Корпоративная инновационная система как неотъемлемый элемент развития промышленного предприятия в условиях новой экономики
Innovation management in industrial enterprises is always associated with high costs and a high probability of failure. In this study, we consider the estimation of the maturity of the organizational capacity of the industrial enterprises to implement innovations. For this purpose, we analyzed various approaches to innovation management maturity model (ICMM), as well as a study of innovative enterprises to identify major gaps in their innovative activity. This article offers a systematic approach to improving innovation management
This proceeding volume contains selected contributions from the participants of the IV International Young Researchers Conference: Physics, Technologies and Innovation (PTI-2017) held from May 15 to 19, 2017 in Ekaterinburg, Russia. The conference continued the tradition of annual meetings in the general area of modern science and innovative technology. This, fourth, conference was organized and held by the Institute of Physics and Technology of the Ural Federal University, one of the largest educational institutions in Russia. The primary aim of the conference was providing the opportunity for younger researchers (of graduate and postgraduate level) to meet and discuss the results of their studies, and to present their work in front of a panel of national and international experts. To encourage graduate and postgraduate students to attend and make the meeting as accessible as possible, the conference this year, same as previously, was totally free of charge for all the participants.
Proceedings of the 9th International Conference of Education, Research and Innovation
Luddites is a historical term used to describe a type of artisan, lost their guild status, economic independence and position in the course of the industrial revolution. Perm case allows us to apply the term to a situation of mass introduction of cultural industries in the modern city. In modern society, Gallery is a specialized factory for the production of art. It organizes artistic activity of people of art, develops rules for distinguishing art, creates a center of attraction for artists, their agents and producers. Similar functions are performed by modern theaters, museums, book fairs and exhibition centers. The paper presents an analysis of resistance practices that the local branch of the Union of Artists of Russia, some writers and journalists met with the development of the project in the Perm Museum of Modern Art PERMM and support program for cultural
|1 (26) 2017| © Издательство «Эйдос», 2017. Только для личного использования. © Publishing House EIDOS, 2017. For Private Use Only. Международный журнал исследований культуры International Journal of Cultural Research www.culturalresearch.ru Содержание / Table of Contents Тема номера / Topic of the Issue КУЛЬТУРНЫЕ ИНДУСТРИИ / CULTURAL INDUSTRIES Андрей Николаевич КАБАЦКОВ / Andrey Nikolaevich KABATSKOV | Луддиты в современной культурной индустрии. Пермский кейс / Luddites in Modern Cultural Industry. Perm Case | 82 industries. Displaying the birth of public skirmishes in the press, the ideology of resistance to cultural invasion. The core of the resistance ideology was the idea of the construction of the local territorial identity, spiritual identity and traditions of the mining civilization storage (Ivanov). This allowed the opposition to present a cosmopolitan conflict, businessmen and the keepers of folk traditions. The reason for the defeat of bearers is a disability to mobilize citizens. Relegating them to the role of spectators, and the power of the initiators of the cultural changes turned them into the crowd of onlookers in no one's own social position. As a result of the defeat of “Perm cultural project” Luddites were able to celebrate a victory (in contrast to their British predecessors), and creative industries were compromised.
Analysis of the evolution of theoretical approaches on the nature and content of organization management has showmen an important role of the classic, evolutionary, behavioural, institutional and strategic theories for the concept of innovation management development. A special place within these theoretical views belongs to the entrepreneurial approach (by P. Drucker), which is combining innovation and entrepreneurship in one technology management - entrepreneurial management. The conclusion has been made that up to now the concept of innovative management is under development. It has not yet become part of strategic management. The approach to innovative management existing in the Russian modern economic literature considers it only as a single (specific) function - as management of innovations. Accordingly, the implementation of this function directed to development and implementation of a type of innovation - product, technological, organizational, and marketing and others. Such a narrow view on management of innovations (as a single function) makes the content of innovative management scanty like entrepreneurial management. At the same time this narrow view does not correlate to the new format of the innovation process where researches are only a part of the whole project and the main focus is displaced to demand forming, chain supply construction, clients network creation. The conclusion has been made that there is a need for a broader view on the innovative management of organization like entrepreneurial management, for which a set of microeconomic factors: strategy and strategic control, organizational capital, financial resources, is necessary. Organizations strategy has two principal functions: to overcome the technological and market uncertainty. To perform these functions strategic control over resources by top managers and a system of incentives for innovative investment are required. Organizational capital for innovation exists in the form of functional and hierarchical integration of personnel; the system of incentives and remuneration methods generate collective learning. Strategy and strategic control, organizational capital and financial resources are closely linked in a dynamic process that is resulted in an innovation. This link is provided and supported by innovative management. The paper argues a broader view on the innovative management of organization as an interactive activity based on the feedback interactions (signalling management) and aimed at creating new competitive advantages within a firm/organization due to microeconomic factors. Combining and matching of these factors provide for an organization its competitive advantages due to competition in innovations. As a result, the organization is able to get Schumpeters rent. Based on this approach some principles for innovative management concept development are declared in the paper.
Authors analyze experience of development of the enterprise environment in the engineering universities. Authors analyze the main approaches and vectors of development of the enterprise environment of the universities, provide the review of the state initiatives. Article is base for development of methodical recommendations for the universities about formation of the enterprise environment.