Multilevel analysis of knowledge sources for product innovation in Russian SMEs
This research was aimed at analyzing the moderating role of region on the impact of internal and external sources of knowledge on product innovation from a multilevel perspective. This study has made a contribution to the knowledge and innovation management field for small and medium-sized enterprises (SMEs), by analyzing the utilization of internal and external sources of knowledge in rapidly changing environments, such as the Russian business context, with consideration given to regional disparity. Empirical estimations are carried out on the basis of more than 700 Russian manufacturing SMEs, observed in 2018 within the framework of the project, “Factors of Competitiveness and Growth of Russian Manufacturing Enterprises”. Internal and external sources of knowledge were identified through latent variables and a method of hierarchical linear modeling was applied, considering firm-level data nested within different regions. The results obtained, show that in Russian SMEs, when considering the moderation role of the region, internal and external knowledge have a positive impact on product innovation. Moreover, external knowledge contributes more by comparison to internal knowledge. Meanwhile, the region context conditions the strength of the innovation effect for both knowledge sources. The significance of regional conditions in transforming internal and external sources of knowledge into product innovation, requires specific policy elaboration at regional level. Moreover, the dominating role of external knowledge sources for product innovation in SMEs, proves the necessity of specific policy elaboration with regard to the knowledge-sharing infrastructure connecting different business units.
Knowledge-intensive business services (KIBS) industries demonstrate some of the highest levels of innovation in most developed economies. However, these industries are very heterogeneous. Research on their innovative activities is needed in order to provide evidence to inform policy instruments to support such companies. In this paper, we analyze the innovation configurations of 477 Russian KIBS companies. First, we use factor analysis to study the key features of their innovative behavior: different innovation types and different features of demand for KIBS from innovative clients (volume, range and level of customization of services). Three factors emerge, and the KIBS companies are divided into six clusters through the prism of these factors. The clusters are: non-innovators; organizational change innovators; marketing innovators; technology-oriented innovators; non-technological innovators and diversified innovators. Finally, we examine the distribution of companies across the clusters in terms of their size and the type of services
This is the third volume in a series of five books which bring together the results of intensive research on the national systems of innovation in the BRICS countries – Brazil, Russia, India, China, and South Africa. This book looks at the relationship between small and medium enterprises and the national systems of innovation in the BRICS countries. It brings to fore crucial issues in the evolution and future trends of industrial or innovation policies for small firms: their scope, applicability, co-ordination, and main results, as well as the influence of macroeconomic, legal and regulatory environments. Taking into account the specificities and complexities of SMEs’ production and innovation systems, it seeks to inform research, policy design and implementation in the field. Combining original and detailed data, this book is an invaluable resource for researchers and scholars in economics, development studies, and political science, as well as policymakers and development practitioners interested in the BRICS countries.
This article is devoted to the results of the author dissertation research for the study of the motives referring to the concept of «Lean Production» in Russian companies by operating in the design operational (production) systems. The article presents the data of the statistical analysis of hypotheses on the example of one of the objects of study - structural unit of a subsidiary of JSC «Russian Railways» - the motor-car depot GZD (logistics services).
Researchers of the Russian economy have unanimously identified the most important features of stock ownership and control (NССG 2008: 12-16). First, the concentration of capital in the corporate sector resulting from its aggressive redistribution for more than 15 years tends to be high. Secondly, the high concentration of ownership affected the development of corporate control and evolution of the mechanisms of corporate governance. This high concentration provides the basis for control by the majority shareholder or a consolidated group of such shareholders exercised by various formal and informal means. Majority shareholders are constrained only by the need to comply with the formal legal provisions and often imitate the activities of intra-corporate tools.
Capital structure is one of key company value factor, so it is important to identify its determinants. Existing studies of Russian companies dedicated to capital structure puzzle use only publicly available data therefore ignore a number of important factors, including behavioral ones. Therefore, the current paper uses survey of people responsible for financial decision-making. In addition to choose statistically significant determinants the paper discusses the possibility of using factor analysis to identify groups of factors influencing the choice of funding.
портовый менеджмент, показатели деятельности, анализ эффективности, система учета, распределение издержек, методы анализа деятельности портовой системы
At present many industries reveal tendency for setting up of vertically integrated companies (VIC) the structure of which unites all technological processes. This tendency proved its efficiency in oil industry where coordination of all successive stages of technological process, namely, oil prospecting and production -oil transportation - oil processing - oil chemistry - oil products and oil chemicals marketing, is necessary. The article considers specific features of introduction of "personnel management" module at enterprises of oil and gas industry.
vertically integrated companies; personnel management