The paper is aimed at determining the relationship between personal and organizational values in an innovative company, and the compliance of the basic elements of the organizational culture of an enterprise to the requirements of its innovative development. The main goal of the study is to determine how to improve personnel activity by changing the organizational culture. To achieve the goal of this study, a survey of employees of an innovative Russian company is conducted in order to determine the compliance of the organizational culture as a whole, as well as its main elements (personal and organizational values), to modern business conditions. The main research methods employed are a questionnaire survey, bibliographic analysis, and content analysis. Barrett’s Cultural Values Assessment methodology is selected and adapted to the conditions of active innovative organizations and enterprises in Russia. Based on the application of Barrett’s Cultural Values Assessment methodology, adapted to the specifics of the given company, an assessment of the existing organizational culture is obtained, inconsistencies between the current and desired organizational culture are identified, and recommendations for changing the organizational culture of the company are formulated. It is concluded that organizational culture is an active resource when managing sustainable development, and is part of organizational innovation. A well-grounded and adequate choice of directions and methods for organizational changes is an important factor in achieving business sustainability. The results of the analysis imply the necessity of changing the existing organizational culture of the given company.

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Organizational Culture Management as an Element of Innovative and Sustainable Development of Enterprises

In age of sustainable development, strategic innovations have become the most important factor in the adaptation of national economies to dynamic global changes, encompassing trade and economic relations between the leading and developing countries of the World. At the same time, the task of this study was to reveal the complex and contradictory role of strategic innovations in the development of national economies against the background of the transformation of global value chains (GVCs). Main methods for solving the problem were empirical methods of comparative and structural analysis, as well as econometrics. The study analyzed 44 countries classified by the World Bank in the group of countries with per capita incomes below and above the average, as well as with high income. Results of the calculations made it possible to establish a highly differentiated relationship between the share of products manufactured by foreign companies operating in the host countries, on the one hand, and indicators of the dynamics of foreign direct investment (the number of researchers engaged in R&D, the number of technical specialists involved in research and development (R&D), the cost of research and development in the territory of the host countries), on the other hand. This made it possible to determine the role of strategic innovation in the adaptation of national economies. The established dependencies expand the understanding of the role of strategic innovations in the formation and further development of global value chains and their significance in evolution: from process and product innovations of individual companies to the formation of global innovation ecosystems.

Strategic Innovation as a Factor of Adaptation of National Economies to the Development of Global Value Chains

In the business world, digital transformation involves finding and developing new strategies and modernizing the information technology of private and public companies. This book presents practices, challenges, and opportunities related to digital transformation. It includes fourteen chapters that address digital transformation in a variety of industries, including finance, construction, education, marketing, and more. 

Digital Transformation [Working Title]

The digitalization covers all units and subsystems of the organization’s management mechanism. However, the importance, necessity, expediency and possibility of applying digital technologies for different elements of the organization’s management system differ. The purpose of the work is to identify the possibility and expediency of applying digital technologies for different elements of the organization’s management system. The methods of structural and hierarchical analysis are used to select blocks and individual elements of the control system. In order to improve the accuracy of the study, 3 management control units were identified. The main elements of the control system are defined within the framework of each control unit. Also, four behavioral information subsystems existing in Russian organizations are highlighted. The result of the study is an assessment of the possibility and expediency of applying digital technologies for different elements of an organization’s management system within different types of information and behavioral subsystems. The conclusion from this study is that in some cases the use of digital technologies is not necessary and possible.

The Use of Digital Technologies for the Modernization of the Management System of Organizations

The article reveals the model of executive compensations in Russian company operating in the industry of ferrous and non-ferrous metals scrap and the ways of digitization and automation of the business process of calculating material remuneration. The purpose of the article is to suggest for Russian companies an appropriate model of executive compensations with possibility of digitization by means of information technologies. The ways of digitization are discussed. Grouping and pyramid of key performance indicators of managers in the company are proposed in the article. The examples of mapping key indicators for managers of different departments of the company are given in the article and the method of their calculation for a specific company is given. The methodic recommendations for top managers motivation are adopted to specific features appropriate to Russian industry of ferrous and non-ferrous metals scrap.

Use of Information Technologies for Managing Executive Compensations in Network Companies

Potential of the Network Concept for an Assessment of Organizational Structure

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Potential of the Network Concept for an Assessment of Organizational Structure