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IMPACT ACCOUNTING OF THE INFLUENCE OF INNOVATION FACTORS AT THE FORMATION OF BRANCH DEVELOPMENT STRATEGIES
S.N. Larin, Candidate of Technical Sciences, Senior Researcher
E.V. Gerasimova, Researcher
L.I. Gerasimova, Leading Engineer
Central Economic & Mathematic Institute at RAS
(Russia, Moscow)
DOI: 10.24411/2411 -0450-2020-10220
Abstract. In modern economic conditions, in terms of sanction restrictions, there is a conscious destruction of many global value chains and interactions. Therefore, it seems important for Russia to integrate into the international market by means of innovation factors and newly created competitive advantages of high technology industries. This circumstance predetermines the high relevance of this work.
The purpose of this article is to substantiate the need for the record of innovation factors at the formation of development strategies at the level of branches and certain enterprises.
Research methods were based on the provision for the competitive ability of the development of a branch or certain enterprises on the basis of the transformation of the new knowledge into the intellectual product at the development and implementation of branch strategies of the innovation development.
As basic result of the research the opinion can be made that the competitive ability of national economics in modern conditions is based on the creation and on the accelerated development of high technology specialized innovative industries.
Keywords: knowledge economics, branch, enterprise, management and development, strategies, innovation factors.
Introduction. In terms of knowledge economics and of the drastic intellectualization of all industrial branches the obtaining of the new knowledge, its spreading, transformation and use will become the determining innovation factor at the formation of branch development strategies. Anyway, till the present time in real strategies of the branch development are used approaches to the knowledge management, based on the information, which is required only for the timely response to changes in the environment. The implication is that in many branches and enterprises the strategic planning is not orientated to the stable obtaining of the additional value from the new knowledge, at the formation of branch strategies the knowledge management is not coordinated with development strategies of branch enterprises, resulting in the decrease of the efficiency of its production activities.
Research purpose. The purpose of this article is to substantiate the need for the record of innovation factors at the formation of de-
velopment strategies at the level of branches and certain enterprises.
Literature route. Knowledge management issues are considered by numerous researchers at the formation of branch strategies. The short analysis of a range of works shows a variety of opinions and approaches to the solution of this problem. One of it asserts that the whole spectrum of possible strategies of the formation and use of the knowledge at the level of branches and certain enterprises can be represented in the form of the combination of seven basic strategies [1]. With that the essence of such approach is the real transformation of the new knowledge into an intellectual product.
The radical transformation of economics caused the new realization of the role of the knowledge management. So, such well known economists as J. Sachs and F. Larren aptly note that in conformity with the basic idea of market economics people make their personal choice - what to buy, where to work, how to keep savings intact and enterprises are
being adjusted to that choice [2]. With that every production manager should remember that knowledge management functions cannot be canceled neither transferred, as it is often practiced at the performance of other functions of business activities. This circumstance is determined by the specifics of the knowledge as of the intellectual resource.
Different works of academic economists offer different approaches to the description of the life cycle of the knowledge, of which each comprises several stages. The opinion of Japanese researchers I. Nonaka and H. Takeuchi is that this cycle is represented as a spiral and comprises four stages: socialization, externalization, combination and internalization [3, p. 99]. In the work of British scientists - J. Ruus, S. Pike and L. Fernstrom stages of the knowledge lifecycle are determined as scanning, problem solution, abstraction, absorption and interaction [4, p. 400]. At each stage, depending on real circumstances and provided the nature of the knowledge itself, different mechanisms are being used for its transformation.
For example, at the stage of the scanning the information is collected, on which basis managerial decisions are being made. This process involves considerable studies, i.e. the process of the transformation of one man's knowledge in another man's knowledge. In conformity with I. Nonaka's theory the socialization process is being performed. Anyway, the stage of scanning is being implemented not only with mentioned mechanisms. In this regard are involved necessary material and organizational resources in the form of technical equipment and use of different information technologies. This is a necessary, but insufficient term for the creation of a new product. It is not unthinkable that in any moment new memory systems or more modern information technologies can be required.
The problem solution stage is characterized by the creative approach, as in the process of people's interaction one person's resources are transformed into another person's resources, including the knowledge. With that, as well as at the previous stage, technical means can provide considerable help. At the same time the main choice is always reserved to a person, his/her intellect, which is provid-
ing for the transformation process. This stage results in the solution of the problem by involving the existing one or the use of the newly created knowledge.
Following stages of the lifecycle of the knowledge comprise a lot of transformations of one intellectual resources into others, while actively involving both traditional and new resources. With that it becomes obvious, that the knowledge management represents only a part of whole enterprise activities, and the strategy, applied for the knowledge management, should be coordinated with the general branch strategy.
