Volume 2, Issue 3, 2022

Strategic planning is one of the most important functions of strategic management. The state uses different strategic planning tools when developing and implementing strategies. China boasts one of the most effective best practices in strategizing, which can be expanded to other countries. This review covers the main approaches to strategic planning in China. The methodology relied on the theory of strategy and methodology of strategizing developed by Vladimir L. Kvint, Dr.Sc.(Econ.), foreign member of the Russian Academy of Sciences. The Chinese system of strategic planning takes into account the latest achievements of strategizing, including Dr. Kvint’s ideas. Its longterm, medium-term, and short-term development is compiled by the Academy of Sciences, research centers of the State Council, and the Committee for Development and Reform. Chinese regional development strategies are based on the modern global trends. However, the regions evaluate their own resources and development rates, as well as use estimates from various central and regional departments. The policy differs from region to region, depending on both objective factors, e.g., geography, and various subjective features. Large investments in R&D are a necessary part of innovation-driven strategy, but they not always ensure high innovation performance. In fact, Chinese R&D needs more attention to provide innovative development. The regional economic structure fails as a result of unbalanced regional development. Eastern China has better science and technology than the less developed Central, Western, and North-Eastern regions. However, the high population density and the close interregional collaboration compensate for the uneven development for the country, as well as provide a centralized management of economic growth and distributed research infrastructure. Conclusion. The experience of strategic planning in China can serve as a role model for other countries. The prolonged strategic interests, goals, and objectives increase the effectiveness and motivation. In addition, China is constantly developing the field of strategizing theory, methodology, and practice, thus increasing its scientific and innovative potential.

The authors analyzed the key categories that form the cognitive foundations of the strategizing management and promoting innovative academic activities at the Kemerovo State University as part of Regional Development Strategy 2035 and Kuzbass Strategy 2071. The article introduces the challenges of systemic and functional problems of higher education caused by the rapid socio-economic changes in the digital economy. The authors focused on the impact of digitalization on professional migration and innovation centers. It is noted that regional clusters of innovative development today form unique models of interaction between the efforts of government – business – science in the development of new promising sectors of diversification of the raw economy.

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.

Many Russian regions depend on gratuitous transfers from the federal center. These regions lag behind the average Russian level of economic development and standard of living, which creates uneven prerequisites for economic growth. In addition, such regions attract no investments, and the effectiveness of the use of federal money is often impossible to assess. These conditions lead to inequal economic development, living standards, and welfare in different regions, which creates social tension and hinders the economic growth of the whole country. The research relied on the theory of strategy and methodology of strategizing developed by V.L. Kvint, Foreign Member of the Russian Academy of Sciences and Honored Worker of the Higher School of the Russian Federation, whose projects have been successfully implemented in a number of regional and sectoral strategies. According to the general methodology of strategizing, new opportunities are determined by analyzing global, sectoral, and regional trends. The present research featured the subsidized region of the Kabardino-Balkarian Republic. The proposed term of subsidized economic condition made it possible to take into account the peculiarities of such regions during strategizing. The author developed some tools for assessing the effectiveness of the Kabardino-Balkarian Republic’s exit strategy from subsidized economy. The main strategic priority was to improve the quality of life in the region, as well as to increase the level of its financial independence. Conclusion. The analysis made it possible to identify and substantiate the theoretical features of strategizing the exit from subsidized economy, as well as to develop some tools for assessing the effectiveness of this strategy for the Kabardino-Balkarian Republic.

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.

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.

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 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.

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”.

The article considers methodical approaches to the development and implementation of innovation policy in Russia. It introduces an analysis of the current state of domestic sectoral innovation policy, its regulatory and legal framework, levels, institutions, criteria, and performance indicators. The author believes that the low innovation activity of economic agents in Russia is caused by the poor theory and methodology of innovation policy, which also affects the innovative potential of the domestic economy. The current sectoral mechanisms of support and implementation of innovative solutions is also ineffective. The author reviewed available publications on innovation policy and various strategic documents, as well as analyzed the foreign experience of sectoral innovation policy. The paper also contains a diachronic analysis of the innovation policy in Russia. The author developed a matrix approach to innovation policy mechanisms in terms of levels, strategic perspectives, and implementation. This simple and visual three-vector matrix provides an efficient analysis of mechanisms of sectoral innovation policy.

The innovation ecosystem is a catalyst for favorable conditions that accelerate the high-tech development. This paper features the strategic opportunities for the development of an innovation ecosystem that improves the efficiency of the innovation process. The article defines its structural elements and boundaries, which are unstable because of the everchanging number of participants and tasks. The object of the study is an innovation ecosystem that provides the formation and development of a favorable environment for improving the efficiency of the implementation of the innovation process. The methodological basis included the theory of strategy and methodology of strategizing developed by Professor V.L. Kvint, as well as various methods of analysis and synthesis of economic data, deduction and induction, the causal method, comparative analysis, and a systematic approach. The research revealed some of the features of an innovation ecosystem in the context of increased entrepreneurial activity and a high concentration of innovation centers. The development of innovative ecosystems should be uninterrupted as they transform due to the changing configuration of the fractal interaction between various subjects. A valuable innovation ecosystem requires coordinated resource flows and activities, as well as a set of interaction rules for its heterogeneous members. The interaction between the participants of the innovation ecosystem depends on the number of entities involved, the dynamics of the formation of the internal environment, the needs and preferences of customers, the specifics of legal regulation, the conditions for standardization and certification, the number of exchange transactions between the inventor and the recipient, and the size of production chains. The analysis made it possible to identify strategic opportunities for the formation and development of an innovation ecosystem, as well as to reveal the role of its participants in solving strategic tasks of increasing competitive power and developing new high-tech products.

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.