social production, altering the economic organization of society, stabilizing the social situation in the country. Innovative development of countries is caused by the necessity of a constant increase and maintenance of the level of competition on the world market. In order to make countries competitive, it is necessary to create the infrastructure conditions for innovative interaction and to establish the relationship between science and the business community. This factor highlights the need for the formation and development of innovative universities. Consequently, the development of innovative universities, with a broad internal information space for knowledge transfer, enables the formation of the environment and infrastructure that support innovation in small and medium-sized businesses. The purpose of this article is to consider the characteristics of functioning of the institutions in innovative sphere and justify their relevance to the development of innovative economy. In this paper we complete the following tasks: considere innovative activity of organizations in some regions of the Russian Federation and the index of innovative development of regions for 2014, analyze the organizations that operate in the innovation infrastructure of the Southern Federal District. Methods of comparative analysis and systematization were used to conduct the study. The work is a comprehensive overview of the innovative provisions of the Russian Federation. The paper substantiates the necessity of the development of universities as institutions for development in the innovation sphere and suggests the measures to further improvement of the innovative development institutions system in the Russian Federation. On the basis of the study it is concluded that one of the regional institutions for development are universities and it is necessary to provide the relationship between business and authorities to make sure they function efficiently.
10.5862/JE.223.11
332.1
INFRASTRUCTURE; DEVELOPMENT INSTITUTIONS; REGION; INNOVATION; VOLGOGRAD REGION..
https://economy.spbstu.ru/article/2015.54.11/
kharlamova_kazartseva.pdf
RAR
RUS
129-139
55801324500
0000-0001-5877-9342
Merzlikina
Galina
Volgograd State Technical University
merzlikina@vstu.ru
28, Lenina Ave., Volgograd, Russia, 400005
V-1094-2019
56968223000
0000-0002-0941-6358
Babkin
Alexander
Peter the Great St.Petersburg Polytechnic University
babkin@nic.spbstu.ru
Russia, 195251, St.Petersburg, Polytechnicheskaya, 29
Pshenichnikov
Il'ia
nomad83@mail.ru
Upgrading innovation regional cluster building model
As a result of investigation of science and methodical approaches related problems of building and development of innovation clusters there were some issues in functional assignments of innovation and production clusters. Because of those issues, article’s authors differ conceptions of innovation cluster and production cluster, as theyexplain notion of innovation-production cluster. The main goal of this article is to reveal existing organizational issues in cluster building and its successful development. Based on regional clusters building analysis carried out there was typical practical structure of cluster members interaction revealed. This structure also have its cons, as following: absence cluster orientation to marketing environment, lack of members’ prolonged relations’ building and development system, along with ineffective management of information, financial and material streams within cluster, narrow competence difference and responsibility zones between cluster members, lack of transparence of cluster’s action, low environment changes adaptivity, hard to use cluster members’ intellectual property, and commercialization of hi-tech products. When all those issues listed above come together, it reduces life activity of existing models of innovative cluster-building along with practical opportunity of cluster realization. Because of that, authors offer an upgraded innovative-productive cluster building model with more efficient business processes management system, which includes advanced innovative cluster structure, competence matrix and subcluster responsibility zone. Suggested model differs from other ones by using unified innovative product development control center, which also controls production and marketing realization.
10.5862/JE.223.12
332.133.6
INNOVATIVE CLUSTER; PRODUCTION CLUSTER; REGIONAL CLUSTER BUILDING MODEL; COMPETENCE MATRIX; SUBCLUSTER RESPONSIBILITY ZONE.
https://economy.spbstu.ru/article/2015.54.12/
merzlikina_babkin_pshenichnikov.pdf
RAR
RUS
140-156
Iadykin
Vladimir
Analis innovative strategies of global and russian power
The present state of the global and Russian electric power industry, which does not envisage major changes and the existing strategy of the world economy development are analyzed in the article. The forecast of innovative strategies of their future development for the period until 2035 are discussed. The demand for electricity as a whole, by regions of the world and its principal consumers on the Earth is considered. Changes in demand for electricity in the world according to strategies prognosis for regions, by sector of the world economy and the major categories of its consumers are projected. Development of electricity generation by types of the primary energy resources and by country groups and the structure of the long-term energy balance of electricity production are covered. The condition of the power plants generating capacities, their lifetime and their development possibilities, production capacity of new power plants, energy use and regional strategy focused on significantly improving energy efficiency in the energy-consuming sectors of the global economy are analyzed. Growth dynamics length of transport and distribution networks length is projected. The need for investment in the development of global and Russian electric power is estimated. Possible electricity prices for consumers, components of wholesale prices in several countries and the level of СО2 emissions are evaluated. Special attention is paid to the role of the non-traditional energy sources (nuclear power plants and renewable power sources) in the future innovative development of electric power industry for the sustainable development of the world and Russian economy
10.5862/JE.223.13
338.001.36
ELECTRICAL ENERGY; THE DEMAND AND PRODUCTION OF ELECTRICITY; GENERATION CAPACITIES; POWER PLANTS
THEIR CONDITION AND THE NEED FOR NEW FACILITIES; NUCLEAR ENERGY.