Materials and methods. In many Western countries, the formation and implementation of industry-specific strategies for innovative development are indissolubly tied to the strategic management of the new knowledge transformation into an intellectual product, providing for the competitive ability of the development of branch or certain enterprises. At the world market growth rates of sales of production, manufactured in conformity with high technologies, are almost thrice higher than growth rates of sales of production, manufactured in conformity with new technologies and are five times higher than traditional ones [1]. So the accelerated development of the manufacturing of high technology production and services becomes one of strategic priorities of the competitive ability of a branch or certain enterprises.
The microelectronic industry becomes the basic branch and the main driver for the implementation of the new scientific & technical knowledge and all high technology industries of economics of highly developed states. Just the production, manufactured by this branch, allows other industrial branches to leverage achievements of the modern scientific & technical progress. Development rates of the microelectronic industry directly influence the military, social, economic and political level of a modern state. According to the message from the Semiconductors' Industry Association (SIA), which has provided forecasts for the development of this production market, the production scope of the microelectronic industry has topped the world list more than 10 years ago. Already in 2008 this index exceeded 300 bln USD. In 2017 this
branch continued to keep leading positions as to scopes of sales of semiconductor microcircuits. Regarding 2016 the growth was 21,6% and achieved the historical maximum of 412,2 bln USD [5]. Such growth of sales has been caused by the constantly growing number of devices, using semiconductor microcircuits.
The microelectronic branch is characterized by the cyclic development, which in certain periods causes the over-production or the slack operation. Оne of methods of this problem solution is to use the new management function - the management of the organization knowledge. To instruments, realizing a new function, are referred, first of all, the foundry and fabless business. Its use allows to permanently upgrade the nomenclature of the released production, to timely implement new ideas and developments in certain items, to effectively manage the production, not allowing the overproduction neither the underutilized capacity.
The fabless model is based on the principle of division of labour, when the developing enterprise increases the efficiency, while refusing to maintain its own production in terms of competitiveness. In this juncture it gets the opportunity for the effective use of its resources and for the concentration of efforts on the final product design. In its turn the contract manufacturer provides for the effective maintenance of the competitive ability of production capacities. This business model suits never better new companies to join the market, bringing start investments to the minimum [6].
The use of the foundry business model provides for the formation of the principally new mechanism of the extraction of the additional knowledge value by an enterprise. With such business organization both microelectronic components and integral microcircuits are manufactured in conformity with customer's specifications while providing the large spectrum of services, referred to the use of instrumental facilities, libraries of standard elements, different kinds of intellectual property. Enterprises develop not typical microelectronic devices, but only most recent technologic processes, which production is based on existing resources and the new knowledge.
The foundry business provides additional economic, technical and organizational opportunities, which an enterprise can transform into new competitive advantages, namely: lack of expenses for the development and performance of tests of new items, the minimization of expenses for its adaptation and mastering, use of the customer's network for the new production promotion to sales market.
Technical advantages comprise the technologic support, provided by the customer at the transfer and adaptation of technologic processes, the possibility to access modern technologies, including licensed ones, the technical expertise and the audit by foreign foundry enterprises.
The research of the foreign experience and its use for the upgrading of the enterprise production management, the creation of common teams with the foundry customer for the solution of problems makes it possible to acquire and spread the new knowledge within the organization, to use advantageous management technologies, as well as other organizational advantages in the enterprise practice.
With such business model the product (marketing research, development), the distribution (distribution network), as well as the marketing (communications: advertising, marketing promotion) c from both the financial and organizational parts are provided by the foundry customer, transferring the electronic construction of the microelectronic device to the manufacturer. The obtained information and the final foundry product become the property of the foundry customer.
For the effective management of the foundry business are used common principles of the design and organization of knowledge management systems. This requires the information about the final target, i.e. the organization of the stable innovative process for the transformation of knowledge in a new product. Business processes should be described by measured quantity and quality features, controlled and regulated both by the customer and by the foundry manufacturer [7].
Technical processes and equipment of the enterprise are adapted for manufacturing routes of foundry items. Measures are taken for the training of the staff, able to work in
team, as well as to work with partners with another mentality. In such a way are covered practically all aspects of the knowledge management at the enterprise.
The comparative analysis of the structure of expenses, referred to the development and marketing of a new item in terms of both the standard model and the foundry business, shows, that the latter, provided equal market conditions, provides minimum for its twice reduction. Besides that, terms of mastering of items and of return on investments, are being reduced from two to four times.
From the analysis of the considered mechanism and of its components is formulated the criteria for the evaluation of the expedience of its application. The portfolio of the enterprise knowledge, permanently updated production orders, its guaranteed sales become such a criteria.
