Conditions for Innovation in KIBS: Evidence from Russia
In the coming decades in the process of globalization the position of the USA and Europe will weaken, while the role of developing countries will increase. The role of the two largest emerging economies – China and India – will be of special significance. What future will these fast-growing giants face? The demographers agree that pretty soon India will lead the world in population and thus surpass China, while China will encounter serious population ageing. But economic and political scenarios of the future are quite different: from resounding success and world leadership to collapse caused by demographic and socio-political troubles. Which of them is more feasible? In the present article I analyze the Chinese and Indian development models separately and comparatively and make prognosis of their perspectives in the twenty-first century. Such an analysis could be helpful for understanding Russia's ways of development.
The key purpose of this this study is to investigate the role of Internal Market Orientation (IMO) and its impact on job satisfaction and employees’ commitment in a research context of the small and medium business organizations operating in emerging economy, which represents a different multifaceted cultural setting as well. The results of completed research exhibit an ample empirical evidence for the IMO concept proficiency for small and medium businesses in a divergent business and cultural environment. One of the main findings is the positive influence of IMO on job satisfaction and on employees’ commitment to the job.
Knowledge-Intensive Business Services (KIBS) are seen to be a core sector of the so-called 'knowledge economy', and already play an important role in developed economies. The KIBS providers are both innovate themselves and provide their clients with knowledge and learning opportunities. This paper examines the status of KIBS in Russia, and explores some key issues in their role in innovation using data from surveys of KIBS firms and their clients.
The paper focuses on knowledge-intensive business services (KIBS) to study the determinants of the successful value creation. We argue that value creation is not always efficient: the value of services could be lost due to an inefficient absorptive capacity of service consumers, who must be value adders together with providers due to the nature of services. The origins of inefficiency are elucidated by a thorough study of the interaction between KIBS producers and consumers (co-production). The methodology includes the study of observable patterns in Russian KIBS sector performancein2007-13 obtained from specialised surveys of Russian executives who were asked to answer questions both on their own company and on market developments. We provide both cross-section and generalised analysis of survey data.
Knowledge-intensive business services (KIBS) significantly contribute to the economic growth and competitive advantage of emerging markets, including Silk Road countries. KIBS are not only intermediaries that transfer knowledge through the economy but are also innovators themselves. This paper aims to explore how major innovation drivers influence the implementation of innovation in KIBS. Using a sample of 519 KIBS enterprises from Russia, the results show that human capital increases the implementation of technological innovation, while the link between standardisation and technological innovations is nonlinear (an inverted U-shaped). In addition, the multiregional branch network promotes the implementation of all types of innovation, while advertising investments enhance the implementation of technological and marketing ones. These results help to provide some practical suggestions for both innovation managers and policy-makers.
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