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The article analyzes the current state of Russian single-industry towns and identifies the problems
of ensuring their competitiveness. The functioning of small business is considered as one of the key
factors in the competitiveness of single-industry towns. In this regard, relevant measures are proposed
to ensure the competitiveness of small businesses.
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The article considers competition and competitive relations in the Russian leasing market based on the characteristics of this financial service and its current level of development in the Russian economy. The calculation of market concentration indicators, evaluation of competition methods and competitive strategies used by Russian leasing companies was carried out.
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The article discusses, how to regulate multisided platforms. The author considers several options for regulating digital platforms. In particular, the article reveals approaches to proving the dominant position of digital platforms; the question of applying the concept of network effect in determining the dominant position of owners of digital platforms is considered. In connection with what happened in 2018 with the fifth antitrust package, the article explores the need to regulate the activities of digital platforms, describes regulatory amendments to the antitrust laws governing the relationship of digital platforms.
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The subject area of the article is the personnel strategy of a modern organization as one of the factors directly affecting its market position. The concept of a socially - oriented personnel strategy is clarified and the thesis that it is legitimate to consider it as an additional competitive advantage of a particular business entity - the employer is argued. Criteria are formulated and justified with the help of which it is possible to objectively assess the degree of social orientation of the personnel strategy. Threats are revealed to the market positions of an organization that implements an asocial personnel strategy.
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№ 1(77)
14 may 2020 year
Rubric: Competitiveness of business Authors: Chernuhina G., Ermolovskaya O. |
The article discusses the main directions of human capital development aimed at ensuring digitalization of the economy and competitiveness in the context of globalization, which will increase the stability of the national economy and business structures, improve the investment climate, and provide support for high-tech sectors of the economy. The object of this article is investment in the human capital of the company, and the subject is the effectiveness of investing in the human capital of the organization. In this regard, the aim of the work is to develop proposals to increase the return on investment in human capital to entrepreneurial organizations. Based on the information provided, recommendations were made that will increase the return on investment in staff. Such proposals include: 1. introduction of a gamified approach to staff selection and further training; 2. the use of modern digital technologies, such as VR-technology in the process of acquaintance with work responsibilities and in the process of training; 3. to carry out a number of measures aimed at the physical and psychological health of employees of the organization. The key conclusion of the work is the fact that organizations that support investment in human capital are characterized not only by intensive development, expressed in increasing the productivity of employees and their involvement, but also extensively, attracting employees from competitive companies.
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Critical analysis of research studies in the field of organization and management shows that there is a growing interest in the phenomenon of business models within the system of strategic management theories. The paper systematizes the theoretical basis of the concept under examination. Having performed content analysis of a wide array of scientific publications, the authors identify seven stages in the evolution of approaches to studying business models. We clarify the evaluation criteria that distinguish the concept of business model from strategy, such as the structural framework, dynamic capabilities, goals, etc. The article proposes the approaches to classifying the analytical construct of business model, i.e. the purpose of creation, the application sphere, the basis for emergence, the way of value transfer, etc. The study clarifies the research program of the business model components, which suggests the mandatory assessment of the six elements: value, business organization, monetization, consumers, resources and the market. Systematization of knowledge in the field of business modelling significantly improve management efficiency and flexibility of companies the short run. The most promising areas for future research are further development of typologies of business models, analysis of their dynamic capabilities and effects of their functioning.
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