https://economy.spbstu.ru/article/2015.54.13/
yadykin.pdf
RAR
RUS
157-166
Baikov
Evgeny
evgeny7430@yandex.ru
The basic conditions for the implementation of strategies, strategic plans and projectsи by innovatively
This article focuses on the importance of strategic management and strategic planning for the innovative development of enterprises in the current context. Strategic management process is introduced in phases and the importance of its final phase of implementation is marked. The article considers the basic steps and activities of the implementation process of strategies, strategic plans and projects explains: the organization of works on operative management; providing motivation and stimulation of the personnel; accounting and monitoring of implementation; the regulation of management processes and the introduction of proofreading; operational management in emergencies. The principal conditions of implementation strategies are based on the model of the «seven-S firm McKinsey». The organizational structure, management system, staff and organizational culture of enterprises in terms of their impact on strategic decisions are analyzed as such conditions. The organizational structure of the enterprise prejudges the choice of the strategy, which in turn leads to changes in the structure. The realization of innovative projects in adaptive and adhocracy structure play an important role. A management style, which does not only cause internal resistance from the staff, but also mobilize them to new challenges, is optimal for the chosen strategy. In terms of the implementation of strategies, employees should possess qualities such as high professionalism, broad functionality and the pursuit of the new. An organizational culture is the key to implementing the strategy. The insufficient development or a low level of the culture of the organization may cause the failure of the company's strategy. The absence or insufficient development of at least one of the specified conditions can become the factor which will not allow attaining the strategic objectives, destabilize functioning of the enterprise, lead to the inability to fully implement the chosen strategy and as a result to the company's stagnating.
10.5862/JE.223.14
338.984
STRATEGIC MANAGEMENT; STRATEGIC PLANNING; STRATEGY; CONDITIONS OF IMPLEMENTATION; INNOVATIVE DEVELOPMENT.
https://economy.spbstu.ru/article/2015.54.14/
baykov.pdf
RAR
RUS
167-174
Malyuk
Vladimir
malyuk.vi@gmail.com
Problems of assessing the efficiency of enterprise management
Nowadays, very few management tools are able to determine the contribution of management quality into the overall assessment of the firm performance. We propose the analysis of the existing situation with the current tools of management. The conducted analysis has shown an insufficient consideration of this problem and the lack of interest from the scientific community. We have developed a new computational approach to obtain a formal quantitative assessment of the enterprise management quality. This article discusses some existing system approaches to assessing the quality of enterprise management. Mainly, they are indirect methods of assessment. There is an extensive list of verbal decorated approaches and requirements for effective management, such as the model «7-C» firm Mac Kinsey, model Scott De Cinca, Peters and Waterman. There are many other attempts to estimate the contribution of management to the results of its operation. All these attempts are rather the formulation of the basic principles of effective management. We believe that methods based on a formal framework are of great interest. They allow obtaining quantitative estimates. Today, there are few such techniques and we argue that it impedes the improvement of enterprise management systems. This article provides one of the existing methods of the management quality assessment. The article also proposes a new methodological approach to obtain quantitative indicators of management effectiveness. While developing this technique the authors have focused on the use of categories of effectiveness and efficiency of management. We offer the most appropriate definitions of the existing terms of the effectiveness and efficiency of management to understand the construction of models. A calculation example to determine the effectiveness of management while using the scoring model proposed by Professor A. N. Tsvetkov is of some interest.
