Sociological analysis of up-to-date social practices, communication and interaction forms among community members, local and virtual groups is based on a number of methodological approaches that need to be reconceived today in connection with the digital transformations of social processes and structures. Socio-managerial approaches used in the era of traditional and modern society (modernity) do not cover the total social reality and do not reply to the tasks and social practices of the post-modern information society (“meta-modernity”). In these conditions, the rethinking is required for the implementation of the basic concepts such as democratic instruments of state regulation, once rejected by Plato and Aristotle and then again proposed at a new round of social development by K. Popper. The concept of participation, which returned to sociological, socio-anthropological and socio-economic discourse in the middle of the twentieth century, needs to be developed in the era of total digitalization, additionally accelerated by measures of social isolation in connection with the pandemic (the transition to remote work, the expansion of online services, etc.). The article attempts to present new aspects of the concept of participation in relation to understanding the models of distributed networks of economic relations (sharing) and, in general, to digital forms of social communications in society.

The article discusses the mission of the departments of personnel management in universities of the country. The author pays attention to the significance of the mission of the structural unit in the organization, its “weight”. He notes that there are units whose activities are directly related to the reputation of the organization, therefore, such a structural unit has a special responsibility both to the organization itself and to the public. The mission of such a unit is the essence of the synthetic unity of the functional responsibilities of the unit itself and the mission of the organization itself. And this essence is revealed in strengthening the reputation of the whole organization. Such a structural unit are the departments of personnel management in universities. It is noted that the essence of the mission of such departments is the principles of humanization of labor. The role of leading departments and leading scientists and teachers in the development of science and the educational direction of personnel management is noted. The problems and ways to overcome them are considered. First of all, it is safe, i.e. an employee in the workplace should not be worried about his future; in fairness, i.e. the share of the employee in the income must correspond to the share of his contribution; self-actualization of the employee in professional activity; democracy, i.e. participation of employees in the distribution of the organization's income.

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.

World and domestic experience shows that it is very effective to use the method of "tourist destinations" for the development of complex programs or strategies for tourism (1). As a result of numerous studies, a fairly coherent system of describing a "tourist destination" has been developed, allowing you to have a fairly comprehensive idea of both the product itself and the conditions for its receipt, attractiveness and related products. At the same time, the task of entrepreneurs, investors and representatives of regional authorities responsible for the tourism industry is to determine the prospects for the development of a particular tourist product or route. To do this, it is necessary to solve the problem of determining the investment attractiveness and prospects of a particular tourist destination, determine its competitiveness in relation to those available in this region and make a decision on the priority and expediency of investing in this direction of the tourism industry. This article is an attempt of the authors to formalize the process of determining the priority and promising development of regional tourism directions in the region, using the example of the tourism industry of Udmurtia. The basis is the preparation of a passport of a tourist destination and the use of expert assessments.