Journal articles on the topic 'Management of innovative potential'
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1
Pysmak, Viktoriia, Lidiya Mazhnyk, and Tetiana Sigaieva. "Innovative development of the management potential at a modern enterprise." Economics of Development 20, no. 1 (December 28, 2021): 46–55. http://dx.doi.org/10.21511/ed.20(1).2021.05.
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The development of the national economy and its components in modern conditions is increasingly dependent on technological shifts based on innovation. The ability to form and effectively use potential is becoming a decisive factor in enhancing the competitiveness and development of enterprises. The development of managerial capacity will allow enterprises to adapt quickly to new environmental conditions and make effective management decisions. With the transformation of the economic system towards social orientation, there is a transition from outdated forms of enterprise potential management to a new vision of the quality of management potential. Basic approaches to assessing the quality of management potential in its innovative development were formed. The main features of the innovative development of managerial potential were identified. The main features of the development of innovative management potential were determined. A basic structure for management potential innovative development measures was proposed, which regulates that a company’s policy in the field of improving the efficiency of management capacity is a subordinate element of the general strategy of an enterprise, but at the same time it is necessary to monitor the balance between economic performance and social justice.
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Labunska, Svitlana, Robert Karaszewski, Olena Prokopishyna, and Iegor Iermachenko. "Cognitive analytical tools for cost management of innovation activity." Problems and Perspectives in Management 17, no. 1 (April 3, 2019): 395–407. http://dx.doi.org/10.21511/ppm.17(1).2019.34.
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Promotion of innovations on the market is hampered in Ukraine by the lack of methodological approaches for analyzing the efficiency of innovative projects. The lack of appropriate methodology leads companies to refuse to innovate because of the uncertainty of final economic outcomes. The introduction of project based methods for innovation activity management allows, on the one hand, to reconcile strategic and operational objectives within the innovation process, innovation activity and general financial and economic activity of the enterprise, and on the other hand, to implement cognitive approaches to organization of company’s innovation management.The research argues the possibilities of applying the canonical correlation method for structuring the causal links between the determined components of a company innovative capability, such as innovation potential, innovative business opportunities and system margin. As these components may be further assessed by quantitative indices, the method of regression analysis is also used to develop analytical tools for innovation management, which allow to reveal the interrelated impact of expenses on the results of innovation activity. The paper analyzes changes in a company innovative capability that can be provoked by increased material, depreciation, labor and information costs and discusses directions of interrelated changes. Practical testing of submitted proposals is realized based on the Ukrainian companies’ statements for 2012–2017.
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Kopytko, Marta, Mariya Fleychuk, Mariana Veresklia, Nataliia Petryshyn, and Andriy Kalynovskyy. "MANAGEMENT OF SECURITY ACTIVITIES AT INNOVATIVE-ACTIVE ENTERPRISES." Business: Theory and Practice 22, no. 2 (September 15, 2021): 299–309. http://dx.doi.org/10.3846/btp.2021.13431.
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The article identifies the fundamental problems of innovation as a factor in strengthening the economic security of an enterprise in the context of globalization and integration of the world’s economic space. The factors that have a direct impact on innovation activity both in the country and in the world have been investigated. Clustering of individual countries was carried out and Ukraine’s place among them was determined according to the Global Innovation Index. Using the software packages MS Excel and CurveExpert 5.0, a study of the index of innovative efficiency in Ukraine was carried out; dynamics of financing innovative activities in Ukraine, as well as the impact of the level of capital investment on the volume of financing innovative activities. It is proposed to assess the level of economic security of an enterprise based on indicators of its innovative development. The features of interpreting the concept of “innovative activity of enterprises” have been investigated. The sequence and interconnection of such categories as innovative potential, innovative activity, and innovative activity are analyzed. The structure of the process of innovation activity has been investigated. The rhombus of innovative activity is analyzed, which is formed from the following elements: receptivity to new things – provision of resources – communication and organization of the innovation process – a measure of competence. In the study of the specifics of the management of innovative-active enterprises, the analysis of the features and comparison of the differences between innovation activity and other types of economic activity was carried out. The structure of the process of managing innovatively active enterprises has been developed, taking into account aspects of the safety of activities. The prospect of further research identified a thorough analysis of the features of the management process of innovatively active enterprises, considering the impact of global risks and threats. The principal purpose of the article is to study the essence and main characteristics of innovatively active enterprises in the study's context of the security aspect.
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Bunak, Valeriy, Elena Prokhorova, Vladimir Zhuravsky, Sergei Volodin, and Andrei Frolov. "Using Road Maps for High-tech Projects Management." WSEAS TRANSACTIONS ON BUSINESS AND ECONOMICS 19 (February 12, 2022): 592–98. http://dx.doi.org/10.37394/23207.2022.19.53.
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The purpose of this article is to study the necessity of creation and road maps usage as an effective tool in order to create novel approaches for managing innovative high-tech projects using the author-developed criterion of innovative tension, interpreted as the difference of potentials of participants in the innovation process — the donor-enterprise of innovations and the recipient-enterprise of innovations. The method of comparative analysis of various forms of organization of the innovation process and the corresponding variants of the ratio of innovative potentials of participating enterprises was used. As a result of the conducted research, methodical approaches to evaluate innovation potentials of donors-enterprises of innovations and enterprises-recipients of innovations were developed. A criterion for estimating the innovative potential in the donor-recipient system, so-called innovative stress, is formulated. An attempt to disclose the importance of methodological support of road maps on the example of innovative projects is made.
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AVER’YANOV, D. A. "INNOVATION POTENTIAL MANAGEMENT METHODS OF SMALL AND MEDIUM INNOVATIVE ENTERPRISES." EKONOMIKA I UPRAVLENIE: PROBLEMY, RESHENIYA 2, no. 8 (2020): 48–57. http://dx.doi.org/10.36871/ek.up.p.r.2020.08.02.006.
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Based on the analysis of existing approaches, basic principles and management functions, a methodology for managing the innovative potential of small and medium-sized innovative enterprises has been developed. The activation of MSIP and the management of innovative potential are important scientific tasks, the solution of which will allow the Russian Federation to achieve the necessary rates of economic growth and ensure technological independence.
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Минченкова, О., O. Minchenkova, Н. Аббас, N. Abbas, А. Минченкова, and A. Minchenkova. "Organization Innovation Potential Metrics." Management of the Personnel and Intellectual Resources in Russia 8, no. 4 (October 31, 2019): 5–10. http://dx.doi.org/10.12737/article_5d7b8948ed0ff0.84614700.
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The Innovation Potential Indicator looks at behaviors that aff ect how new ideas, processes and products are generated, developed and implemented. For organizations fueled by new ideas and constant change, this assessment bridges the gap between what you know about someone in the present and their future potential for innovation and creativity. In article for increase of innovative potential of the organizations a number of indicators is off ered, their role in activization of innovative business processes is defi ned. In addition, the concept of innovative potential is clarifi ed and the analysis of existing methods for assessing innovative potential is carried out. The model of innovative potential including the following modules is off ered: researches and developments; new products; technological fl exibility, high technologies; the organization and management of human resources; information technologies; fi nancing of innovations; transfer of innovations; partnership and cooperation; innovative intelligent system; innovative methods. Barriers and prospects of development of innovative potential in Russia and its regions are defi ned.
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Kostyshak, Mikhail, Larisa Poletaeva, Natalia Ershova, Ruzanna Sarukhanyan, and Zinaida Petrikova. "The system of management of innovative potential of economic systems." MATEC Web of Conferences 170 (2018): 01100. http://dx.doi.org/10.1051/matecconf/201817001100.