10.5862/JE.223.15
334.021.1
MANAGEMENT EFFICIENCY; PERFORMANCE MANAGEMENT; MANAGEMENT QUALITY; METHODS OF MANAGEMENT Quality ASSESSMENT; THE SCORING MODEL OF EFFICIENCY.
https://economy.spbstu.ru/article/2015.54.15/
malyuk.pdf
RAR
RUS
175-183
Necheukhina
Nadezhda
nnecheuhina@yandex.ru
The role of controlling while implementing the development strategy of the enterprises under the conditions of automation
The article considers the main issues of the development of controlling in the current context. It is proved that the principal of the controlling system based on the information about company's activities and the status of the market environment. A regular and timely collection of this information, its analysis and planning is of primary concern. A special attention is paid to the strategic controlling and various points of view on this issue. The article focuses considerable attention on the information prepared for the management, significant indicators of the financial plan (budget) and the development of measures to implement goals. Implementing organizational and computer technology in the accounting process of controlling turns it into a close organizational and economic accounting tool. The variety of different approaches and interpretations of controlling shows the complexity of developing a unified methodological approach to the study of controlling. Taking into account the complexity of controlling and its effective influence on the management of the enterprise, the article provides the author's interpretation of controlling. A conducted study of controlling, widely used in foreign and domestic economic literature, with regard to industrial enterprises has revealed that modern controlling is an essential element of modern management. The article discusses various approaches to implement the software controlling the complex system and application software, ensuring the implementation of the broad range of work on the automation of accounting events. An integrated operation of all computer devices and their interaction with the controller provide a software workstation controller, which is divided into general and functional. The article underlines their similarities and differences. Thus, the development and implementation of theoretical principals and practical guidance for modelling accounting events in the controlling system of the enterprise that provide successful functioning in the long term is the most important task in modern management.
10.5862/JE.223.16
657(470+571)
STRATEGIC DECISIONS; EFFECTIVE MANAGEMENT; MANAGEMENT; DEVELOPMENT OF CONTROLLING; MARKET ENVIRONMENT; MANAGEMENT SOLUTIONS; ENTERPRISE MANAGEMENT; AUTOMATION OF ACCOUNTING OF EVENTS; THE SOFTWARE CONTROLLING.
https://economy.spbstu.ru/article/2015.54.16/
necheukhina.pdf
RAR
RUS
184-192
Pavlov
Ruslan
pavlovru@mail.ru
Strategic factors of social enterprise development under the public sector optimization
The paper studies the possibilities of social entrepreneurship as a new form how to organize business with the elements of non-profit activity. It shows that when the public expenditures are decreasing and the processes of commercializing the social sector in the economy are growing, there is the growth of social enterprises as possible substitutes of the State. The cases showing the most effective examples of such substitution are studied. The basic strategic fundamentals of social enterprises, which are the pledge of their successful activity under the competition set by the private companies, are also defined. The study shows that while implementing social outsourcing policy that imply a gradual transfer of the social area’s institutions into the private sector, some cases of irresponsible behaviour of the private business towards the managed units are found. These cases include the abrupt decreasing of wage rates of the employed staff and economy related to the quality of service. Taking into account the intensification of commercialization processes in all social areas, it is proved that such social policy is dangerous to this sector in context where the base institutions, capable to take such responsibility to manage these units, are not available. The examples of social entrepreneurship that imply not only the establishment of a new type of enterprises, but also mark the formation of a new management paradigm, including a more active participation of entrepreneurs to solve social problems than the participation of common firms under the auspices of social responsibility, show that these formations are able to act as such institutions. However, one should approve a complex of measures ensuring their stable development for their successful functioning.
10.5862/JE.223.17
336.02
SOCIAL ENTERPRISES; COMMERCIALIZATION; SOCIAL OUTSOURCING; STRATEGIC FUNDAMENTALS; SOCIAL SECTOR.
