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Новые управленческие практики энергетических компаний в условиях северного изолированного и удаленного энергоснабжения
The study examines the managerial practices of electric power companies in northern isolated and remote areas and their linkage to the institutional mechanisms of national and regional support. The objective is to identify and compare company practices across northern contexts and to show how differences in support instruments reshape managerial decisions under the influence of global trends. Methodologically, the paper employs a descriptive multiple case study in the sense of Yin. The cases comprise the Chukotka Autonomous Okrug (Russia), Yukon (Canada), and Alaska (USA). The empirical base draws on publicly available reports of companies and regulators, strategic documents, and peer-reviewed publications. The findings indicate that forms of government support act as a key mediator between exogenous trends and managerial choices: in Alaska, the cooperative model and incentive programs sustain the development of microgrids, energy storage systems, digital services, and customer-oriented practices; in Yukon, targeted measures for households and municipalities institutionally translate broad trends into demand-side solutions; in Chukotka, the predominance of subsidies and tariff equalization secures reliability but narrows the scope for managerial innovation. The practical contribution lies in outlining avenues for adaptation in Russia’s Arctic Zone: strengthening demand-side measures, expanding digital services, and enhancing mechanisms for community engagement while preserving baseline reliability. The study contributes by documenting a managerial regularity concerning the pivotal role of support design and by laying the groundwork for subsequent typologization of power-supply models and evaluation of the effectiveness of policy instruments.