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The purpose of the research is to develop a mechanism for managing the innovative potential of a development organization, which is capable to ensure the transformation of real estate objects due to the changes in market needs. The main approaches to the development of innovative potential of economic systems are presented. Efficiency criteria of management of innovation potential of development organizations are formed. A model based on joint use of system and resource and potential approaches to the management of innovative potential of a development organization is formed. The analysis of modern tendencies of development of innovative potential of economic systems, based on rationalization of management of innovative potential of a development organization is conducted.
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KRAVCHENKO, Oksana, and Nataliia MASHOSHYNA. "Innovative potential of trade enterprises." Economics. Finances. Law, no. 5/3 (May 29, 2020): 28–30. http://dx.doi.org/10.37634/efp.2020.5(3).7.
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Our trends, formed in the conditions of active development of the post-industrial economy, dictate the need to apply an innovative approach not only to the development of the manufacturing sector, but also to form the innovative potential of service enterprises, which include trade enterprises. This is due to growing competition, increasing the frequency of new technologies for consuming services, increasing consumer demand. Innovative trade enterprises gain competitive advantages for the ability to expand the geography of service, optimize the speed of order fulfillment, provide a new level of comfort in receiving services, increase the reliability of services provided, and therefore increase customer confidence. The result of the previous review was the production of the most common features of the innovative potential, which are the result of systematization and a previous determination of the criteria for evaluating the potential of innovation. In conclusion, we can say that the innovative potential of the enterprise - is primarily the ability of the enterprise to create, develop and implement innovations. Innovation potential consists of a set of individual elements, each of which affects the resulting trait. Innovative potential is a separate object of management in the structure of strategic management of the enterprise. When assessing the innovation potential, it is advisable to use the necessary and sufficient number of indicators, which recorded the cause of the investigative relationship between the indicator and the result of the enterprise, are differentiated into groups. Obviously, based on the logic of the concept of "innovative potential of a commercial enterprise", the introduction of innovations and updates in the process of economic activity at all stages (from purchase to sale of goods) is evidence of staff knowledge, commercialization of creative ideas and actual potential. Only under these conditions it is possible to form and realize the innovative potential of a commercial enterprise, as well as to satisfy the interests of the consumer.
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Borisov, A., S. Shelonaev, T. Trofimova, and M. Rasina. "Management by Development of Innovative Potential of Organization." Management of the Personnel and Intellectual Resources in Russia 10, no. 6 (January 28, 2022): 53–57. http://dx.doi.org/10.12737/2305-7807-2022-10-6-53-57.
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This article explores the innovation potential of the staff at industrial enterprises. The relevance of the research is confirmed by the increasing interest of companies in innovation. This manifests itself both in the changing organizational structure of enterprises and a new approach to human resource management, for instance, the revision of the key performance indicators of employees.
One of the main goals of the research was determining the factors that influence the development of the innovation potential of staff and assessment of their impact.
The institutional approach formed the conceptual basis of the study. It allowed the authors to consider the management of innovation potential as a special mechanism for achieving sustainability, stable development of an enterprise, and its strategic success in general.
The authors established that organizational and administrative factors have the greatest influence on the formation and development of the innovation potential of staff, while the constraining factors are the lack of an innovative strategy, authoritarian management style, and bureaucratization.
Studying the techniques aimed at the development of staff’s innovation potential, the authors concluded that the most effective ones for industrial enterprises are consultations of subject matter specialists.
A significant novelty of this work is the model of interaction of participants in the innovation process developed by the authors.
The research findings enabled the authors to devise recommendations for the formation and development of the innovation potential of the company’s employees.
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Kilimova, Ludmila, Olga Nishnianidze, Michael Cherkashin, and Alexey Pykhtin. "Problems of regional management of innovative food industry development." BIO Web of Conferences 32 (2021): 03018. http://dx.doi.org/10.1051/bioconf/20213203018.
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The article describes the need to consider management of innovative food industry development at all levels of national economy. Management of innovative potential of regional economic entities is considered as a set of processes and activities of management cycle, forms, and methods of its organization, aimed at ensuring innovative development of economic entities, achieving formulated mission and innovative goals using a focused impact on innovative potential components. Organizational structure of state management of innovative potential is also described. Horizontalvertical structure of innovative potential management of regional economic entities of Russian food industry is based on this structure. It is described in the context of all levels of national economy. Innovative potential of regional economic entities is managed according to the principle of complexity, systemicity, goal commitment and continuality. A resource-based approach has been identified for innovation capacity management process.
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GOSWAMI, SANGHAMITRA, and Mary Mathew. "COMPETENCIES FOR ORGANIZATIONAL INNOVATION POTENTIAL: AN EMPIRICAL ANALYSIS ON INDIAN INFORMATION TECHNOLOGY (IT) ORGANIZATIONS." International Journal of Innovation Management 15, no. 04 (August 2011): 667–85. http://dx.doi.org/10.1142/s1363919611003271.
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This study examines competencies that contribute to innovation in Indian Information Technology organizations (n = 42). These competencies were conceptualized and measured in this paper. Their measurement is described. A cluster of low and high potentially innovative organizations, based on measures from an earlier study by the authors, is used to understand the competencies in the context of innovation. An organizational innovation potential score categorized organizations as innovative (high) and less innovative (low) organizations. Logistic regression was done to assess the competencies of low and high innovative organizations. Results showed that product breadth competency, innovation adaptability competency, new business development competency and organizational learning competency contribute to organizational innovation potential. The paper discusses research and managerial implications.
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Repeshko, Yu, A. "THE CONCEPT OF INNOVATION POTENTIAL AND METHODS OF ITS MANAGEMENT." Business Strategies 10, no. 2 (February 28, 2022): 47–49. http://dx.doi.org/10.17747/2311-7184-2022-2-47-49.
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In the harsh and constantly changing market conditions, it is important for each enterprise to maintain a high level of competitiveness, and one of the determining factors in this matter is the innovative potential of the enterprise. Innovative potential can be considered all those opportunities and resources that an industrial enterprise can use to create and implement innovations. In order for an enterprise to “stay afloat”, it needs to understand how to manage its innovation potential.
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KRASNOSTANOVA, Nataliia E., Serhii I. MAIDANIUK, Nataliia V. PRYVALOVA, and Natalia V. AKYMENKO. "Methodological Basis of Assessment of Innovative Potential in the Regional Management System." Journal of Advanced Research in Law and Economics 9, no. 4 (March 16, 2019): 1317. http://dx.doi.org/10.14505//jarle.v9.4(34).18.
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The article presents the features of administrative means of regulating the economy. Consider the main tasks of integration of the regional innovation space, the role of an organizational model for the formation of the interaction of regional subjects of innovation in the context of the formation of the innovation core of modernization processes. Also, the innovative potential of the Odessa region in terms of the integral indicator of innovation potential, weighting factors of the components of the integral indicator of the level of innovation potential, generalized indicators of the scientific potential, the level of potential of innovative developments and the susceptibility (susceptibility) of innovations are evaluated and analyzed.
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Васильев, Петр Петрович. "INNOVATIVE IMPERATIVES OF MANAGEMENT OF LABOUR POTENTIAL." STATE AND MUNICIPAL MANAGEMENT SCHOLAR NOTES OF SCAGS 1, no. 2 (July 2017): 80–85. http://dx.doi.org/10.22394/2079-1690-2017-1-2-80-85.
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Kuzovleva, Irina, Vera Alekseenko, Tatiana Filippova, and Tatiana Kudryavtseva. "Efficiency of construction cluster innovative potential management." IOP Conference Series: Materials Science and Engineering 497 (April 2, 2019): 012033. http://dx.doi.org/10.1088/1757-899x/497/1/012033.
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Борисова and N. Borisova. "Motivational Strategy for Personnel Management in the System of Innovation-Oriented Human Resource Management." Management of the Personnel and Intellectual Resources in Russia 3, no. 6 (December 15, 2014): 58–65. http://dx.doi.org/10.12737/7293.