https://economy.spbstu.ru/article/2015.54.17/
pavlov.pdf
RAR
RUS
193-203
Grishunin
Sergei
sg279sg279@gmail.com
Internal rating tools in strategic controlling system
The paper contains the model of development of the internal rating system and its constituent tools to monitor and analyze achievement of a company’s strategic goals in a strategic controlling system. This model is applied when target values of key performance indicators (KPIs) in the system are set in qualitative form or in the form of intervals. This method of setting targets has recently become more often in strategic management because: (1) to achieve success in business the companies are more and more relying on their intangible assets which are difficult to quantify; and (2) under conditions of fast changes in the environment, the values of KPIs reflecting strategic goals can be set only by intervals. In such environment, traditional methods of a «plan-fact» analysis are becoming less and less efficient and new methods, such as internal rating systems, are required to solve the task of measuring and evaluation of variances of KPIs actual values. Internal rating in strategic controlling is defined as a tool of complex evaluation of both (1) the variance of actual company’s performance from the strategic goal; and (2) the ability of company’s management to ensure the achievement of the strategic goal. The rating is called internal because it is evaluated by the company’s managers within an umbrella of a strategic controlling system and not by external agents such as, for example, consultants. The paper provides methodologies and examples of the main tool in the model – an internal rating scale. The examples of the scale are developed for the different methods of setting target values of KPIs. The paper also provides the detailed flow-chart of the model which consists of several main steps. At the first step, the managers define KPIs target values and build a rating scale for complex evaluation of variances. At the second step, the managers perform a periodic monitoring of KPIs which includes the calculation and analysis of potential variances from their target values (including identifications of reasons and cause of the variances) and assignment of internal ratings to these variances. At the third step, identified variances and their internal ratings are communicated to the decision making system of a strategic controlling. In this system, the managers, based on the information coded into internal ratings, develop actions to reduce the consequences and impact of the variances. In addition to the flow chart, the paper contains the examples of developments of such tools in the model as target intervals and methods of coding the causes and the sources of the variances. The advantage of the model is the accurate and efficient identification of variances of actual values of KPI from those in the strategic plan, if the target values of KPIs are set in qualitative form or by intervals. Internal ratings, in comparison with other existing tools, allow creating a deep gradation of variances which is necessary for the efficient management. Due to materially thresholds which are embedded into the internal ratings scale, the managers are not reacting on insignificant variances or threads thus save the resources of the company. The model can also be used as a base for the motivation system for mangers as well as for development of other tools of control and analysis, such as a system of strategic benchmarking.
10.5862/JE.223.18
65.012.123
STRATEGIC MANAGEMENT; STRATEGIC CONTROLLING; INTERNAL RATINGS; KEY PERFORMANCE INDICATORS; CONTROL PROCEDURES.
https://economy.spbstu.ru/article/2015.54.18/
grishunin.pdf
RAR
RUS
204-213
Shuldeshova
Alla
lavida2@yandex.ru
Model of information support of innovative activity of industrial enterprises
The development of the knowledge economy in Russia necessitates improving of the innovation system, finding ways to implement new approaches to innovation at the regional and national levels. The article proposes a scientific-methodical device of innovative activity information support based on the example of radio electronic products production. A model of innovative activity information support of radio electronic industry enterprises is provided. This model allows increase in the efficiency of the scientific and production activities planning. A system of innovative activity information support is based on a single (integrated) office environment, where a variety of data objects are formed and used. Ontological approach is implemented for the construction of this model. The system ensures the completeness of the information, access to the interested users, the elimination of data duplication and repetition of work already produced in another area of scientific and technological activities. It operates on the principles of correctness, integrity and availability of data to the interested users. Information objects describe the product for the enterprise activities, technological environment of the enterprise, the competitive environment and market conditions of the enterprise products, including prices and their dynamics, as well as financial and economic component. The attributes are the characteristics of the system and the parameters of the technical, economic and marketing of items that may have specific values (numbers, vectors, symbolic expressions, logical values, etc.) and text descriptions. The system consists of the following functional modules: 1. database: 2. control unit: 3. knowledgebase: 4. problem analysis block: 5. objective and subjective models unit: 6. results output unit. The system allows solving a wide range of problems of innovative activity information support of the electronic industry enterprises.
10.5862/JE.223.19
338.28
INNOVATIVE ACTIVITY; THE SIXTH TECHNOLOGICAL MODE; INFORMATION OBJECTS; PERFORMANCE CRITERIA MODEL OF THE INFORMATION SUPPORT; ELECTRONIC INDUSTRY ENTERPRISE.
https://economy.spbstu.ru/article/2015.54.19/
shuldeshova.pdf
RAR
RUS
214-224
Letiukhin
Ivan.D.
iletukhin@hse.ru
Morozova
Liubov'
liubashka.morozova@yandex.ru
Evaluation of innovative projects’ economic efficiency in strategic planning (the case of technology «Wisesoil»)
The article presents the evaluation of the economic efficiency of innovative projects as one of the significant stages of the strategic planning of innovative activities of the enterprise. The paper investigates the evaluation of economic efficiency and the strategic analysis of risks of the project to construct the biogas plant using the innovative technology «WiseSoil» for agricultural medium-sized enterprises. Hence, the authors have calculated the dynamic indicators of economic efficiency of the project, applied the method of real options to create the management flexibility for decision making under uncertainty and conducted Monte-Carlo simulation for the quantitative evaluation of risks of the innovative project. The results of the evaluation of the economic efficiency of the project to build the biogas plant with the innovative technology of processing of raw materials allow the authors to make a conclusion of profitable investments. The calculated dynamic indicators of economic efficiency determine the net present value of the innovative project, a payback period and an internal rate of return. Further, management flexibility in making strategic decisions for the project has been taken into account, namely, the application of the real option approach amounts to the evaluation of the call option to expand in connection with the putting into service the new reactor for the biogas plant. A quantitative risk analysis in the framework of strategic planning has shown a range of forecast values of NPV and the most probable and the threshold values of the NPV. The performed evaluation of the economic efficiency of the project will play a considerable role in the future planning and the development of innovation in the process of the elaboration of the strategic plan of innovative activities for medium-sized agro-enterprises.
