Volume 5, Issue 1 (2025)
This article describes the current strategizing of sustainable construction in Moscow and the Moscow Region and compares the Russian experience with the best practices in this sphere. The authors analyzed the economic feasibility, efficiency, and risks of introducing green technologies in the metropolitan construction sector. Moscow and the Moscow Region are gradually shifting to green methods. As new technologies penetrate all areas of public life, the state introduces sustainable technologies into urban development, e.g., electric cars, environmentally friendly public transport, green belts, etc. Despite these trends, the authorities and the population need more time to realize the importance of sustainable technologies in urban construction. The article offers some strategic recommendations for the development of green building in Moscow and the Moscow Region.
Modern macroeconomic realities have made it necessary to adjustment the methodological tools used in the development of hydrocarbon reserves, state regulation of pricing for oil and gas products in the domestic market, ensure the stability of legal and tax regimes, the creation of supportive institutional and infrastructure conditions. To develop proposals for improving the methodological tool for the integrated development of hydrocarbon reserves, to highlight the directions for the strategic development of the oil and gas complex at the current stage of economic relations. The object of scientific research is considered from the standpoint of system-functional and comprehensive approaches. Adjustment of methodological tools is the direction of strategic development of the oil and gas complex of Russia, is associated with ensuring economic stability in conditions of external challenges, national security and energy sustainability, achieving technological sovereignty and reaching faster economic growth rates. In the context of external challenges, the priorities of the state energy policy are the uninterrupted functioning of the sectors of the fuel and energy complex, the promotion of the economic and technological development of oil and gas enterprises, the systematic achievement of the targets laid down in the programs and documents of strategic development.
The domestic IT sector needs new strategic approaches to form the national technological foundation for the Russian IT industry that would fulfil the tasks of national security, import substitution, and technological sovereignty. The authors analyzed federal documents on strategic planning that control the Russian IT sector. The industrial disunity of these documents proved to be a major problem: it resulted in a segmented approach to supporting the IT development. The current instruments of state support are governed by the stimulating approach to the IT sector as a whole and its areas. In the current conditions, this measure is not enough to resolve the problems related to the development of domestic IT products and services. Based on the current situation analysis and the problems identified, the author proposed a new strategic approach to the IT sector development. It aims at designing a single complex strategy that covers all industries of the Russian IT sector. As a result, the state support system should move from its current stimulating paradigm to a program-targeted one.
The Strategy of Spatial Development of the Russian Federation through 2025 failed to realize the potential of interregional and intermunicipal interaction, which makes it a key problem of the country’s spatial development. Spatial integration implies a scientific approach to the priorities and tools that would consolidate the potential of stakeholders and regions. This issue is especially relevant for the Northern territories, which make up two-thirds of Russia’s total area. To substantiate strategic priorities and tools of spatial integration, the author identified the essence and prerequisites for spatial integration of Russia’s European North, as well as analyzed the institutional, legal, and instrumental support for strategizing its spatial integration. The strategic priorities and tools in question are aimed at revealing the competitive advantages of each region and restoring the bond between urban and rural areas. The study relied on the theory and methodology of strategizing developed by Professor Vladimir L. Kvint. Using the monographic and comparative methods, the author analyzed strategic planning documents, regulatory legal acts, and reports made by development institutions. The spatial integration is currently provided by deepening the socio-economic unity of the regions. Russia’s European North has obvious prerequisites for integration, but the poor institutional, legal, and instrumental support remains the key obstacle. A vertical integration design center should be organized to develop the interregional value chains. Cities are the nods in these integration chain: their regional and industrial priorities are to be identified and strategized. A stronger inter-municipal cooperation between rural and urban areas will make it possible to activate the potential of remote territories. These measures and priorities should be implemented in the federal and macroregional strategy systems.
Unequal regional development means a gap between economic indicators and the well-being of the local population. This issue interests scientific communities from countries with different economic backgrounds. China still experiences economic differences between Eastern, Central, and Western regions, as well as an intraregional gap between rural and urban areas. The state measures of economic, social, and territorial cohesion include regional development strategies, infrastructure development, and the One Belt, One Road initiative. According to Professor V. L. Kvint, favorable investment climate forms regional competitiveness. As a result, the local economy attracts developing companies while maintaining or improving the standard of living of all stakeholders. China’s experience with its economic boom may help to resolve the global issue of interregional inequality while serving as a model for other states on the path to socio-economic shift. The article describes the Chinese experience in overcoming regional inequality caused by various socioeconomic reasons. The author studied the socio-economic situation in the Pearl River Delta to conduct its OTSW analysis and formulate recommendations based on the Chinese experience.
Strategic branding helps to build a recognizable image and a good business reputation by bringing the key objectives across to the target audience. A recognizable university brand attracts students and faculty while improving the business reputation for the whole industry. The national light manufacturing industry is experiencing a critical talent shortage. By increasing their attractiveness, higher education institutions of light industry and fashion may attract labor resources because their academic reputation depends on that of the industry. The author described the branding of higher education institutions that train specialists for the light industry and fashion enterprises. The research relied on the theory and methodology of strategizing developed by Professor V. L. Kvint. The topic of strategic branding in the light industry and fashion remains understudied. Most related publications registered in elibrary.ru feature digitalization, trend analysis, and historiography. This study focused on the concept and strategic approaches to academic branding. The analysis of Russian higher education institutions yielded a model of developing a university strategic brand that would attract students with good intellectual potential in the sphere of light industry and fashion. Foreign authors describe the strategic branding of higher education organizations as the result of the market economy development. In Russia, the last three decades have seen a considerable development in the strategic branding at the university level. This paper can facilitate further research and branding practice.
Material and non-material incentives are closely interconnected as part of strategic motivation systems. In high-tech industries, the time factor affects the choice of incentives and strategic motivation. Strategic motivation is one of the three functions of strategic management. As a result, it has a crucial impact at each stage of strategizing. The article introduces an algorithm for identifying and substantiating the correlation between the incentives of the strategic motivation system at high-tech enterprises, as well as the effect of the time factor on each incentive and the motivation system as a whole. The research relied on the theory of strategy and the methodology of strategizing developed by Professor V. L. Kvint. It yielded a brief and an extended scheme of incentives, as well as a block-vector strategic motivation scheme for a hi-tech enterprise with a step-by-step operating algorithm. The schemes demonstrated good application prospects for the sphere of strategizing.
Residential property market is a key element of the regional socio-economic system. It affects the quality of life, as well as the construction sector, banking, labor market, etc. When it goes through an emergency period, the local housing market has a serious multiplier effect on the development pace of the entire economic system in the region. An emergency period means a price surge, long-term speculative investments, a growing debt burden for all market agents, and a deteriorating life quality. To identify opportunities and manage the regional housing market in an emergency period, analytics should understand the strategic importance of the market and take into account global fluctuations. The author applied the theory of strategy and the methodology of strategizing developed by Professor V. L. Kvint to the current emergency period in the Moscow housing market. The article introduces a new method for assessing the impact of the local socio-economic indicators on the progress of the emergency period in the Moscow residential property market. The recommendations may facilitate the process of strategizing the development of the real estate market in the regions.
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.