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The paper analyzes motivational personnel management strategy within the conditions of transiting to the innovative economy and evidences the objective
need and nature of the new approach to management. The subject of inquiry is the system of innovation-oriented human resource management (HRM) system,
created with the aim to facilitate sustainable growth of human resources potential. The author’s model of how such a system functions reveals the essence of
managerial activity in the aspect of utilizing and developing personnel innovative potential for the purpose of enhancing competitive stance of the organization.
As the conceptual apparatus of the issue in hand is rather debatable the author fi nds it reasonable to specify meaning of such concepts as «personnel», «human
resources», «innovative potential» and «innovativeness of the personnel». Assuming that in the realities of innovative economy organizational staff ’s innovative
potential is an essential quality, refl ecting the degree of personnel’s innovativeness in terms of capabilities to generate new knowledge, and further to transform
these knowledge in practical innovations, thus contributing to business worth and competitiveness of the employing company. Motivational strategy of
personnel management is considered because it serves as the key element of the innovations-oriented HRM, which is of particular importance for achieving
organization’s strategy goals. To successfully implement motivation strategy of personnel management there should be in place some powerful incentive
system, conducive to systematical growth of workers’ innovation potential based on up-to-date motivational techniques, tools and methods. The paper focuses
mainly on corporate business-training and gives priority to extended forms of training and couching, which, as the author shows, are capable of forging strong
incentives for professional and intellectual development of personnel and enhancing the workers’ competitiveness in terms of innovations. The author presents
fi ndings of her own research, which are helpful in identifying top trends in modern HRM development and ways to improve incentives to motivate personnel
under conditions of building the innovative economy in Russia.
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Taraskina, Yulia Victorovna, Maria Vladimirovna Shendo, and Svetlana O. Gordienko. "Creating effective mechanism of regional innovative development management." Vestnik of Astrakhan State Technical University. Series: Economics 2021, no. 2 (June 30, 2021): 88–97. http://dx.doi.org/10.24143/2073-5537-2021-2-88-97.
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The paper focuses on the problem of effective innovative regional development for strengthening the country's competitive position in the world market, ensuring the economic growth and improving the living standard of the population, which is a key task of the socio-economic policy of the Russian Federation. Creating modern mechanisms for managing innovative regional development should contribute to the activation of innovative activities in the region, increase its investment attractiveness and, as a result, improve its position in the National Rating of Investment Attractiveness of the subjects of the Russian Federation. Based on the analysis of the Global Innovation Index, conclusions are drawn about the success of the implementation of the Strategy of Innovative Development of the Russian Federation until 2020, and factors that have a positive and negative impact on the effectiveness of the innovation system of the Russian Federation are identified. The conducted SWOT analysis of the innovative potential of the Astrakhan region has shown that, despite the real potential, the innovative development of the region is at a low level. The concept of mechanism of innovative development is clarified and the concept of region is specified. The mechanism of innovative development of the region is proposed, consisting of seven elements: object, center, subjects, goals, algorithms of the mechanism of innovative development of the region, including management processes, methods and tools of management, conditions and factors that can contribute to or hinder the effective functioning of the mechanism, a system for evaluating the effectiveness of its work. The purpose of the mechanism is substantiated: to provide a synergistic effect in the development of the innovative potential of the region by ensuring effective interaction of all its participants. It has been stated that the proposed mechanism of innovative development can be used in any subject of the Russian Federation, taking into account the specific features of the region.
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Kapesa, Tonderai, Gift Mugano, and Houdini Fourie. "Innovative financing of public infrastructure in Zimbabwe: Status vs. potential." Investment Management and Financial Innovations 19, no. 1 (March 11, 2022): 225–35. http://dx.doi.org/10.21511/imfi.19(1).2022.17.
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The paper examines the status and future potential of innovative finance in mitigating public infrastructure financing gaps in Zimbabwe. The study is descriptive. Data were collected through 23 interviews and 32 questionnaires. Interviews were conducted with managers of government of Zimbabwe ministries and parastatal enterprises, and the results were analyzed using thematic analysis. Whilst the questionnaires were distributed to officers of government of Zimbabwe ministries and parastatal enterprises and analyzed using Stata v14. The findings revealed that Zimbabwe does not currently finance public infrastructure using conventional innovative financing instruments. However, there are innovations in the combination of conventional financing instruments such as bonds, loans, and budget appropriations to finance power (electricity) infrastructure to a limited extent. Scope and potential exist for using innovative finance once a supportive legal and regulatory framework for public private partnerships (PPP) and other innovative financing instruments is in place in Zimbabwe. Using a binary logistic regression model, the findings showed that the infrastructure sector is the only factor significantly influencing innovative infrastructure financing at the 5% significance level with p-value < 0.05. The study recommends Zimbabwe to follow the South African Public Private Partnership framework by developing provincial and municipal regulations anchored in national legislation. There is latent potential for closing the public infrastructure financing gap in Zimbabwe using innovative finance.
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LARIONOVA, Katerina, and Tetyana DONCHENKO. "THEORETICAL FUNDAMENTALS OF INNOVATIVE ENTERPRISE RESTRUCTURING." Herald of Khmelnytskyi National University 292, no. 2 (May 2021): 113–20. http://dx.doi.org/10.31891/2307-5740-2021-292-2-19.
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The article investigates and highlights the approaches to defining the concept of “enterprise restructuring” depending on the state of its development strategy, substantiates the economic essence of the concept of “innovation” and “innovative activity “. Based on the combination of characteristics and essence of these concepts, the definition of “innovative restructuring” is formalized and the author’s definition is proposed. It is determined that innovative restructuring is practiced not so much in crisis enterprises as in enterprises that operate stably and seek radical quality change. When making changes, the main ones should be the innovative orientation of management systems, production flexibility, purposeful and effective innovations. It is proved that for effective and complex innovative restructuring it is necessary to improve the enterprise management system by developing and implementing new principles, methods and management structures. That is why the elements of the mechanism of innovative restructuring of the enterprise were singled out and the functions of innovative restructuring were defined and detailed, which allowed to improve the conceptual and categorical apparatus of this economic concept. It is proved that the condition for effective implementation of innovations in the framework of restructuring is the presence of innovative potential in the enterprise. In addition, the transition of the enterprise from one stage of development to another involves the gradual development of innovation potential. This explains the close relationship and mutual influence between innovative restructuring and the innovative potential of the enterprise. Thus, the achievement of goals in the process of enterprise restructuring will depend on the ability to form an effective system of innovation management and the level of innovation potential of the enterprise – its ability to achieve innovative goals.
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Kosteniuk, Iu B. "Modeling of Enterprise Potential for Development of Management Strategies." Statistics of Ukraine 87, no. 4 (March 12, 2020): 21–27. http://dx.doi.org/10.31767/su.4(87)2019.04.03.
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The conducted research is concerned with the evaluation of various elements of the potential and the determination of their influence on the competitive behavior of the enterprise.
Using the graphical method "Polygon of potential" the efficiency of various elements of the enterprise potential is determined. The performed modeling makes it possible to systematically establish quantitative and qualitative links between individual elements of the potential, the level of its development and competitiveness and on that basis to justify and timely implement strategies for managing the enterprise potential. In practice, it is difficult to use a spherical form to evaluate the potential of the enterprise. The purpose of the analysis is to simplify the graphical model to the form of a square according to the number of directions diagnostics of potential capabilities for the enterprise.
Diagnosis of the enterprise potential was performed by the method of comparative complex rating estimation with the help of the system of indicators for the following functional blocks: production potential; financial potential; staff potential; innovative potential. The calculation of the final rating is based on the method of points used to analyze each indicator of these functional blocks.
Models based on data over three years have a different square shape. Modeling has helped to identify the disharmony of vectors that describe financial and innovation potential. This potential requires immediate transformation, which will help to improve the balance of the elements of the potential.