10.5862/JE.223.20
338.984
ECONOMIC EFFICIENCY; STRATEGIC PLANNING; INNOVATIVE PROJECT; NET PRESENT VALUE; SIMULATION; REAL OPTION MODEL.
https://economy.spbstu.ru/article/2015.54.20/
letyukhin_morozova.pdf
RAR
RUS
225-236
Lipatnikov
Vitaly
lipatnikov@hse.ru
Aniskina
Aleksandra
lipatnikov@hse.ru
The analysis of the main features of strategic financing of high-tech companies
The article presents a comparative analysis of the main characteristics that define the enterprises belonging to the type of high-tech companies. We have studied the approaches used in the United States and Russia. The results of this analysis shows the existence of certain differences in the interpretation of the concept of «a high-tech company» throughout the world. Studying issues related to the definition of the optimal method to finance high-tech companies, as well as relevant financial strategies, has led to the conclusion of the high risks in the debt financing method, as well as the convenience and efficiency of equity financing. Further, the main factors determining the value of technology stocks have been discussed in detail. The sample of 100 observations based on the ranking Forbes «The Most Innovative Companies-2014» has been selected to analyze the impact factors. We have selected 16 the most significant positions based on many characteristics. They include a revenue in USD million (income), a net income in USD million (profit), the total long-term loans and borrowings USD million (debt), P/E ratio (p e), sales in USD million (sales), the company's assets in USD million (assets), the market value of the company in USD million (market place), the volume of shares in the market in USD million (shares), sales growth for 12 months in % (sales growth), a total return over 5 years in % (total return), an innovation award in % (innovation premium), the year of foundation (founded) and the number of employees (employees). These criteria allow estimating the size, capacity, innovation and contribution to the company's value. A regression analysis makes it possible to identify the most important factors, including the P / E ratio, the total stock returns and innovative profit.
10.5862/JE.223.21
338.47
HIGH-TECH COMPANIES; DEBT FINANCING; EQUITY FINANCING; PRICE OF SHARES; REGRESSION ANALYSIS.
https://economy.spbstu.ru/article/2015.54.21/
lipatnikov_aniskina.pdf
RAR
RUS
236-244
Bondaryeva
Irina
bondareva.donntu@gmail.com
Kravchenko
Seregei
skrava@mail.ru
Mieshkov
Andrei
andrew_mesh@rambler.ru
Features of the investment and innovative orientation in students` training in technical higher educational institution (on the example of Donetsk region).
The article describes the basic prerequisites of education in a higher education institution. The actual needs of the employer and the student in the current economic environment are taken into account. The authors emphasized the need to deepen knowledge of students of all specialties on the economic justification of administrative decisions and the need to develop skills to implement innovative approaches into enterprise management. Specifics of the classical economists training – bachelors, specialists and masters in «Economics and Company Management» with profound study of investment and innovative theory and practice on the basis of technical university are analyzed. Special attention is paid to the specifics of training of investment, investment management, economics and organization of innovative activity, economic analysis, financial management, assessment of investment attractiveness of the company, change management. Features of education of masters in interdisciplinary «Innovation Management» are investigated. A general economic, investment and innovation training as part of preparations of masters on the given specialty is carried out during the first semester. In this case, differentiated approaches to the students who received bachelor's degree in economic and technical fields of study are used. During the second semester students are taught disciplines which form their professional competence in the field of innovation. When choosing a research field, not only the trends of the scientific school are taken into account, but features of the personal interests of masters, as well as basic knowledge in different specific areas: economics, management, computer science and information technology, chemistry, mechanical engineering, mining, geology. The article describes the support of innovative and managerial education of masters in technical specialties.
10.5862/JE.223.22
330.332+330.341]:378.147 (477.62)
INNOVATION MANAGEMENT; ECONOMICS OF AN ENTERPRISE (ECONOMICS AND COMPANY MANAGEMENT); INVESTMENT; INNOVATION; EDUCATION; DONETSK REGION.
https://economy.spbstu.ru/article/2015.54.22/
bondareva_kravchenko_meshkov.pdf