Volume 4, Issue 4 (2024)
aches to agglomeration development often fail to meet the principles and rules of strategizing. The article describes the open diffuse agglomeration as a new approach that complies with the general theory of strategy and methodology of strategizing: it is innovative, asymmetric, and competitive in terms of time factor. The research relied on the system-structural approach and the theories of dirigisme and spatial diffusion of innovations. The author appealed to the general theory of strategy and the methodology of strategizing developed by Professor V. L. Kvint. An open agglomeration means that it covers all or most settlements in the region. As a result, the entire region is integrated into one or several agglomerations. This approach engages all municipalities into the agglomeration process, thus preventing spatial inequality. In addition, it structures the processes of strategic and tactical management, settling, migration, housing construction, and infrastructural development. A diffuse agglomeration means that it uses the mechanisms of active internal interaction to spread positive growth impulses from the center to the periphery, i.e., diffusion of innovations, demand, business activity, etc. The strategizing of an open diffuse agglomeration requires a preliminary assessment stage. The analysis of values and interests provides a relevant set of forecasts to scan the windows of opportunity of the external environment.
Regions to participate in integrated development programs can be strategically prioritized. In this study, a review of global best practices made it possible to design a model of territorial development with its basic and strategic quantitative parameters. The model parameters included average annual working population, average gross regional product per citizen, total residential area per citizen, volume of construction activity, number of residential buildings commissioned, number of broadband Internet users per 100 population, working urban and rural residents, etc. The author applied these rating indicators to eight federal districts in order to identify first priority areas for integrated development. The article also contains some general conclusions on the territorial development in the Russian Federation.
Modern businesses have to be adaptable, innovative, and strategically focused on long-term prospects. Innovations allow companies to adapt to the rapid economic changes in the context of digitalization and global competition. Innovative development depends on employees who are ready for continuous learning and search for new solutions. In this regard, an innovative enterprise requires an effective system of strategic motivation that reveals the labor potential of its staff and encourages their active participation in innovations. The article describes the strategic motivation system as part of an innovative business. The authors studied the most relevant definitions of strategic motivation, analyzed the impact of strategic motivation on labor activity, and identified the basic development principles for an effective strategic motivation system. This research relied on the theory of strategy and the methodology of strategizing developed by Professor V. L. Kvint. It also featured a comprehensive review of scientific publications on strategic motivation in innovative development. The article introduces an authentic interpretation of innovative strategic motivation, its principles, and an assessment scale, as well as means of increasing personnel involvement. An efficient strategic motivation system encourages the innovative activity of employees, as well as increases their professional skills, performance, and labor potential, which ultimately improves the strategic results of an innovative company.
The creative industry is becoming a key factor in strategic development. The article describes strategic opportunities and threats for creative industry businesses across Russia, as well as their impact on economic growth. The author used the method of statistical analysis to examine the export of creative goods and services and assess the impact of the COVID-19 pandemic on the creative sector. The research relied on the theory of strategy and the methodology of strategizing developed by Professor Vladimir L. Kvint. The USA and China are leaders in the export of creative goods. Russia demonstrates very slow growth, which is associated with external shocks and sanctions. The current strategic trends include export structure diversification and IT sector growth. To gain competitive advantage, domestic creative businesses need state support for human capital and project development, e.g., technology transfer centers, startup support, etc.
The article describes the strategizing prospects for Russia’s technological sovereignty in the sphere of mechanical engineering. The authors used the methodology of strategizing developed by Professor V. L. Kvint to identify the problem field of industrial development and design an OTSW matrix of strategic analysis. The approach made it possible to define the key priorities in the strategic management system to ensure Russia’s technological independence in mechanical engineering. First, production and academia should unite to solve the problem of qualifications and competencies. Second, digital technologies are to form a consolidating system of digital management of technology development and implementation. The system will provide knowledge management, platform solutions, and expert-machine decision support. Eventually, it will diversify the tools of technological development and implementation, thus leading to public-private partnerships, strategic cooperation, and foreign investments that will fund further R&D projects. These priorities are comprehensive elements in the strategy for ensuring the technological independence of mechanical engineering in Russia. They are bound for success on the way to help the domestic mechanical engineering to cope with the current economic challenges.