The results of the study are the proposed strategies for managing the potential of the enterprise: a strategy for improving staff capacity; strategy for improving innovation potential; a strategy for improving financial capacity. In addition, the company needs to pay special attention to the development of innovative potential, which substantiates the success of the company and the high efficiency of innovative business processes.
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Перевозчикова, Наталия, Nataliya Perevozchikova, Диана Багдасарова, and Diana Bagdasarova. "Management of Innovative Activity Motivation of Personnel in Modern Higher Educational Institutions." Bulletin of Kemerovo State University. Series: Political, Sociological and Economic sciences 2019, no. 1 (April 18, 2019): 122–27. http://dx.doi.org/10.21603/2500-3372-2019-4-1-122-127.
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The present research features the topical problems of innovative activity motivation of the personnel of higher educational institutions to determine various ways to increase innovation activity. The authors analyzed the categories of motivation and innovation potentials, i.e. their characteristics and importance for the implementation and introduction of innovations in the sphere of highly intellectual teaching. The paper describes some specific methods that could increase the innovative activity motivation in higher education institutions, e.g. economic methods of motivation, the method of management by objectives, the method of participative management, and the method of job enrichment. These methods of motivation allow the management of higher educational institutions to stimulate their employees to raise the level of their innovative-active behavior and to maximize the realization of the innovative potential of employees in order to achieve the goals of the organization and personal goals.
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BOLSHAYA, O. "INNOVATIVE MANAGEMENT IN MODERN EDUCATION." ТHE SOURCES OF PEDAGOGICAL SKILLS, no. 22 (November 7, 2018): 31–34. http://dx.doi.org/10.33989/2075-146x.2018.22.184374.
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The article deals with the essence of innovative management and forms of its implementation in the educational process of Ukrainian higher establishments. The implementation of an innovative management in the educational process, which aims at developing educational institutions and the prospects for the education of the region, is substantiated. The peculiarities of traditional and innovative management of educational processes are examined, basic directions of educational management improvement in Ukraine are defined.It is determined that the introduction of innovative management in educational establishments involves the following conditions: socio-pedagogical, implemented through the principles of democratization and humanization of the educational process and management of this process. Creation of all prerequisites for the development of creative potential of teachers, students, members of the administrative apparatus in order to attract them to experimental research activities; Psychological and pedagogical ones, which are based on continuous informing of workers on scientific and pedagogical issues, entry of the institution into innovative infrastructure, institutional provision of the training process and raising the professional level of the subjects of the innovation process, formation of employees of the innovation culture; organizational and pedagogical ones, which are based on the financing of the innovative activity of the institution and the creation of a system of special incentives for the implementation of educational innovations through the establishment of scientific, legal and economic ties with scientific institutions and organizations both within the state and abroad.
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Shvets, V. Ya, and Yu V. Dubiei. "Management of innovative potential of Ukrainian industrial enterprises." Economic Bulletin of Dnipro University of Technology 75 (December 2021): 106–13. http://dx.doi.org/10.33271/ebdut/76.106.
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Yakubova, D. E., and Zh Saparkyzy. "DEVELOPMENT OF THE INNOVATIVE POTENTIAL OF UNIVERSITY TEACHERS IN ADDITIONAL PROFESSIONAL EDUCATION." Bulletin of the Korkyt Ata Kyzylorda University 58, no. 3 (2021): 208–13. http://dx.doi.org/10.52081/bkaku.2021.v58.i3.089.
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The article considers the theoretical foundations of the creation and understanding of the effectiveness of the development of innovative potential of teachers of universities with a personal point of view. The result of the innovation process in education is the application of innovations in theory and practice. Innovation in the education system is the introduction of innovations for the purpose of education, the transformation of new approaches and practices and forms of education, the introduction and dissemination of new pedagogical systems, the creation, development and implementation of new school management technologies. to meet the new requirements. The concept of an innovative educational process as a system of primary values characterizes it as spiritual production, and its product is not only the acquisition of new knowledge and values, but also the disclosure of the true strengths and abilities of students. Innovations in education are based on socially significant values: people, life, work, home land. This is considered as an indispensable condition for creating an effective model for the development of innovation potential of teachers of universities at the expense of using innovations in additional professional education. The basic concept of "innovative potential of university teachers" is defined. The purpose of this article is to consider the theoretical aspects of the development of innovative potential of teachers in the system of additional professional education.
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Shaulska, L. V., and R. I. Hrynkevych. "The Synthesis of Management Practices at a Perfect Innovation-Active Organization." Business Inform 1, no. 528 (2022): 414–23. http://dx.doi.org/10.32983/2222-4459-2022-1-414-423.
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The article develops an image of a perfect innovatively active organization and tests of its diagnostic capabilities at the enterprises of the machine-building industry. The current conditions of functioning of organizations that actively carry out innovative activities have led to the use of post-neoclassical managerial rationality as a converging epistemic paradigm, which allows to systematically examine the phenomenon of innovative activity. When constructing the image of a perfect innovatively active organization, the existing pool of managerial knowledge, taking into account dynamism, non-linearity, complexity and uncertainty of conditions, was systematized and synthesized on the basis of the use of synergistic approaches, which provided possibilities to form systemic ideas about the characteristics of an organization capable of organic coevolution with the external environment. The hypothesis used for the present study is as follows: the modern market environment is characterized by inequality and dynamic organization, which can be coevoluted only by applying the cognitive potential of a wide social environment. This, in turn, involves an appeal to the mechanisms of self-organization, which are able to create management models of a fundamentally different order of complexity, are sensitive to changes in the external environment, and are able to produce relevant adaptive reactions to these transformations. In the course of the study, the synergistic approach was used to select the congruent properties of a perfect innovation-active organization. The list of progressive management practices of a perfect innovation-active organization is typologized and synthesized. On the basis of the proposed image, a questionnaire is developed, allowing to diagnose the quality of management of innovative development of enterprises of the machine-building industry.
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BELLIS, PAOLA, and ROBERTO VERGANTI. "PAIRS IN INNOVATION: HOW WORKING IN PAIRS HELPS ORGANISATIONS TO MOVE INTO A NEW SHARED DIRECTION." International Journal of Innovation Management 24, no. 03 (December 18, 2019): 2050072. http://dx.doi.org/10.1142/s1363919620500723.
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Innovation is a collaborative act. Thus, a lot of attention has been paid to teamwork as the prevalent approach for innovation in companies. However, teams also present limits, due to conflicts and compromises when converging. This study, which focuses on the development of innovative directions, explores the nature of collaboration by looking at the purest unit of collaboration: the pair. We isolate the case of pair collaboration and investigate, through empirical investigations, the sensemaking process people accomplish and how it is affected by those tensions that affect teams when innovating. We observe how innovation unfolds when people move from creating individually, in pair and finally in team. Findings suggest that the pair creates an intimate environment where innovative thinking, alignment and engagement flourish and that it is a good intermediate step towards teamwork. This paper acknowledges an underestimated dynamic of innovation, pair collaboration, which has real potential to address one of organisations’ most problematic challenges: people engagement and convergence towards an innovative direction.
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Rakhmetulina, Zh B., and A. S. Kulmaganbetova. "Organization of the information system of innovative potential of enterprises." Bulletin of "Turan" University, no. 2 (June 13, 2021): 73–80. http://dx.doi.org/10.46914/1562-2959-2021-1-2-73-80.
