Improvement of approaches to the construction of management decision support systems at the enterprises of high-tech industries of Russia in the implementation of innovative projects in the modern conditions of their digital transformation

The article describes the main decision support systems that provide the ability to manage enterprise resources. It reveals their advantages and disadvantages. It is shown that in modern conditions of digital transformation of enterprises and the necessity to increase the share of civil products up to 50% by 2025 in Russian high-tech enterprises, it is extremely important to introduce decision support systems. However, taking into account a closed nature of many such enterprises, as well as a number of shortcomings of systems, the article proposes a proprietary approach to building decision support systems that allows to manage a product life cycle while implementing innovative projects and gives an opportunity to assess its competitiveness and align its marketing strategy taking into account external factors, including risks.

Organization and economic mechanism of functioning of the dental clinic

DOI: 10.33917/mic-2.91.2020.49-56

The necessity of actualization the concepts in part of stomatological practice in a changing economic paradigm is substantiated. A conceptual apparatus has been developed that reflects the role, place and functionality of dental practice in the economy of our country. The semantic load of the specified categories corresponds to the prevailing economic conjuncture and established norms of economic practice. The use of specified categories in professional activities will allow scientists and practitioners to avoid misunderstandings, to achieve mutual understanding regarding the interpretation of organizational, economic, regulatory, medical, dental, and other aspects of the studied type of activity.Right arrangement of content will contribute to the intensive development of dental practice and the solution of priority tasks in terms of its regulation.

Formation and implementation of innovative projects at enterprises of high-tech industries of Russia in the context of their digital transformation

Current trends in economic, scientific and technological development require the transformation of approaches to the management of economic systems and projects. In this regard, the article considers a modern approach to the implementation of innovative projects – a competitive one. Its basic principles, as well as the key stages in the successful implementation of innovative projects, are disclosed. The first step is the right choice of the project. The authors propose an algorithm for evaluating and ranking projects when building a decision support system at Russian enterprises in high-tech industries. One of the most important stages of the project implementation is the formation of an effective project team. Taking into account digital transformation trends, an approximate authorial matrix of digital competencies for the formation of such a team is proposed.

Role of the Industrial Complex for the Country’s Sovereignty in the New World Order and Emergence of the IT Industry After Digital Transformation of Society

DOI: 10.33917/es-1.167.2020.82-91

The quality of industrial complex (IC) is crucial for the country’s sovereignty and the living standard of people in the context of survival and development in the new world order. Therefore, IC is increasingly becoming an object of competition and an instrument of some countries’ pressure on the other. However, the terms “industry” and “industrial complex” in the scientific economic community and government bodies do not have a generally accepted scientific definition. It is important to understand that the IT model of a developed state, with regard to digital transformation, should also include IT and a socio-strategic unit. Given these factors, the structure of an ideal IC model of a developed state in the emerging information society is proposed. The IC structure, along with industrial groups A and B (the means of production and consumer goods) includes new industry groups: C + D groups (manufacturing universal products — energy-electricity and information-knowledge) and X group (production of public and collective goods contributing to the state goals).

Thorny Path or Why the State Should Not “Wait” for the Digital Platforms Advent

DOI: 10.33917/es-6.164.2019.106-113

Era of digital changes concerns everybody. Under the slogan of digitalization government bodies have begun implementation of national projects understood mainly as creation of GIS, infrastructure and electronic services. Big business, sensing new profitable opportunities, is trying its hand in building platforms and developing new technologies, gradually filling up the digital space and leaving less and less space for implementing the duties, assigned to state bodies by the Constitution, in new economic environment. At the same time, there is a growing expansion of “our Western partners”, especially in industry areas. Only small and medium-sized businesses remained aloof from digitalization — this segment of economy has simply got neither desire nor the capital. The state bodies’ operation according to old patterns, expectation that business will draft and develop everything on its own, and ministries and departments will only have to choose and promote the “best cases”, generating presentations on forums instead of real steps demonstrates confusion of our “digital leaders”, the lack of clear vision of the existing processes transformation and further development of public administration in the context of digital economy. We call your attention to an article that will reveal the approach to creating a new economic management model — state digital platforms. Described solutions are shown by the authors using the example of the transport and logistics complex of the Russian Federation

When Digital Boom Falls Down: Two Stratagems for Public Administration

#2. Breakthrough Betting
When Digital Boom Falls Down: Two Stratagems for Public Administration

2018 did not bring a significant breakthrough in the Russian digital economy development, the boom is being replaced by disappointment. Digital transformation as a process of cardinal change is gradually being superseded by numeralization or digitalization, that is, simply by converting “everything” into digital form. At the same time, practical issues concerning approaches of the state bodies to implementation of digital economy plans both in the nearest future and in the 5–10 years prospect, stay out of the attention zone. Of paramount importance becomes the discussion by the authorities not about the processes of effective changes in the economy, but the accelerated introduction of foreign digital technologies or provision of services on digital platforms. The article proposes to discuss two stratagems that will allow the government bodies of the Russian Federation to consolidate their leadership position in the digital transformation process, not only by implementing control and supervisory functions, but also through providing greater economic opportunities to large, medium and small businesses based on numeral.

Changing Elements of the Personnel Management System in the Conditions of Organizations Digital Transformation

#2. Breakthrough Betting
Changing Elements of the Personnel Management System in the Conditions of Organizations Digital Transformation

The article publishes research results of the strategic behavior of modern organizations in the field of human resources management in terms of digitalization. The study sample — 250 companies from the Forbes list in 2008. The annual reports data of organizations in the selected years was used as the main research material. Within the study framework, it is hypothesized that in conditions of digitalization substantial shifts occur in the systems of strategic HR management of organizations.

Digital Organizations: Trends and Development Prospects in the Future

#6. For the High Norm
Digital Organizations: Trends and Development Prospects in the Future

Most of the business conferences today are organized around the theme “How we realized the importance of Big Data and became the most successful in our market”. It is safe to say that since 2015, the business has been covered by a wave of so-called hype about digital technologies, and those who create these technologies have taken dominant positions in the economy structure. If we take the Fortune-100 list for the 1960s, we’ll find that about 80% of the companies on this list have ceased to exist, and one of the reasons for this is denying inevitability of digitalization.

The State and Economy: New Digital Opportunities

#5. Digital Agitation
The State and Economy: New Digital Opportunities

Crisis processes in the economy are often presented as consequences of external factors, and not of inefficient state decisions. The authors of the article propose to consider the economy as a complicated multi-factor system, which should be influenced through state economic regulation. The forthcoming digital transformation of economic processes and immersion of all economic entities in the digital space bring both opportunities and threats for the Russian Federation. Digital images of subjects and digital traces of their interactions in the course of economic processes are beginning to acquire value, becoming digital assets. Using a platform approach in the economy at the state level, on the one hand, will ensure digital sovereignty of the country, and on the other hand it will allow to use digital assets as an accurate and operative information base for modeling economic processes that will provide quality and effectiveness of the state regulation.

Manufacturing Virtual Corporation in the Digital Transformation of Business

#5. Digital Agitation
Manufacturing Virtual Corporation in the Digital Transformation of Business

Active development of digital technologies contributes to nascency of new organizational and economic forms of enterprises and associations. However, new business models provide work with limited resources and tasks. The article outlines basic principles of industrial virtual corporations that ensure the use of heterogeneous resources for solving a wide range of dynamically changing business tasks. The authors demonstrate versatility of the proposed model, options and scenarios for its application. Possibility of using the concept of production virtual corporation for traditional companies, possessing many “non-digital” assets, as an innovative form of management is considered.