The priorities and prospects for the development of the construction industry in Russia depend on a set of strategic documents. The domestic construction industry is a promising area because the state needs to update and improve the housing stock. However, the current market instability indicates many potential risks. In this context, the strategy for the development of the construction industry becomes a priority because certain problem areas make it neither perfect nor effective: the construction industry requires strict state control and a new, unified pattern for strategic decisions. To date, the industry lacks systematic financing programs, which aggravates the situation as medium-sized construction businesses are gradually losing their positions, giving way to large companies. The construction industry has always been the most important element of the national economic system and the key engine of the Russian economy. However, it has accumulated negative phenomena that threaten its strategic development potential. In this regard, the industry needs basic strategic documents aimed at improving the standard and quality of life by providing affordable but high-quality housing. The article describes the opportunities and threats as the basis of the development strategy for the construction industry in Russia, as well as proposes a number of strategic directions that could improve the system of strategic documents.
Navoi Mining and Smelting Works, Uzbekistan, is one of the four largest gold miners in the world. Over its 65 years of history, the company has developed from an industrial pioneer to a full cycle of gold production. These days, it performs innovative exploration as well as produces finest products of the highest quality. On January 1, 2022, the company initiated an intensive large-scale transformation to shift to the principles of modern corporate management. This article examines the initial results of implementing new strategic principles at Navoi Mining and Smelting Works. The author defined the phenomenon of corporate management and its effect on business growth and development, followed by a case study of corporate management at Navoi Mining and Smelting Works. Its strategic principles and results were compared with those reported by Top 10 mining companies in the world.
The growing importance of knowledge as a production factor in the early XX century led to the development of knowledge-intensive economy. Further research yielded the concepts of knowledge capital and knowledge potential. The current shift to knowledge-intensive economy also affects traditional industries, where knowledge is becoming a key competitive factor. The present research relied on the theory of strategy and the methodology of strategizing developed by Professor V.L. Kvint. The paper describes the main stages and elements of strategizing the knowledge potential. The author reviewed the concepts of human capital, knowledge capital, and knowledge potential defined by J. Schumpeter, F. Hayek, E. Phelps, O. Williamson, J.K. Galbraith, S. Kuznets, T. Schultz, G. Becker, T. Stewart, and V.L. Makarov to trace the existing approaches to the economic role of knowledge as a key economic resource. A number of case studies made it possible to visualize the concepts of knowledge potential, knowledge capital, and knowledge strategizing. The resulting stages of knowledge potential strategy covered the main trends, strategic interests, and opportunities. The strategizing of knowledge potential demonstrated a number of peculiarities, e.g., the explicit social nature of strategic interests. An efficient strategy for knowledge potential development should reflect the interests of all stakeholders because some of these interests may cancel each other.
Central Asia is currently undergoing some major transformations on its way to a new active sub-region with a wide system of international relations. The article features various strategies that the countries of Central Asia design for their socio-economic development. It introduces some objective prerequisites that shaped the idea of socio-economic integration of the peoples of Central Asia. Uzbekistan encourages this integration by creating and promoting a new image of Central Asia as a steadily developing and prosperous region with a shared economic and political environment. The author analyzed the approaches that the countries of Central Asia employ to develop and implement their own socio-economic strategies. Following the methodology of strategizing developed by Professor V.L. Kvint, the strategies are harmonized at various levels within the common Central Asian agenda. The current global transformation of the international order makes it difficult to make any reliable forecasts. However, Kazakhstan, Kyrgyzstan, Tajikistan, Turkmenistan, and Uzbekistan present a role model for other regions as they seek to come up with consolidated responses to the new challenges while using their potential and competitive advantages as part of regional and national strategies.
This article introduces a new analysis algorithm that can be applied to territorial organization of urban systems. After directed zoning, the zones are divided into those of balance and those of disproportions. The obtained solutions of the territorial-communication model are compared with a fractal standard, which serves as an indicator of the most effective urban organization in terms of the basic life support infrastructures and their communications. The algorithm makes it possible to reveal territorial disproportions of the urban environment, i.e., risk areas that violate the stability of the urban system as a whole and require external management.