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The purpose of the article is to consider the organization of the information system of the innovative potential of enterprises. The management of innovative potential of the country is a research, development, and use of the innovative potential of each enterprise, which aims to maximize the synergistic effect of their development, meeting the objectives of the state's innovation policy. In the article, the authors have developed an information system for monitoring the level of innovation potential of the country as a system of parameters of a web service necessary for data processing, implementing the methodology for calculating the main indicators of the level of innovation potential at the macro and micro levels in the online mode. In this paper, the authors give practical recommendations for the functioning of this information system for monitoring innovation potential at the country level. The advantage of the information system is the possibility of using the method developed by the authors of the integrated assessment of the level of innovative potential of the enterprise and updating the data obtained. The mechanism of information support for monitoring the innovative potential of enterprises is formed on the basis of the data of the Passport of Innovative Development. The structure of the Passport and its content are designed to form an information base for monitoring the innovation potential in the strategic planning system of the enterprise.
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Kuzmin, O., N. Stanasyuk, and M. Olikhovska. "Application of Cluster Approach to the Development of Industrial Potential: Innovative Policy and Management Support." Economics, Entrepreneurship, Management 4, no. 1 (2017): 41–48. http://dx.doi.org/10.23939/eem2017.01.041.
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Říhová, Lenka, Přemysl Písař, and Karel Havlíček. "Innovation potential of cross-generational creative teams in the EU." Problems and Perspectives in Management 17, no. 4 (November 11, 2019): 38–51. http://dx.doi.org/10.21511/ppm.17(4).2019.04.
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The goal of this article is to define the key factors for the development of cross-generational creative teams, the application of which can help businesses achieve maximum use of their human capital and thereby increase their innovative potential. The need to explore this issue is due not only to technical and technological development, which is fundamentally changing the content of work and the approach to work, but also due to the current lack of workers on the labor market of the Czech Republic and other EU countries. Findings from this article are based on a quantitative study on the research sample of 341 SMEs from the EU for the period 2017–2019. The data examined were obtained based on a personalized questionnaire in the SMEs. The outputs of the key factors for innovation potential of cross-generational creative teams’ linear correlation were further validated by experimental testing on a selected set of successful creative teams. During this testing in the form of in-depth semi-structured interviews, key areas of human resource management were defined in order to achieve more efficient use of human capital. It was confirmed that cross-generational creative teams have an influence on the innovative planning or financial health of a company, and four key areas of HR management were defined to increase the innovation potential of human capital: care and motivation of existing creative team members; acquisition of new creative team members; defining the competencies of creative team members; communication and digital culture.
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Mykhailichenko, Hanna. "Management of the potential of tourism destinations." INNOVATIVE ECONOMY, no. 1-2 (2020): 133–38. http://dx.doi.org/10.37332/2309-1533.2020.1-2.19.
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Purpose. The aim of the study is to develop the parameters of capacity utilization assessment and innovative development of tourist destinations at the expense of the created tourist product of the destination; studying the basic principles of its formation. Methodology of research. The empirical methods of research are used in the course of the research, namely: the method of generalization – when forming a multi-vector approach to the development of tourist destinations; the method of expert assessments – when positioning the tourist product in the tourism system; method of classification and system analysis – in the study of innovativeness of components of the tourist product. Methods of analysis and synthesis, scientific generalization and comparison – when researching data of scientific sources (monographs, articles of domestic and foreign scientists), as well as open sources of statistical information and official data of forums, ratings, international tourist barometer are used in the research process. Findings. As a result of research the problems of assessment of tourism potential are updated as a source of innovative development of tourism; indicators and methods of measurement are analyzed; definition of the category “innovative potential of tourism” is substantiated and a model of its evaluation at different levels of implementation, with various forms of interpenetration and facilities of influence, implementation of effectiveness, perception and realization of the potential of tourism enterprises is presented. The proposed valuation tools that allow to use the tourism resource potential of the country / region / destination have a positive impact on the value pricing of exhaustible resources for sustainable tourism development, allow forming capital resource potentially attractive resorts that will affect their investment and reputational status. At the end of the article the factors of formation of innovative tourist product of destination as an effective tool of realization of tourist potential of the region are offered. Originality. The complementary factors of influence on the formation of a tourist destination management system by realizing existing and enhancing effective development potential are determined. Unlike the existing ones, these factors make it possible to estimate the direct and indirect contribution of tourism in the country's GDP by exploiting existing and enhancing excellent tourism potential. Practical value. The proposed structure and content of the tourist product of the destinations, its innovative component is the basis for the formation of the product strategy of the destination product, raising its competitive status, sustainable development. Key words: tourism potential; innovative development; evaluation of tourism potential; tourism product; destination.
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Sukhovey, Alla F., and Irina M. Golova. "Differentiation of Innovative Development Strategies of Regions for Improving the Effectiveness of Socio-Economic Policy in the Russian Federation." Economy of Region 16 (December 2020): 1302–17. http://dx.doi.org/10.17059/ekon.reg.2020-4-20.
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The study aims to develop a differentiate d approac h t o th e elaboratio n o f innovativ e developmen t strategie s o f Russian regions, which allows an effective implementation of innovative paradigms, considering the specificity of scientific and technical, innovative, and production and technological potential of regions. The analysis of international experience of innovative development illustrates the need to consider regional features when creating innovative strategies. We examined the dynamics of the innovative potential of Russian regions over the past decade. We hypothesise that an effective targeted innovative strategy of a region should be closely related to its socio-economic strategy, relying on the most relevant scientific, technological, and educational potential. We identified 4 main criteria for differentiating innovative strategies. These criteria application increases the effectiveness of innovation policies. These factors include the relationship of regional innovative strategies with relevant socio- economic strategies, the innovation and technological specialisation of the regions, regional needs for innovative transformations for the future, and forms of innovation activity. A comparative analysis of innovation and production capabilities and needs of Russian regions showed significant differences in the number of people employed in research and development, technological innovation costs, manufacturing output and other indicators. Based on the analysis, we identified top 15 regions, which are the most innovation-ready. The study used comparative analysis methods, economic and statistical methods, and forecasting methods. We proposed an algorithm for using a differentiated approach for strategizing regional innovative development. Finally, we concluded that a differentiated approach to the development and implementation of innovative development strategies allows improving the efficiency and targeting of state innovation policy through more efficient use of available resources and opportunities to strengthen the sustainability of regional communities. The article is intended for experts in the field of theory and practise of managing the innovative development of regions.
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Bielialov, Taliat. "Risk Management of Startups of Innovative Products." Journal of Risk and Financial Management 15, no. 5 (April 27, 2022): 202. http://dx.doi.org/10.3390/jrfm15050202.
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The activation of the startup movement is one of the fundamental preconditions for the transition from innovation to a startup ecosystem, the development of which is impossible without special innovation structures that help startups promote innovative products on the market. The purpose of this article is to modernize the process of promoting innovative products on the market in the form of startups, taking into account the trends of the innovative development of the modern economy. The following methods are used in the article: situational and design approaches; methods of simulation and structural−functional modeling—to determine the potential market demand for innovative products and plan the process of their promotion to the market; and BPMN notation—to formalize the integration links between actors in the process of promoting innovative products on the market. As a result, a scheme for assessing the economic efficiency of innovative product market promotion process management was developed that sorts out several indicators at each stage of the innovation process, which allows one to increase the clarity and completeness of the promotion process management while reducing costs. The system of risk management of innovative products has been studied using the example of the promotion of the innovative startup Hideez Technology Ltd on the market in Europe and the USA. This has allowed the company to benefit economically from implementing the results, reaching USD 20,000. In conclusion, the sequence of actions for making management decisions during the implementation of the strategy for innovative product promotion process management was defined.
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Skonieczny, Jan, Oleksandra Vagonova, and Andriy Vilyanskiy. "Evaluation of the Innovation Potential of an Industrial Enterprise." Advanced Engineering Forum 22 (May 2017): 143–50. http://dx.doi.org/10.4028/www.scientific.net/aef.22.143.
