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Regular version of the site
Of all publications in the section: 2 865
by name
by year
Мешков Н. А., Калгина Т. Г., Кочеткова Н. Ю. М.: ИИУ МГОУ, 2015.

The manual is intended for students of Department of computer engineering MIEM HSE. In the textbook based on the courses "Economics of firm" and "the development strategy of the organization." Discusses the key conceptual and methodological issues of the theory and practice of Economics and development planning of the organization. The use of textbooks will enable students: to analyze key performance indicators, and use the tools of strategic analysis with reference to concrete situations in contemporary Russian and international business. Special attention is paid to the methods and systems of information support of the life support functions of business organizations and management methodology of innovation and investment. An Appendix contains source data for analysis of competition in a particular industry.

Added: Dec 24, 2015
Пономарев О. Б., Светуньков С. Г. СПб.: Левша-Санкт-Петербург, 2015.

Using the historical method in the book examines the impact of entrepreneurship on the economy through a complex system the relationship between entrepreneurship, competition and innovation. The focus is, of course, given to entrepreneurs and entrepreneurship. Generalizing considerations about the businessman from economics, psychology and sociology, which is based on the life-cycle model of entrepreneurship. Through the prism of growth in venture capital are considered organizational forms of business activities and various forms of formal and informal business associations. Comply with federal state educational standard of higher education of the fourth generation. For students of the academic bachelor in "Management", but it can be useful to undergraduates, postgraduates and doctoral students involved in various aspects of business in today's economy.

Added: Nov 30, 2015
Фридман А. А. М.: Издательский дом ГУ-ВШЭ, 2009.
Added: Oct 11, 2010
Руденко В. А. Кн. Модель стохастической производственной функции при слабой зависимости компонент ошибки. Центр научного сотрудничества "Интерактив плюс", 2017.
Added: Jan 23, 2018
Минченко О. С., Абдрашитов Р., Александров А. и др. Ч. 1. Самара: Самарский университет, 2012.
Added: Feb 10, 2013
Евгений Гавриленков, Антон Струченевский, Сергей Коныгин Вып. 1-4. М.: SBERBANK, 2012.
Added: Mar 5, 2013
Евгений Гавриленков, Антон Струченевский, Сергей Коныгин Вып. Июль 2015: Неопределенность снизится, динамика улучшится.. М.: Sberbank CIB, 2015.
Added: Aug 13, 2015
Евгений Гавриленков, Антон Струченевский, Сергей Коныгин Вып. март 2015: Экономика и геополитический кризис. М.: Sberbank CIB, 2015.
Added: Aug 13, 2015
Евгений Гавриленков, Антон Струченевский, Сергей Коныгин М.: Sberbank CIB, 2014.
Added: Aug 27, 2014
Липсиц И. В. М.: КноРус, 2014.
Added: Mar 18, 2015
Гребнев Л. С., Нуреев Р. М. М.: Вита-Пресс, 2000.
Added: Jul 29, 2013
Боговиз А. В., Рагулина Ю. В., Бутова Т. В. М.: КноРус, 2015.
Added: Feb 16, 2015
Анисовец Т. А. СПб.: Отдел оперативной полиграфии НИУ ВШЭ – Санкт-Петербург, 2012.
Added: Mar 4, 2013
М.: Издательский дом ГУ-ВШЭ, 2003.
Added: Nov 15, 2010
Нуреев Р. М., Маркин Е. В. М.: НОРМА, ИНФРА-М, 2015.

The role of sports mega events for economic and political life of the nations are strongly increased. It presents a great interest to the theme of public choice analysis of sport in general and the Olympics in particular. "Olympic Games Economics" - the first Russian monograph on this subject. It  gives a periodization of the stages of the international Olympic movement, analyzes the main sources of funding for the Olympic Games and the mechanism of their redistribution. Special attention is paid to the Olympic business cycle, its unity and difference with the classical business cycle and political business cycle.

The monograph discusses the features of the decision making process at different stages to host the Olympics. International Olympic Committee has developed a special system of Applicants and Candidate cities estimation. Candidature Acceptance Procedure includes 11 indicators. All these indicators are summarized in Final Matrix, which is used as a bases for candidate cities defining. The authors describe this indictors, detect the advantages and disadvantages of them and analyze the importance of each of them for final score. International sport analytical agencies ("GamesBids" and "Around the Rings") also have their own ratings. The authors investigate the indicators which influence on the final indexes and see how they show the public opinion.

A special attention is paid to the voting procedure in the final part of the decision. The authors analyze the preferences of the IOC members in selecting the capitals of the Olympic Games, and also examines predictors of informal relations in the decision making process. 2002 Olympic winter Games case is analyzed as an example. The authors investigate the factors contributing to the development of principal-agent problem and logrolling.

Features of voting and logrolling are based on the choice of 2014 Olympic Winter Games capital (Sochi, Russia). The authors consider three models of management and financing of the Olympics and make a conclusion about which of them gives the greatest scope for abuse and corruption, and which one is used currently in Sochi.

Cost-benefit analysis allows to define when expenditures are the biggest and when the revenues are the highest. Let’s see on the costs and benefits of Olympic Games organizing committees on different stages of the Olympic business cycle (see Tables 1-4).