The article deals with issues related to the development of a strategy for the location of an industrial enterprise. The location strategy is part of the corporate strategy, which defines its values and interests. A corporate location strategy is often linked to an entry strategy. The article introduces a strategic analysis of the factors that determine the location of an industrial enterprise, depending on the evaluation criteria and the industry specifics. The study is based on the theory of strategy and the methodology of strategizing developed by Professor V.L. Kvint. This approach helps to choose the location of an industrial enterprise, consider its global, national, and sectoral long-term development, and take into account its external and internal environment. The strategic analysis of placement factors and alternative options was based on an OTSW-analysis and special decision-making methods. The paper also reviews the relevance of location factors from the first theoretical works to modern empirical studies based on surveys of company managers and econometric analyses. The author designed a general algorithm for developing a strategy for locating an industrial enterprise. The theory of strategy and methodology of strategizing made it possible to neutralize the negative consequences of subjective decisions that still interfere with the location strategizing.
The Russian Far East occupies the northeastern part of Eurasia. Its northern coast has access to the Arctic and the Pacific through the Laptev, East Siberian, and Chukchee seas, while its eastern coast borders on the Bering, Okhotsk, and Japan seas. The region stretches from north to south, and its nature, climatic zones, flora, and fauna are extremely diverse. As a result, the Russian Far East has an enormous potential for tourism. Its transport and transit potential also means unique opportunities for the regional social and economic development. For instance, the macroregion has a good background for close cooperation with the large emerging markets of the Asia-Pacific countries. However, the sectoral structure of the Far-Eastern economy is mainly represented by mining and manufacturing industries. The current strategic task is to increase the share of non-commodity and non-energy exports in the overall structure of the country’s exports. Pacific Russia needs new strategic opportunities while its touristic potential needs new assessment means. The present research featured tourism as a strategic branch of the economy of the Russian Far East. The author believes that the unconditional competitive advantages of this macro-region will eventually boost the domestic tourism development strategy. The article introduces an analysis of strategic opportunities, as well as economic, financial, labor, and time resources. This research is the first and most important stage in the analysis of the external environment of the object of strategizing. The fundamental importance of this stage lies in the fact that the window of opportunities is short-lived. Therefore, the global touristic prospects of this vast resource-rich territory depend on the timeliness of management decisions, i.e., a systemic integrated development of the industry based on a single strategy document. The analysis made it possible to outline some strategic guidelines for the diversification of the Far Eastern economy and improving the quality of life in the microregion. The further research will involve a comprehensive assessment of the strengths, weaknesses, and competitive advantages of the region.
Crucial industries of the Russian Federation require new organizational and economic development forms. The present article introduces an innovative form of interaction between economic entities: it is crossindustrial and metaverse-based. The article also features a detailed analysis of the strategic potential of industrial metaverses that can boost the development of important domestic industries in the conditions of economic mobilization. The authors focused on the factors that predetermine the need to create such industrial metaverses.
The current state policy of the Russian Federation supports the development of physical culture and sports, in particular hockey, to solve a complex of social and political problems. Sport as a sphere and industry is changing rapidly due to various external challenges. Consequently, strategic management has to adapt to these changes and challenges. The current situation demands a clear strategic plan, not universal business models or outdated strategic methods. Sport is a business that requires complex management and a strategy. A sports team owes its success not only to its athletes but also to the proper strategic decisions. Unfortunately, the methodology of developing strategies for sports industry received little scientific attention. The present research objective was to identify effective strategies in the sports industry. This paper clarifies and systematizes many concepts and approaches to the strategy development that have been adapted for sports organizations with all their specifics. The authors propose a new scheme for sports industry strategy and a number of recommendations on the strategy development in the sports industry that can be recommended for practical application. The study relied on the general theory and methodology of strategizing developed by V.L. Kvint, Foreign Member of the Russian Academy of Sciences, Dr.Sc.(Econ.), at the Center for Strategic Studies of the Institute for Mathematical Research of Complex Systems, the Central Economics and Mathematics Institute of the Russian Academy of Sciences, the Department of Economic and Financial Strategy of the Moscow School of Economics of the Lomonosov Moscow State University, the Department of Regional and Sectoral Development Strategy of the Kemerovo State University, and the Department of Industrial Strategy of National University of Science and Technology “MISIS”.