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This article discusses the initial stage of formation of an enterprise activity management aimed at the innovative development. The structure of the sources of financing innovative activity of an enterprise is considered. Philosophy of management of the innovative activity of an industrial enterprise is given; factors affecting the level of the innovative activity of an enterprise are outlined. Management algorithm of the innovative activity of an enterprise is worked out.
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Horal, Liliana, Bohdan Brych, and Kostiantyn Klymenko. "STRATEGIC MANAGEMENT OF INNOVATIVE PROCESSES OF ENERGY ENTERPRISES." Economic Analysis, no. 31(1) (2021): 271–78. http://dx.doi.org/10.35774/econa2021.01.271.
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Introduction. Today the development of strategic management of innovative development of enterprises, which orients the enterprise to effective functioning on the basis of introduction of the newest technologies in production and administrative activity, at realization of set of business processes, their integrity and coherence in the competitive markets, consideration of innovation of the enterprise as integrity. strategic groups. Goal. The purpose of the article is to consider the peculiarities of forming a model of strategic management of innovative processes of energy companies Method (methodology). The main methods were induction and deduction, logical generalization, comparative and system-structural analysis, grouping to identify existing problems of strategic management of energy companies. Results. The article considers the theoretical aspects of strategic management of energy companies. The main problems of the researched question are covered. The main features of strategic management at energy enterprises are revealed and the directions of activity on the part of the innovation component are outlined. The structure of the innovative potential of energy enterprises is determined, which reveals its structure, main components, principles of formation and development. The essence of the concept of strategic management of innovation processes at energy enterprises is revealed. The problem of choosing a system of indicators that allow the complex to characterize the potential on various grounds and build a model of strategic management of energy companies.
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Abylaykhanova, T. A., and Zh B. Rakhmetulina. "Monitoring the innovative potential of enterprises." Bulletin of "Turan" University, no. 3 (October 7, 2021): 116–23. http://dx.doi.org/10.46914/1562-2959-2021-1-3-116-123.
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The aim of the article is to consider the issue of monitoring the innovative potential of enterprises. In modern conditions, the innovative activity provides competitive advantages to any enterprise, but the most significant successes are achieved by enterprises that are purposefully engaged in the development, implementation, maintenance, and use of innovations. Various changes affect the innovative activity of enterprises, and therefore it is necessary to constantly monitor and analyze the innovative potential of enterprises. As a result of the study, the authors found that monitoring is a multi-purpose information system with active goal-setting, therefore, during implementation, the specifics of its implementation should be taken into account, the tasks, the conceptual framework and the implementation mechanism should be formed. The procedures for monitoring the formation, development and rational use of innovative potential should be carried out in a certain sequence, with a set of indicators recorded at each stage, followed by an analysis of the causes of the inconsistencies, documentation and interpretation of the results. In addition, the monitoring procedures should use modern technologies for processing data sets that contribute to the development of justified management decisions. This approach to monitoring will ensure effective management decisions on the formation, development and rational use of the innovative potential of enterprises. As a result the innovative activity of enterprises should be carried out using modern methods and tools for monitoring the state of innovative potential for the development of justified management decisions.
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Dingquan, Yang, Ma Lu, and Xu Xiwei. "Study on the Maturity of People Capability in Innovative Enterprises." Journal on Innovation and Sustainability. RISUS ISSN 2179-3565 3, no. 1 (August 13, 2012): 53. http://dx.doi.org/10.24212/2179-3565.2012v3i1p53-60.
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The characteristics of innovative enterprises are high-growth and high-risk, enterprises in the fast growing are easy to neglect human resource management focus and the potential risks. This paper applied PCMM and AGBA evaluation model to evaluate maturity of people capability for innovative enterprises, and an indicators system of innovative enterprise is built. It is proposed that innovative companies can effectively overcome low maturity of people capability and innovation deficiency by employing PCMM, it can also continuously improve management and innovation capability of innovative enterprise.
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Kravchenko, Olena I., Dmytro S. Tymchuk, Tetiana H. Pavlych, Dmytro P. Kyslenko, and Olena V. Lutsenko. "Educational Management of Innovative Pedagogical Process in Higher Education Institutions (HEIs)." International Journal of Higher Education 9, no. 7 (August 4, 2020): 1. http://dx.doi.org/10.5430/ijhe.v9n7p1.
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The article proves that one of the objectives of the contemporary high school is developing the potential of all participants of the pedagogical process, giving them opportunities for revealing creative abilities. Such a change in the role of education in society has led to innovative processes. We distinguish the following elements of innovative activity in HEIs: the goal (increasing the efficiency of resource use in the HEIs), the content (the processes of creating and applying the innovations, including regular ones) and the product (the quality of training the graduates of the HEIs). We also identified the following types of innovation: organizational, processive and productive, which are the subjects of innovative activity in the HEIs. Under these circumstances, the planning and application of innovations are considered as the area of involving teachers into innovation activity. We specified the factors increasing the number of innovative activities: organizational and technological preparation of creating innovations is considered pre-innovation activity; the production of innovations depends on research and scientific work; the application of innovations includes the stages of implementation, design and dissemination. We distinguished contextual, educational, scientific and innovative processes and the process of strategic development of human potential. We identified the prospects of researching the innovative environment of HEIs as a condition for effective innovative activity of teachers. Generally, the structure of indirect management of the innovative process includes the main stages of the reflexive regulation of searching a new idea: the stages of criticism, conscious rethinking and normalization of the activity. The organizational structure of such management includes the following stages: diagnostic, regulatory, analytical and verification. Knowledge of the varieties of structures and their main stages is necessary to define the whole system of reflective management, because the innovation process consists of micro-innovation processes, which need to be adjusted in communication. We analysed the basic structural components of the authors’ technology of managing the innovation process at the department level as a structural part of НЕІs.
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Stawasz, Edward, and Paweł Głodek. "SMEs innovation and job creation potential in the shadow economy context." Comparative Economic Research. Central and Eastern Europe 13, no. 4 (February 23, 2011): 99–115. http://dx.doi.org/10.2478/v10103-009-0048-x.
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The presented paper treats about the ability of creating new jobs by innovative SMEs in Poland in the age of a deep transformation of the Polish economy. The authors try to verify the concept of B. A. Kirchoff about the relationship between innovation and enterprise growth. Some sector and market conditions of functioning of innovative SMEs are also analyzed in the paper. A study among 81 Polish SMEs from Lodz region confirms that there is an independence between enterprise innovation and its ability to create jobs. On one side, among analyzed enterprises about 14% was highly innovative fast growing. On the other side, low innovative and slowly growing made a high percentage. The research pointed an important factor of the ability of job creation - sector and market conditions, management problems (lack of experience, problems with gathering the initial capital) and poor public support. The shadow economy has a positive impact on growth rather than on innovation. However, it does not have a positive influence on expansion, innovation and new jobs creation undertaken simultaneously, which is the most desirable activities of the enterprise.
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Shvindina, Hanna, Leonid Taraniuk, Stanislav Kotenko, Abayomi Awujola, Karina Taraniuk, and Qiu Hongzhou. "Cross-Country Analysis of Competitiveness Towards Innovation Potential Assessment for Industrials." Journal of Eastern European and Central Asian Research (JEECAR) 9, no. 2 (March 28, 2022): 165–82. http://dx.doi.org/10.15549/jeecar.v9i2.711.
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The global competitiveness report reveals cross-regional and cross-country disparities, and the innovation development of industrials shows how difficult it is to build and support competitiveness at a high level and increase innovation potential. The bibliometric analysis proves the diversity of the studies in the field and the increasing trend in paper production. The lack of understanding of the link between different levels of competitiveness and the need to monitor and forecast innovative development necessitated the cross-country benchmarking of industrials' innovation potential. The offered methodology is a seven-stage algorithm of innovation potential assessment, based on an existing GCI methodology modified to reveal innovation development differences, and tendencies for particular industries. The ranking was performed for major industrial countries to reveal the gaps in innovative activities and develop catch-up strategies.