Table 1

Public and private cost-benefit analysis on pre-Olympic stage (Participation in election procedure)





n       Olympic bid documentary support,

n       Participation fee,

n      preparing and organization of activities to popularize the idea of Olympic Games hosting inside the country and abroad

n      Olympic Games Questionary preparing

n      Applicant City advertising,

n      infrastructure development and preparing for IOC Commission visit

n      country image increase,

n      knowledge increase about applicant city abroad


- Participation analysis

n      Investment attraction increase






Table 2

Public and private cost-benefit analysis on pre-Olympic stage (Olympic Games Organizing)





n    Organization costs,

     - Administrative costs

     - Opening and closing ceremonies

     - Olympic touch relay

n    Technical costs (stadiums, swimming pools, Olympic village, press-center etc.)

n    Infrastructure development (roads, underground, electronic communications etc.)

n   Environmental protection


n  TV rights selling,

n   Sponsors (national and worldwide)

n   licensing

n   ticketing (partially)

n   Sells through the Internet

n   Coins, lottery etc.


n   unemployment decrease

n   aggregate demand growth

n   taxes growth

n   business activity growth

n   country and city availability growth


n   Hotels construction

n   Tourism infrastructure development in hope for the future benefits

n   Investment attraction growth

n   Advertising of goods and services


Table 3

Public and private cost-benefit analysis on Olympic stage





n    Security

n    Sportsmen accommodation and food

n    Advertising activities, festivals etc.

n   Utilities

n   Subsidies to the Factories and companies which are closed for the Games period to traffic jams avoiding and so on.

n   number of tourists increase,

n   country image increase,

n    ticketing (partially)

n   Sells through the Internet

n    GDP and GRP growth

n   taxes


n    General organizational costs

n   restrictions for factories and industry companies work

n    country image increase,

n   Investment attraction increase

n   Advertising of goods and services

n    souvenirs  and sport equipment selling

n   plastic cards transactions

n   hotels full filling

n   sportsmen and guests expenditures


Table 4

Public and private cost-benefit analysis on post-Olympic stage





n    Infrastructure and equipment operation costs

n   bank interest revenue

n   assets selling,

n    hosting other mega events


n    Infrastructure and equipment operation costs

n    hosting other mega events

n   souvenirs  and sport equipment selling

n    tourism


Gross Spending Related to the 2010 Games and Distribution of the investments for the Olympic Games are presented on the Fig. 1 and Fig. 2.


Fig. 1. Summary of Gross Spending Related to the 2010 Games

Source: 2010 Winter Olympic and Paralympic Games Report


We can see that the biggest part of the costs is required 4-6 years before the Olympics. This fact proves our theory about the costs distribution during the Olympic business cycle. From the other side, as statistics shows (see Fig. 6) the largest number of investments is really made 3-1 years before the Games.


Fig. 2. Distribution of the investments for the Olympic Games (%)



Created by: authors on the base of  Preuss H. The Olympics. Handbook on the Economics of Sport. Edited by Wladimir Andreff abd Stefan Szymanski. Edward Elgar Publishing, UK, 2009

Thus we should correct our model and increase economic activity during the period of 3-1 years before the Games and decrease the political activity during the period of Olympics hosting (see Fig. 3).


Fig. 3. Political and economic business activity inside the Olympic business cycle (a typical issue)


Created by: authors


The mechanisms of administration plays an important role during the Olympic business cycle. High-quality effective management and planning allows to make profitable and success Olympic Games.

Olympic Games hosting gives an impulse to the economy of their countries and also aims to achieve two main objectives: profits maximizing and positive externalities maximizing.

Private business is more interested in achieving the first objective, state – the second one.

All sources of events and infrastructure funding, which come from the state, regional and local (municipal) levels, constitute public financing. All private domestic and foreign expenses are private funding. Value of public and private funding can be divided into 3 basic models of administration and financing, which can be applied to any Olympic Games:

1)      model of public administration and financing (the share of public participation more than 67%);

2)      the mixed model of administration and financing (the share of public participation from 33% to 67%);

3)      model of private administration and financing (the share of public participation less than 33%)

Figure 4 shows what model of administration and finance was typical for the Olympics Games in 1972-2008.

The monograph also systematized world experience in organizing and hosting the Olympic Winter Games and special attention is given to the first socio-economic results of the XXII Olympic Winter Games in Sochi of 2014.


Figure 4. Administration and financing models of summer Olympic Games in 1972-2008.


























Created by: Preuss, Holger. Economics of the Olympic Games. Hosting the Games 1972-2000. Sydney: Walla Walla Press in conjunction with the Centre for Olympic Studies, The University of New South Wales, 2000, 291 p.; Коваль В.И. Олимпиада 80 (экономический аспект), «ЗНАНИЕ», Москва, 1978 (Koval V.I. Olympics 1980 (economic aspects). Moscow, 1978, in Russian); Прицельный олимпийский огонь // Эксперт, Москва, август 2004 (Direct Olympic fire // Expert, August 2004, in Russian); Игры кончились // Smart Money, 28.07.2008, № 27 (117) (The Games ended // Smart Money, 28.07.2008, № 27 (117) , in Russian).



Monograph is intended for teachers of economic institutions and faculties, graduate students, all interested in the actual problems of the theory and practice the Olympic Games economy.

Added: Jul 16, 2015
Розанова Н. М., Вурос А. Д. М.: ТЕИС, 2000.
Added: Jan 9, 2015
Ролан Ж. М.: Издательский дом НИУ ВШЭ, 2012.
Added: Sep 21, 2012