Volume 3, Issue 2 (2023)
The author used the general theory of strategy and methodology of strategizing to interpret the digital transformation of public administration. He described the digital transformation of public administration as a public value with a strategic perspective of national economic growth that will eventually improve the standard of living and the welfare of citizens. The research combined theory and practice with the achievements of different economic strategy schools. The author tested the digital public administration using Professor Vladimir Kvint’s methodology of strategic thinking and activity and the Gostekh digital platform. The author also applied the Clark-Groves mechanism to urban environment as a tool for selecting public projects. The scientific and applied nature of the research made it possible to determine the strategic perspective for the digitalization of public administration as a means of selecting landscape objects and public
territories for landscaping via online voting.
The current global situation involves turbulent financial markets, new geopolitical reality, advanced digital technologies, and multimodal transport corridors. Therefore, to strategize the development of an economic branch and its interaction with foreign markets, one should proceed from new principles of technological connectivity of industries, the importance of resources in the global value chain, the qualityandprice balance, reliable market access opportunities, transport accessibility, cybersecurity, etc. Typification of a natural resource has become especially important in the new conditions. If it is renewable, the long-term goal of its capitalization is to preserve or multiply. If it is non-renewable, the main goal in the formation of national welfare is the maximal output and recultivation. This typification of resources presupposes that a raw material economy has sufficient technological, technical, financial, and political potential to process the resource at the place of its extraction and receive sufficient revenue to either preserve and multiply this resource or to provide the maximal output and reclamation. Access to labor resources and demand market determines the main goal of an economy that depends on the import of natural resources. It involves generating revenue from the production and sale of the final products and services in a place of solvent demand and the additional need to create national welfare based on the existing political, intellectual, and technological resources. Technological sovereignty requires new cooperative cross-country strategies for the interaction of industries and businesses. Technological sovereignty needs a scenario-predictive modeling of the potential of coordination mechanisms to develop mutually beneficial interaction between industries during the high turbulence on foreign markets. The article introduces methodological tools for the development of cooperative cross-country strategies between industries and business. It includes a novel interpretation of the adaptation vectors for national strategies and corporate interests in food security, based on cooperative intersectoral and cross-country development strategies. After the Second Russia-Africa Summit, the article might be useful for the authorities responsible for the technological sovereignty, development, and leadership of Russia.
The economic development of a federal state depends on each of its subjects: uneven socioeconomic conditions increase the number of lagging regions, which prevents the economic development at the federal level. As a result, the theory of regional economic science needs new strategizing patterns to help some regional economies abandon their subsidized status. The research relied on the theory of strategy and the methodology of strategizing developed by Professor Vladimir Kvint, Foreign Member of the Russian Academy of Sciences and Honored Worker of the Higher School of the Russian Federation, whose studies have been successfully implemented in a number of regional and sectoral strategies. According to the general methodology of strategizing, the analysis of global, sectoral, and regional trends precedes the search for new opportunities for the object of strategizing. The author used the case of the Kabardino-Balkarian Republic to study the development strategies of subsidized regions, as well as designed some tools to assess the quality of life and financial independence in the region. The article provides theoretical foundation for strategizing the exit from subsidized economy and offers a cost-benefit analysis pattern.
Tourism has become an important economy sector in many Russian regions. The Kemerovo Region has accepted the Strategy of Socio-Economic Development through 2035, hence the need to strategize the development of new tourist destinations. The research objective was to determine various strategic directions for the development of tourism and hospitality industry in the Guryevsk municipal district. The research relied on the strategizing methods developed by Professor Vladimir Kvint, Foreign Member of the Russian Academy of Sciences, as well as on some general scientific research methods, e.g., abstract-logical, complexfactorial, economic-statistical, analogy, comparative and system analysis, etc. The study revealed a possibility of interregional clusters, national and business routes, environmental, medical and recreational cross-border and regional tourism, etc. The district has good industrial potential, combined with historical and cultural heritage. These strategic directions are able to fuel the local tourism and hospitality development. The authors believe that tourism is a key priority for Russian economy, as well as for the Kemerovo Region, where domestic tourism started to flourish during the COVID-19 pandemic. The region has extensive potential and opportunities to attract tourists, while its Guryevsk municipal district possesses all necessary prerequisites for the active development of tourism.
The article focuses on the main issues of tourism development during the current global crisis. The unprecedented sanctions that Russia had to face in 2022 affected the tourism industry at the global, national, and regional levels. This strategic analysis of the global and national tourism industry featured the external environment of the strategizing object as an important stage in determining the strategic priorities for domestic tourism. The research made it possible to identify and analyze some global and national trends in the development of tourism industry in modern conditions.
A personal brand unites one’s exceptionalism, individual traits, professionalism, experience, and reputation. In the era of the global digital media and strategic communication, a personal brand becomes a strategic asset that brings financial benefits. Its strategic role at the labor market is that it can increase one’s income, if properly invested in. However, the theory and methodology of strategic branding at the labor market remains understudied. The present research objective was to prove the effectiveness of investing in a personal brand in order to achieve strategic goals at the labor market. To analyze the basic concepts of signaling models and the game theory, the authors used the theory and methodology of strategizing developed by V.L. Kvint, Dr.Sc.(Econ.), Foreign Member of the Russian Academy of Sciences (Life-time). The authors believe that the era of information economy have turned strategic brands into a signaling mechanism. The relationship between personal brand and reputation forms the basis of the behavioral direction, which uses behavioral economics to define the effect of reputation on the labor market and employee behavior. The strategic development of a personal brand increases its competitiveness at the labor market, and a tailored employment strategy is likely to be successful in the long run. Keywords: personal strategy, brand, signaling, media system, labor market
Innovation systems depend on information technologies. The intense international competition encourages states to interact as they allocate resources, search for new markets, expand their economic presence, etc. The authors analyzed the strategic opportunities for the development of the national innovation system in the process of implementing financial innovations. The research relied on the theoretical and methodological provisions of the School of Strategizing developed by Professor Vladimir Kvint, Doctor of Economic Sciences, Foreign Member of the Russian Academy of Sciences.
Each innovative industrial cluster is a complex hierarchical system. To study its methodology, scientists have to investigate the movement of each structural element towards common strategic goals. Philosophy gives the theory of strategizing a harmonious development. Strategists rely on philosophers in their search for the most effective research methods. Philosophers answer the questions about the role man in the world and the way people transform the natural, economic, and social reality. An effective strategy for an innovative industrial cluster should rely on a balanced approach in order to improve the quality of life and achieve the national technological sovereignty. To strategize an industrial cluster, one needs to analyze resource availability and competitive advantages, define strategic priorities and goals, develop infrastructure, consolidate participants based on common strategic goals, etc. The paper describes research methods aimed at effective cluster strategizing, including the development, creation, dissemination, and introduction of innovations into the production process. The basic principles of the strategic decision-making system are aimed at successful innovative industrial cluster enterprises that provide rational use of innovative potential and multiply in the long run. The systematic strategic approach to financial investments is a key condition for innovation clustering during the emergency period. This decision-making system for strategic investment can help managers of an innovative industrial cluster to achieve strategic goals, maximize profitability, and secure long-term success, provided that the strategy is implemented consistently and fully.
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.