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Selezneva, Yulya. "Innovative potential of a teacher in a new reality: challenge and response." E3S Web of Conferences 210 (2020): 18041. http://dx.doi.org/10.1051/e3sconf/202021018041.
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The article deals with the problem of the professional development of a teacher in the new educational reality and the conditions that ensure the effectiveness of his professional work. Modern challenges (among which the challenge of uncertainty occupies a special place) determines and defines the innovative way of development of education and the teacher today. The innovative potential is considered as a system-forming component in the structure of the teacher's professionalism; features in the development of innovative potential are described using the example of preschool educational institutions and the risks of the management system in ensuring the effectiveness of professional activity are analyzed. Key words: innovation, innovation potential, sense formation, vitality, responsibility, reflection, professional deformation.
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Khryseva, Anna, Olga Akimova, and Sergey Volkov. "Innovative Potential of Volgograd Region: Assessment and Prospects of Implementation." Regionalnaya ekonomika. Yug Rossii, no. 3 (October 2019): 126–33. http://dx.doi.org/10.15688/re.volsu.2019.3.13.
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The article is devoted to the study of the innovative potential of Volgograd region in the context of developing technological and innovative entrepreneurship. The article defines the contribution of Volgograd region to the development of high-technological business in Russia carried out on the basis of the analysis of empirical data, discusses the main problems of innovative growth, and suggests a model for developing and implementing innovation potential in the territory under consideration. The methodological basis of this study is quantitative and qualitative analysis of the statistical data of the Federal Service for State Statistics, the national report “High-Technological Business in Russia”, and, moreover, the rating of innovative companies in Russia and the rating of innovative regions for the purposes of monitoring and management developed by the Association of Innovative Regions of Russia in cooperation with the Ministry of Economic Development of the Russian Federation, with the participation of representatives of regional administrations and leading country experts. The results of this study may be useful to the officials responsible for the development of entrepreneurship and innovation, both at the regional and federal levels. One of the perspective directions of developing innovative potential in the region may be creating clusters, including the unification of various participants in innovative activities. An important fact is involving all actors of the region taking into account the degree of the development of the scientific and educational sphere and innovative entrepreneurship. In this regard, the most appropriate model of the development of innovative potential for Volgograd region can be the production and scientific model.
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Karatepe, Osman M., Mohammed Aboramadan, and Khalid Abed Dahleez. "Does climate for creativity mediate the impact of servant leadership on management innovation and innovative behavior in the hotel industry?" International Journal of Contemporary Hospitality Management 32, no. 8 (June 14, 2020): 2497–517. http://dx.doi.org/10.1108/ijchm-03-2020-0219.
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Purpose Drawing from theory of organizational creativity, servant leadership (SEL), social exchange and social learning theories, this paper aims to propose a research model where climate for creativity mediates the influence of SEL on management innovation and innovative behavior. The model also investigates the linkage between innovative behavior and management innovation. Design/methodology/approach Data collected from Arab hotel employees in Palestine were used to gauge the aforesaid linkages through structural equation modeling. Common method variance was checked through an unmeasured latent method factor. Findings The results reveal that climate for creativity mediates the impact of SEL on management innovation and innovative behavior. Successful SEL practices enable the organization to have climate for creativity, which, in turn, leads to management innovation and innovative behavior. Furthermore, hotel employees’ innovative behavior fosters management innovation. Practical implications Top management should have a high level of commitment to the SEL philosophy, which boosts climate for creativity and innovative behavior. It should also capitalize on climate for creativity to activate management innovation. In such an environment, management has to ensure that the supervisors are servant leaders and non-managerial employees are the potential servant leaders. Once employees are trained, empowered and rewarded in an environment which highlights effective SEL practices, they will be more eager to contribute to the company by exhibiting innovative behavior at elevated levels. Originality/value Despite a number of studies in the current literature, evidence concerning the effect of SEL on management innovation and innovative behavior simultaneously is scarce. There is still a dearth of evidence pertaining to the underlying mechanism through which SEL fosters management innovation and innovative behavior. In addition, evidence appertaining to the impact of innovative behavior on management innovation is scarce. The study fills in these voids.
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NYZHNYK, Oleg. "FORMATION AND EVALUATION OF INNOVATIVE RESOURCE POTENTIAL OF ENTERPRISES." HERALD OF KHMELNYTSKYI NATIONAL UNIVERSITY 298, no. 5 Part 1 (October 4, 2021): 72–75. http://dx.doi.org/10.31891/2307-5740-2021-298-5(1)-12.
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For most domestic small and medium enterprises is characterized by the use of a system of indicators only of financial performance. Such systems are inconspicuous, because in modern conditions becoming increasingly important: assets of enterprises, market factors, innovation potential, etc. There is a need to form new criteria for assessing the level of innovation potential of enterprises, which would allow to cover all important areas of activity and the success of their interaction with the external environment. The developed systems of indicators are not sufficiently adapted to the Ukrainian realities, therefore they need some improvement and modification, which may be the subject of further research on the formation and increase of innovation potential and innovative development of small and medium enterprises. The article identifies the stages, content and principles of resource potential formation and approaches to assessing the innovation potential of small and medium enterprises. Evaluation indicators, which can be used to obtain comprehensive quantitative and qualitative information about the innovation potential and innovative development of the enterprise, forms a system of economic indicators. The formation and implementation of such a system contributes to sound planning, effective control and operational regulation of the level of innovative development of the enterprise. Based on the basic principles of forming a system of indicators for assessing the level of investment potential of enterprises, known systems of indicators and our own research, we have identified five groups of indicators for assessing the level of innovation potential of enterprises, namely: indicators of product innovation; indicators of resources for innovation (material, financial, labor, energy, information, intangible); indicators of innovation activity; indicators of the management system and indicators of the level of innovative development. Each of these groups characterizes a certain aspect of small and medium business.
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Vitari, Claudio, and Christophe David. "Sustainable management models: innovating through Permaculture." Journal of Management Development 36, no. 1 (February 13, 2017): 14–36. http://dx.doi.org/10.1108/jmd-10-2014-0121.
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Purpose Exploring the ways in which innovation can serve to create better and more integrated social, environmental, and economic enterprises is a key challenge. How firms innovate and change depends strongly on their management models. Permaculture concepts and principles could help the transition toward more sustainability. The purpose of this paper is to understand how management models could rely on Permaculture principles to facilitate innovations and changes toward sustainability. Design/methodology/approach This paper helps meet this challenge by exploring possible innovative management models that could help in pursuing sustainability by aligning enterprises with socio-ecological realities. The possible innovative management models built on the Permaculture concepts will be the object of analysis for this study. Findings The literature review shows that there could be innovative management models built on the Permaculture concepts, a potential alternative to western “traditional” management models. They would give preference to long-term objectives, intrinsic motivation, emergent coordination, and collective wisdom in decision making. Originality/value It is strategically important to find new concepts, models, methods, and practices that will lead society to be ecologically sustainable and socially responsible, besides being economically efficient. These socio-cultural and economic challenges are central to the design and construction of a society in which all individuals feel integrated and responsible.
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BABCHYNSKA, ОLENA. "TOOLS FOR FORMATION OF PERSONNEL DEVELOPMENT SYSTEM OF INNOVATIVE-ACTIVE ENTERPRISE." Herald of Khmelnytskyi National University 294, no. 3 (March 2021): 169–73. http://dx.doi.org/10.31891/2307-5740-2021-294-3-25.
