Технологическая модернизация в СССР в 1950-е - 1960-е гг. (на примере Светогорского Целлюлозно-бумажного комбината)
The paper deals with history of Soviet technological modernization during the Khrushchev period. Focusing on a large pulp and paper plant in the near-border industrial settlement Svetogorsk, it investigates how local actors, or engineers and workers, perceived the project of modernization. The chosen enterprise in one of large industrial areas of the Soviet North-West was among leading centers of change in the period of “catching up and surpassing the West”. Basing on the analysis of local periodicals and protocols of plant`s local party committee, the paper presents key features of modernization “from below”.
The article is devoted to analysis of discursive practices of public representation and discussion of the political course of “modernization” announced by president Dmitry Medvedev. It is focused at interpretations of the idea of modernization by the leading Russian politicians as well as at the role of the notions about collective past, present and future in its ideological justification and contestation.
In many organizations implementation of innovation is initiated by the management with application of so-cold “top-down” approach: strategic targets and key success factors with the initiatives of its achieving are formed and consolidated in different regulations, procedures, rules and instructions, which are brought to concrete employees later. The feedback from employees is occurred on the fact of initiative execution in form of corrective procedures locally, but the forming of innovation is still the top-management prerogative.
Such centric approach is mostly demotivating approach for initiative employees, who generate, implement and use innovation ideas. For this problem correction hybrid methods are used. The creation of special department inside the company is supposed to be done. It bears duties of innovation catalyst (usually R&D and HR departments have this role). Among other things this department is responsible for inspiration of average executive on development of innovation, determination and consolidation of corporate values and standards of behavior. In the end, the employees orientation on single corporate targets, the increase of corporate spirit would again “top-down” imposed and the department is just the retransmitter of values that are determined by the management.
How should the politics of relations between colleagues, clients and partners be naturally created and how to establish the awareness by the company employees of their personal responsibility and their personal role in corporate values realization, creation of innovation atmosphere inside the organization that does not resist the innovation? The approach, which is described in this article, supposes the forming of distributed network inside the organization with the transfer to it the general effort in the sphere of creating innovations and implementing the corporate ethics principals.
The article is concerned with results of content analysis of textbooks for high school in the area of social and human sciences. The author uses the typology of values introduced by S. Schwartz which consists of two value axes — “conservation — openness to change” and “selfassertion — caring about people and nature” — and describes values that underlie each subject area and then compares these values with results of mass surveys of the values of Russians.
Nature abhors a "vacuum" - the new power elite arrives at the time of major social and political transformations and endeavours to shore up its position within the country and obtain support from outside. New power groups, which are active at times of revolution and who replace, push aside or even depose the old elites and impose their own control over the state machine and position themselves as new power elite.There are themselves not immune to social transformation, especially in the first decades of coming to their new commanding role. Unless its claims are given legitimacy it is unable to implement its positive programme, which it immediately claims as the national programme. Every country "acquires" a new functioning elite - political, financial and intellectual - from revolution or a change of regime. The old elite may lose control and depart or upon luck may merge into a new combination of social strata of particular country. We also believe that the composition and the structure of elites is the country-specific and reflect one’s country history.
This book seeks to “re-think democracy.” Over the past years, there has been a tendency in the global policy community and, even more widely, in the world’s media, to focus on democracy as the “gold standard” by which all things political are measured. This book re-examines democracy in Russia and in the world more generally, as idea, desired ideal, and practice. A major issue for Russia is whether the modernization of Russia might not prosper better by Russia focusing directly on modernization and not worrying too much about democracy. This book explores a wide range of aspects of this important question. It discusses how the debate is conducted in Russia; outlines how Russians contrast their own experiences, unfavourably, with the experience of China, where reform and modernization have been pursued with great success, with no concern for democracy; and concludes by assessing how the debate in Russia is likely to be resolved.
Considering specifi city of modernization processes in Russia, caused both by internal problems and Russias place in global economy, the author brings an attention to the question of features of standard-values system of Russian reformers. Results of the analysis of 12 values-blocks forming a basis of the variety of the standard-valuable systems of Russians are given.