Venture funds are an element of the infrastructure that supports innovation. They make a significant contribution to the development of the national innovation system, as well as increase industrial competitiveness and high-tech production. This article describes the long-term strategic priorities for the developmentof domestic venture funds. The research relied on the method of regression analysis, as well as on the theoretical and practical concept of strategizing developed by Professor V.L. Kvint and adapted for the venture capital market. These methods made it possible to analyze the global and national strategic trends in the development of venture funds. The analysis of strategic documents provided a strategic assessment of the effect of venture capital and government R&D expenses on various indicators of the Russian economy. It also revealed the role of public and private fundings as strategic multipliers of innovative activity. The data obtained allowed the authors to formulate the strategic priorities for the development of venture funds in Russia.
ntroduction. The socio-economic development of the Russian Far East is one of the most important strategic directions of Russia, corresponding to the national interests and development vector. For this vector to be transmitted to the regional and sectoral level, it needs strategic opportunities, relevant in the context of multiple trends and limited resource base. Energy security includes reliable energy consumption and efficiency. It ensures the socio-economic progress of developing economies and emerging-market countries. The Russian Far East has accumulated enough scientific, technical, industrial, and production potential to use gas industry as a long-term driver of socio-economic development. The research objective was to analyze and systematize the main interest groups focused on the development of gas industry in the Russian Far East. Study objects and methods. The study was based on the theory of strategy and the methodology of strategizing developed by Professor V.L. Kvint, as well as on authentic methods of industrial strategizing. Results and discussion. The article introduces a concept scheme that illustrates the relationship between regional and sectoral gas strategies of the Russian Far East, as well as their place in the general system of strategies. The author systematized the main national, social, regional, industrial, corporate, and international interests. The analysis confirmed the long-term interest of the gas industry in the Far Eastern Federal District at each of these levels. Conclusion. In the Russian Far East, gas industry will establish strong vertical and horizontal relationships in the system of strategies, thus producing a multiplicative effect on the socio-economic development of the whole Far Eastern Federal District and its regions.
Over its 300-year history, the Kuzbass Region has become one of the strongest industrial and coal mining areas. However, new environmental requirements stipulated by the Paris Agreement and the EU Energy Strategy require a new diversified and innovative economy, i.e. comfortable conditions for people to live and do business. The Strategy for Socio-Economic Development of Kuzbass through 2035 was approved by Regional Law No. 163‑OS on December 23, 2020. The Strategy covers human capital, ecology, reclamation water resources, digitalization, economy, investment, tourism, exhibitions, etc. All these aspects are highlighted in the monographs of the Strategy of the Kuzbass Region. The publications prove that a long-term strategy should combine traditional and novel competitive advantages of the region, which include hydrogen cluster, transport infrastructure, digitalization of business and other spheres, better environmental conditions, forest and land reclamation, sustainable use of water resources, as well as the importance of rebranding the region on the domestic and international arena.
Introduction. In the 1960s, the USSR and the United States raced not only in the sphere of arms and space exploration, but also in various socio-economic spheres, including advanced automated management systems in the field of economics, which treated economy as a single object of management. Study objects and methods. The present research involved declassified archival documents, as well as domestic and foreign works on automated control systems (ACS). Results and discussion. The authors analyzed the fundamental goals and objectives set by the leaders of the two superpowers, focusing on the nationwide automated processing and control systems (NAPCS), their operation principles, and the reasons behind their failure. They compared NAPCS with alternative systems, e.g. ACS-70, ACS-80, the system of the Kuntsevo radio engineering plant, ARPANET, etc., as well as with modern systems that were based on the Soviet heritage. Conclusion. Apparently, the USSR won the first part of the ACS race, but the project failed, and the USA with its ARPANET (1969) became the undisputed leader. However, most contemporary Russian situation centers are based on the Soviet studies.
