BNC nanotubes and nanofibers have been synthesized in the high isostatic pressure apparatus in Ar at 1923 K and 1.5 MPa in the presence of yttrium aluminium garnet. Some of the nanotubes obtained were filled with Al(2)O(3). Transmission electron microscopy (TEM) studies have shown that the nanotubes and nanofibers have a polygonal cross-section (prismatic shape), and most often they are twisted, which is due to the transversal instability of the nanotubes originating under the growth conditions, including temperature treatment. Twisting also revealed itself in the appearance of the moiré fringes during the TEM observation of some of the nanotubes and nanofibers. Analysis of these fringes has shown that the facets of these nanotubes represent the slightly misoriented hexagonal BN and/or C plates. An Al(2)O(3) filling of the nanotube makes it harder to twist when subjected to torque, which conforms to the tube deformation theory.

Abstract. The article outlines the approach used for geometric simulations of design objects in aerospace industry. The computational model describing the effect is presented, which is recommended for practical use in construction.

Abstract. The article deals with the general approach to the problem of fatigue of materials and elements in aerospace industry. The mathematical model describing the effect is presented and recommended for practical use. For solving different problems with the fatigue of the materials we recommend the described model with the given approximation type

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The work is devoted to finding effective mechanisms for the implementation of diversification and commercialization in large companies. World practice outlines that big are quite actively use the purchase (mergers and acquisitions) of other companies as a powerful diversification tool. Mergers and acquisitions allow companies - buyers quickly increasing the number of new products and services in their portfolio. This mechanism is used in the military and civilian sectors simultaneously. Boeing, Northrop Grumman, Raytheon Corp., Intel, Google, NEC and others are constantly buying third-party companies and sell their own assets. Based on the analysis of domestic and foreign experience in this area, it is concluded that, among currently used, the most optimal diversification mechanisms are the purchase of innovative companies, the involvement of external teams in the organization. Also among these mechanisms are buying the specialists with innovative technological competencies, the acquisition (purchase) of external innovative technologies and competences.