Management and promotion of economic innovation potential

Кrayneva, Raisa; Bugaev, A. S.; Журавлева, Т. В.; Vojtovič, Sergej

doi:10.14254/2071-8330.2017/10-1/10

Cited by 6 publications

(4 citation statements)

References 15 publications

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“…Accordingly, new economic competencies and skills are required to deal with such new developments and changes [55]. Based on the definition of economic innovation, it is concluded that technological and economic innovation sectors are interconnected and influence each other [52,72] and that technological innovation will be accompanied by economic innovation. Therefore, the economic structure should be changed, as well as the way economic activities are performed [52].…”

Section: Economic Innovationmentioning

confidence: 99%

The Impact of Integration of Industry 4.0 and Internal Organizational Forces on Sustaining Competitive Advantages and Achieving Strategic Objectives

et al. 2022

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Adopting and implementing the Industry 4.0 strategy to increase the overall performance of the organization became one of the main aims of organizations. However, ignoring the linkages between implementing strategic decisions and organizational internal factors/forces can endanger and shrink its performance, competitive advantages, and thus its strategic success. In this context, many companies failed to achieve the expected benefits of adopting the Industry 4.0 strategy. Therefore, the gained advantages of adopting the Industry 4.0 strategy should be sustained through perfect and comprehensive integration between Industry 4.0 concepts and the accompanying upgrades and changes in the organizational internal factors/forces. This will capitalize on organizations’ internal strengths and avoid weaknesses or turn them into strengths. In this paper, a conceptual model is proposed to investigate the relation between Industry 4.0 and internal organizational forces and examine their impacts on the sustainable competitive advantages of the organization. In the hypothesized model, three innovation capabilities (i.e., technological, economic, and commercial innovation) have been used to mediate the relation between the internal forces and the sustainable competitive advantages in parallel with Industry 4.0 adoption. The model and the proposed hypotheses have been simulated and tested using partial least squares structural equations modeling software called SmartPLS. The sample size used is 125 responses from different manufacturing fields. The results demonstrate the significant role that the internal organizational forces play in maintaining and sustaining the organization’s competitive advantages in combination with Industry 4.0.

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Section: Economic Innovationmentioning

confidence: 99%

The Impact of Integration of Industry 4.0 and Internal Organizational Forces on Sustaining Competitive Advantages and Achieving Strategic Objectives

et al. 2022

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“…In the West, many experts think that heads and managers forget the most important principle of management of changes: the organizations are not changed; people are changed (Strielkowski et al 2016). Therefore, during the transformations and introduction of long changes the role of the head-administrator is transformed to the leading manager, especially carefully it is necessary to transfer administrative initiatives to participation of each worker whom these changes will concern (Kleiner 2007;Korchagin et al 2015;Moskalenko and Yevsieieva 2015;Čábelková et al 2015;or Кrayneva et al 2017). The leaders of transformations have to be sure that all participants understand and support these changes as an opportunity for updating and improvement (Niño-Amézquita et al 2017).…”

Section: The Approaches and Methods For Overcoming The Resistance To mentioning

confidence: 99%

Manager as a leader in implementing strategic changes at the enterprises

Коrneeva¹,

Krayneva²,

Platitsyn³

2018

Proceedings of the 2nd International Conference on Social, Economic and Academic Leadership (ICSEAL 2018)

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Readiness and ability to adapt flexibly to the dynamic environment, i.e. to be susceptible to the changes, define the effectiveness and success of any activity of the person, the organization, society in many respects. Management of changes performs the function of the catalyst for development and improvement of management processes. Therefore a subsystem of change management process is included in the enterprise management system along with other types of administrative activity, such as strategic management, management of human resources (MHR), financial management and etc. as the changes are carried out in all functional areas of the enterprise during competition for the leading positions in the market segment. There is a necessity for consecutive and multilevel management of changes during implementation of the transformations. Article opens manager's roleas the leader operating changes at the enterprise; the stages of management of changes, including the preparation, introduction and fixing of the received results of the transformations. In the course of stage passing there is the feedback providing the correction of changes and accumulation of positive experience of transformation implementation at the enterprise is provided. Moreover, the interrelation of organizational strategy and the strategy of human-resource management for the purpose of non-stop monitoring of the staff relation to the transformations is also considered.

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“…With the USAID support in 2015, there was published a series of methodological and practical guidelines covering issues of strategic planning, financial management, methods of community engagement, fundraising, algorithms create integrated communities and their regulation (Vasylchenko et al, 2015). Some aspects of strategic development planning of the united communities are investigated in the studies (Ahmed et al, 2018;Gavatiuk et al, 2020;Milovic et al, 2020;Кrayneva et al, 2017;Pavel et al, 2018). In this regard authors' recommendations are developed within the framework of prosperity and overall socioeconomic development (Bilan et al, 2020b;Ginevičius et al, 2018;Meyer & Meyer, 2019;Mishchuk et al, 2020), sustainable development goals achievement (Krzymowski, 2020), improvement of infrastructure for regional development (Nugraha et al, 2020;Poór et al, 2018), particularly considering the problems of regional development in countries with immature economy (Kozlovskyi et al, 2019;Korbutiak et al, 2019).…”

Section: Literature Reviewmentioning

confidence: 99%