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The peculiarities of forming an effective management system of development and use of the enterprise’s personnel are investigated. Some measures to improve the effectiveness of the management process of development and use of personnel are proposed. The scientific approaches concerning formation of the mechanism of management of development and use of personnel are considered. The analysis of scientific researches and publications concerning management of development and use of enterprise personnel is carried out. The paper emphasizes that the staff of an innovatively active enterprise is both a source of new ideas and a tool for their direct implementation in the practical activities of the enterprise. An essential condition for maintaining a stable positive economic dynamics of an innovatively active enterprise is staff development. The management system is the management of the enterprise, which exerts influence on the managed system in order to achieve the goals and objectives of the enterprise. Managed system – the staff of the enterprise, its quality characteristics, competencies, compliance with the needs of the enterprise and its development strategy. The target system includes strategic, tactical and operational goals and objectives, as well as criteria for selecting and evaluating the results of personnel development management of an innovatively active enterprise. The task of personnel development management of an innovatively active enterprise is to ensure compliance of quantitative and qualitative characteristics of personnel with the existing needs of the enterprise at the moment; development of innovative potential of the enterprise personnel. The innovative potential of an innovatively active enterprise should be understood as objective opportunities to maximize the intellectual potential of employees to achieve goals, as well as a set of tools, sources, opportunities and abilities, the use of which is aimed at solving any problems in innovation. The support system contributes to the realization of the goal of personnel development management of an innovatively active enterprise, by providing the necessary resources and creating the appropriate prerequisites.
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Alsayed, Anthony. "Site Management Organizations Sustenance: Challenges and Potential Innovative Solutions." TEXILA INTERNATIONAL JOURNAL OF CLINICAL RESEARCH 6, no. 1 (August 26, 2019): 26–31. http://dx.doi.org/10.21522/tijcr.2014.06.01.art004.
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Ostrovska, H. "Іndustrial enterprises intellectual resources management in а knowledge-based economy." UKRAINIAN BLACK SEA REGION AGRARIAN SCIENCE 109, no. 1 (2021): 4–10. http://dx.doi.org/10.31521/2313-092x/2021-1(109)-1.
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Іndustrial enterprises intellectual resources management in а knowledge-based economy The article substantiates the theoretical provisions, scientific and practical recommendations for the industrial enterprises management in the formation of knowledge-based economy intellectual resources have been developed. The content and the main elements of the infrastructure-reproductive approach to the management of industrial enterprises intellectual resources are revealed. The classification of industrial enterprises intellectual resources management organizational levels is offered. The types of personnel policy that correspond to a certain level of the enterprise intellectual resources management organization are identified. The results of the study can be used to develop tools, methods, systems and mechanisms for managing the intellectual resources of industrial enterprises, aimed at maximizing the innovation effect, needed to ensure sustainable innovation at the current level. Keywords: knowledge-based economy; industrial enterprise; innovative development; intellectual potential; intellectual resources management; the effect of innovation; intellectual and innovative activity of personnel.
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Kilimova, Ludmila, Michael Cherkashin, Alexey Pykhtin, and Tatyana Kolmykova. "Managing the innovative development of the food industry." BIO Web of Conferences 32 (2021): 03017. http://dx.doi.org/10.1051/bioconf/20213203017.
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The present paper concerns the theoretical and methodological foundations and development of recommended practices for managing the innovative development of food industry business entities. The analysis of scientific and methodological approaches to the management of innovation activities and their possible application to the management of innovative development of food industry enterprises has been carried out. Management of business entities innovative development has been considered as a set of processes and activities of the management cycle, forms and methods of its organization, aimed at ensuring the innovative development of business entities, achieving the stated mission and innovative goals using a targeted impact on the components of the innovation potential. The key problems of innovative development of food industry enterprises have been identified. The article summarizes the dayto-day realities and defines the prospects for innovative development of food industry enterprises amid the pandemic.
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Londarenko, Daria. "INNOVATIVE AND TECHNOLOGICAL POTENTIAL AS A NECESSARY CONDITION FOR THE SUSTAINABLE DEVELOPMENT OF THE REGION." Three Seas Economic Journal 1, no. 3 (December 18, 2020): 59–65. http://dx.doi.org/10.30525/2661-5150/2020-3-10.
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The object of the study is regional economic systems that implement innovative technological processes. The subject of the study is the economic, organizational, and managerial relations that develop in the process of formation and use of innovative and technological potential at the regional level. The purpose of the article is to study the innovative potential of the regions, substantiate the theoretical provisions and develop methodological recommendations for the development of effective ways and forms of its mobilization. Methods. The theoretical and methodological basis of the study is the conceptual provisions and scientific developments of domestic and foreign scientists on the formation and use of elements of innovative and technological potential at various levels of management, published in monographs, periodicals and materials of scientific and practical conferences on the topic of research. The study is based on a general scientific methodology that provides for the use of a systematic approach. Methods of observation, comparison, categorical, structural-functional, situational, economic mathematical methods, and the method of hierarchy analysis are used to solve the tasks. Results. The article describes the innovative and technological potential of the region as an economic and managerial category. The typology of innovation as a complex and diversified concept containing many interacting components is studied. The following essential characteristics of the innovation and technological potential of the region are highlighted. Firstly, the innovative and technological potential of the region is determined by the opportunities available to it for change. The innovation potential creates conditions sufficient to ensure the progressive development of the regional socio-economic system through the creation of innovations and their purposeful transformation into innovations. Secondly, the innovative and technological potential of the region is characterized by the presence of specific ones, both involved and not involved in production, but prepared for use in it. Third, the innovative and technological potential of the region is determined by the willingness to use the existing innovative opportunities in order to translate innovations into innovations. The structure of the innovation and technological potential of the region is studied. It is determined that of all the components of the innovation potential of the region, the most important is the labor (human) potential. It is characterized, firstly, by the level of qualification, intelligence, and creativity of the population living and functioning in the territory. It is the population, on the one hand, that is able to produce innovations, and on the other hand, to introduce and distribute them, thereby determining the opportunities and directions of innovative development. It is highlighting innovative and technological potential of the region following components, including the capacity of: organization and management technology; research and development; marketing; technology and production; personnel; potential financial base; knowledge base; natural resource. Practical value. This classification of the components of innovation and technological potential is of great practical importance. It focuses the attention of researchers and users on the simple fact that the key element of the innovation potential of the region is the subjects of innovation activity operating on its territory. In particular, among all subjects of management, both employed and not employed population in the market sector of the economy should be singled out.
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Vakaliuk, Tetiana, Inesa Novitska, Igor Verbovsky, Tetiana Rozhnova, and Valerii Kontsedailo. "Management of educational institutions with inclusive education based on innovative technologies." SHS Web of Conferences 104 (2021): 03008. http://dx.doi.org/10.1051/shsconf/202110403008.
Full textAbstract:
The paper analyzes the theoretical and methodological basis of the organization of management of educational institutions, especially in the organization of management of educational institutions with inclusive education based on innovative technologies. Lack of conceptual and operational-practical aspects of management of educational institutions, which leads to spontaneity in the mechanisms of innovation management, lack of definition of target and value aspects of such changes, necessitates the development of a new model of management of educational institutions that would take into account new trends in inclusive education, provided favorable conditions for innovation, asserted humanistic values as a priority in the development of innovative educational space. The paper presents and scientifically substantiates the model of management of educational institutions with inclusive education based on innovative technologies, as well as key components of the organization of the educational process, which determine the areas of management in educational institutions. The algorithm of the introduction of managerial innovative technologies is offered, and also the innovative technologies which are necessary for the realization of the model of innovative management of educational institutions with inclusive training are systematized and analyzed. Analyzing the results of the experiment, it can be argued that innovative technologies are a necessary condition for successful innovation management. The introduction of innovative educational management requires an analysis of all stages of innovation, from the process of preparation to the introduction of innovations; finding out the direction of pedagogical processes, trends in their development, compliance with goals, identifying potential opportunities for the system.