Results and discussion. On the one hand, modern microelectronic technologies considered as the practical implementation of the latest scientific and technical results, but, on the other hand, its production always requires the increase of capital investments. With that the world market of the microelectronic production is characterized by the enhanced competitive struggle, resulting in the quick technological obsolescence of items and certain completing parts. In this juncture the product mix of the production, manufactured in this area, is often updated and its sales prices are permanently decreasing. So, the manufacturing of the microelectronic production is characterized by the high level of expenses and by the low level of release prices. With that practically the whole scope of expenses, referred to different factors of the manufacturing of the microelectronic production, are borne by manufacturers themselves. As to the effect from the use of science consuming semiconductor microcircuits, it, as a rule, falls on related sectors, due to the decrease of expenses in 10-15 times [8].
Mentioned peculiarities of the microelectronic industry seriously hinder the provision for the equilibrium of intellectual resources at all stages of this complicated stage of production. It can be implemented only on the basis of the knowledge. It often turns out, that, provided the deficit of financial resources it is
difficult to carry out the modernization of the enterprise with the most modern equipment. It results in the decrease of its production capacities. And, otherwise, along with developed production capacities the enterprise has not got enough high qualified experts for the manufacturing of the new microelectronic production. In such a situation enterprise capabilities are restricted. As we see, there are enough options of the asymmetry of intellectual resources for different objective and subjective reasons. It is important to find a correct outcome from a certain existing situation.
So, the competitive ability of the production can be increased at the expense of fuller use of intellectual resources and knowledge. In the microelectronic industry such trend can be realized with the implementation of submicron technologies for the processing of plates with the larger diameter. Just this approach will help to reduce expenses and to considerably reinforce positions of branch enterprises in the competitive struggle at the world market of the microelectronic production. So, the knowledge management acts as the most important instrument for the provision of the process of the intellectualization of used resources and technologies. This process requires the systemic stepback of efforts both in the field of scientific knowledge and the obtaining of the new knowledge, as well as in the field of its intellectual and technologic upgrading.
Conclution. Following opinions were formulated on the basis results of performed studies:
1. The use of instruments of the strategic knowledge management promotes the concentration of the scientific & technologic potential on both the creation and the accelerated development of high technology specialized innovative industries, such as microelectronics, nano- and biotechnologies, photonics, laser and special technique etc. Its purpose it to promote the achievement of the target criteria of the competitive ability of the national economics - joining the ten leaders in the part of the index of knowledge economics.
2. The foundry business provides for additional economic, technical and organizational opportunities, which an enterprise can transform into new competitive advantages. For
example, such as: the absence of expenses for 4. The knowledge management is the most
the development and carrying out of tests of important instrument for the provision of the new items, the minimization of expenses on process of the intellectualization of used re-its adaptation and mastering, as well as the sources and technologies at the both branch use of the customer's network for the promo- and certain enterprise level. tion of the new production. Acknowledgments. The article has been
3. The comparative analysis of the struc- prepared with the financial support of the ture of expenses, referred to the development Russian Foundation of the Fundamental Re-and marketing of a new item in terms of the search, project № 20-010-00169a «Formation standard model and of the foundry business of models of the strategic development of inmodel, shows that the latter, provided equal dustrial enterprises, provided the specifics, market terms, provides for its double reduc- production modernization, influence of such tion as a minimum. factors as competitive ability and innova-
tion».
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УЧЕТ ВЛИЯНИЯ ФАКТОРОВ ИННОВАЦИОННОСТИ ПРИ ФОРМИРОВАНИИ
ОТРАСЛЕВЫХ СТРАТЕГИЙ РАЗВИТИЯ
С.Н. Ларин, канд. техн. наук, вед. науч.сотр. Е.В. Герасимова, научный сотрудник Л.И. Герасимова, ведущий инженер
Центральный экономико-математический институт РАН (Россия, г. Москва)
Аннотация. В современных экономических условиях через санкционные ограничения происходит сознательное разрушение многих глобальных цепочек стоимости и взаимодействия. Поэтому для России представляется важным интегрироваться в международный рынок труда через факторы инновационности и вновь создаваемые конкурентные преимущества высокотехнологичных производств. Это обстоятельство предопределяет высокую актуальность данной работы.
Цель данной статьи заключается в обосновании необходимости учета факторов ин-новационности при формировании стратегий развития на уровне отраслей и отдельных предприятий.
Методологической основой проведения исследования стало обеспечение конкурентоспособности развития отрасли или отдельных предприятий на основе трансформации новых знаний в интеллектуальный продукт при разработке и реализации отраслевых стратегий инновационного развития.
В качестве основного результата исследования можно сделать вывод о том, что конкурентоспособность экономики страны в современных условиях основывается на создании и ускоренном развитии высокотехнологичных специализированных инновационных производств.
Ключевые слова: экономика знаний, отрасль, предприятие, управление и развитие, стратегии, факторы инновационности.
