The paper explores corporate foresight as a new important instrument within strategic management system of multinational corporations (MNCs). The author directly connects the recent rise of corporate foresight with MNCs’ growing need to fill the gaps of traditional corporate strategic management, struggling with the challenges of today’s global turbulent business-environment (known as VUCA world characterized by unprecedented volatility, uncertainty, complexity and ambiguity). From this perspective corporate foresight is capable to provide a number of viable responses. They include significant expansion of the horizon of MNCs’ long-term future vision, enhanced capabilities of business-environment scanning (identifying not only clearly visible trends but the so-called weak signals as well) and strengthening intra-firm communications in the course of strategy development process, thus contributing to the implementation capacity of multinational corporate team. Within analysis of actual corporate foresight practices of major multinationals special attention is attached to the common features of foresight organization (standard process phases, typical set of methods used) and peculiarities related mainly to different MNCs’ sector-specific environment characteristics, including complexity and dynamics of change. The attempt is also made to disclose the actual impact of corporate foresight activities on the effectiveness of the key functions of MNCs’ strategic management. The author draws the conclusion that corporate foresight is becoming a core element of the strategic management architecture of multinational business, striving to protect and strengthen its global market positioning in increasingly turbulent and unpredictable environment. For MNCs’ top management, trying to find the right strategic course in radically changing competitive landscape, this powerful tool is increasingly playing the same role as GPS navigator for car drivers.
International research laboratories represent a relatively new form of organizing scientific community for Russia. These units are aimed at attracting leading international scientists as well as young scholars thus contributing to increasing national research capabilities. The paper analyses efficiency of international labs in achieving these goals in terms of intrinsic (number of publications, patents etc.) and perceived criteria (job satisfaction). Motivation and involvement of employees as well as availability of resources are regarded as main determinants of efficiency. Basing on previous international and domestic studies in the field we built a conceptual model to estimate causal relations and correlations between these five variables. Our data source was the online survey of international scientific laboratories staff, which was collected in April-June, 2012.
The publication describes the sample characteristics, provides factor analysis of motivation resulting in building a typology and finally does structural equation modeling to test the conceptual framework of the analysis.
Factor analysis showed that four important groups of employee motives exist. Laboratory staff may be motivated (or unmotivated) by achievement in science, focus on career abroad, practical-oriented material values and satisfaction with working conditions.
Using structural equation modeling authors provide empirical evidence to the hypothesis about relation between employee engagement and their job satisfaction. The more employees are engaged in the labs’ activities the higher job satisfaction and productivity level will be. However, the strength of these effects is relatively small. The assumption of a positive relationship between job satisfaction and the available resources was also confirmed. Additionally analysis showed that employee engagement has a positive effect on the achievement of both objective and subjective results.
The article demonstrates the possibility of search roadmaps by analyzing the links between key parameters of the long-term development of the socio-economic, scientific-technological and innovation spheres.
Less than a decade since its official introduction, smart specialization, which guides the selection of priorities for innovative development, has proven to be a far-reaching academic idea and political instrument. In the European Union, smart specialization is mentioned among the ex-ante conditions for receiving subsidies from European structural and investment funds. Its core principles are considered in innovation strategies in Australia, South Korea, and some countries of Latin America. In Russia, smart specialization is also being introduced on the agenda of policymakers. The paper seeks to reveal which levels of governance should be involved in the design of a smart specialization Keywords: smart specialization; regional innovation strategy; regions; Smart Specialization Platform; interregional cooperation. strategy and which factors should be the focus of attention when using this approach. The research is based upon an analysis of the innovation strategies of seven Russian regions, conducted with the adapted RIS3 Self-Assessment Wheel. The results of the study empirically confirm that most principles of smart specialization are considered, at least formally, in the traditional innovation strategies of Russian regions. At the same time, without common rules for the selection, verification, and synchronization of innovative priorities as well as a single analytical database, organizational support, and expertise, even regions considered strong innovators fail to find their smart specialization.