DOI: 10.33917/mic-2.127.2026.5-11

The article examines the challenges of maintaining clusters of organizational and economic agents using a digital «twin» of the organizational and economic agent, operating within a distributed network of control centers to ensure the sustainability of digital institutional management structures within the economic supersystem of the Union State of Russia and Belarus.

References:

1. Ageev A.I., Bakhtizin A.R., Makarov V.L., Loginov E.L. [et al.] The economic foundation of victory: a strategic forecast of the stability of the Russian economy in the face of sanctions attacks. Economic strategies. 2023;25(3(189)):6-15.

2. Ageev A.I., Bochkarev O.I., Grabchak E.P., Loginov E.L. Network-centric system of increased survivability of Russian energy management in difficult-to-predict critical conditions. Economic strategies. 2021;23(3(177)):6-17.

3. Ageev A.I., Loginov E.L. The world community in conditions of supercritical bifurcation / Management of complex organizational and technical systems in conditions of supercritical situations: Proceedings of the international scientific and practical conference, Moscow, April 21-22, 2022. Moscow: Institute of Economic Strategies, 2022. pp. 9-12.

4. Ageev A.I. The role of sanctions, conflicts and special operations: reflections on the future. Part 1. Scientific Bulletin of the Russian Military-industrial complex. 2023;4:66-74.

5. Ageev A.I., Grabchak E.P., Loginov E.L. Russia in a supercritical situation: managing the restoration of life support functions to overcome the consequences of a natural disaster. Economic strategies. 2021;23(5(179)):28-35.

6. Ageev A.I., Loginov E.L. Strategic predestination of special military operations in the global supersystem. Economic strategies. 2023;25(4(190)):6-19.

7. Ageev A.I., Grabchak E.P., Loginov E.L. The use of artificial intelligence in the implementation of military command and control of civilian facilities as a single hybrid battlefield / Neurocomputers and their application: Abstracts of the XX All-Russian Scientific Conference, Moscow, March 22, 2022 Moscow: MGPPU, 2022. pp. 31-33.

8. Glazyev S.Y., Arkhipova V.V. Assessment of the impact of sanctions and other crisis factors on the state of the Russian economy. Russian Economic Journal. 2018;1:3-29.

9. Golublev A.A., Abramov V.I., Loginov E.L., Shkuta A.A., Doholyan A.S., Loginova V.E., Evdokimov D.S. Operation of human behavior in the state and society based on agent-based modeling using neural encoding of cognitive information. Artificial societies. 2019;14(3):1.

10. Grabchak E.P., Loginov E.L. The use of supercomputer technologies for managing fuel and energy resources transportation systems / Actual problems of scientific knowledge. New technologies of the Fuel and Energy Complex-2024: Proceedings of the VIII International Scientific and Practical Conference, Tyumen, April 26-27, 2024. Tyumen: Tyumen Industrial University, 2024. pp. 169-172.

11. Loginov E.L. Ensuring the safety and stability of complex organizational systems in conditions of natural and man-made electromagnetic influences. Moscow: Scientific Library Publishing House, 2024. 364 p.

DOI: 10.33917/mic-2.127.2026.12-19

The effectiveness of China’s institutional system and policy tools in achieving technological sovereignty (TS) is evident in specific examples. The article analyzes the most significant achievements in the fundamental industries of the new technological order (TO): microelectronics, 5G, quantum computing, artificial intelligence, supercomputers, robotics, and new materials. China has successfully narrowed the gap with global leaders and achieved global leadership in several sectors (5G, robotics), which is crucial for national security and competitiveness.

References:

1. Glazyev S. Yu. The Chinese Economic Miracle. Lessons for Russia and the World. Moscow: Ves Mir Publishing House, 2023. 406 p.

2. Made in China 2025. State Council of the People’s Republic of China, 2015. Available at: http://www.gov.cn/zhengce/content/2015-05/19/content_9784.htm

3. SMIC. Annual Report 2022. Available at: https://www.sminvestments.com/publication/smic-integrated-annual-corporate-governance-report-for-year-ended-2022/

4. Bureau of Industry and Security (BIS). Final Rule on Additional Export Controls to the PRC, 2022.

5. Huawei Technologies Co., Ltd. Annual Report 2023.

6. European Patent Office (EPO). Patent Index 2023.

7. Who is leading the 5G patent race? IPlytics, 2021. URL: https://www.iam-media.com/article/who-leading-the-5g-patent-race-patent-landscape-analysis-declared-seps-and-standards-contributions

8. China’s quantum processor Zuchongzhi 3.2 achieves global parity. Global Times, 2025. URL: https://www.globaltimes.cn/page/202512/1351319.shtml

9. Next-generation AI development plan. State Council of the People’s Republic of China, 2017. URL: http://www.gov.cn/zhengce/content/2017-07/20/content_5211996.htm

10. TOP500.org. November 2023 TOP500 List, 2023. URL: https://www.top500.org/lists/top500/list/2023/11/

11. China Optoelectronic Display Industry Investment Report 2025. CINNO Research, 2025.

12. China Additive Manufacturing Industry Alliance. 2025 China Additive Manufacturing Industry Development Report, 2026.

13. Made in China 2025. State Council of the PRC, 2025.

14. China Sensor & Internet of Things Industry Alliance. Sensor Industry White Paper 2025.

15. Artificial Intelligence Index Report 2025. Stanford University, 2025.

16. TOP500.org. June 2025 TOP500 List, 2025. URL: https://serverflow.ru/blog/stati/top500-iyun-2025-chto-novogo-v-reytinge-luchshikh-superkompyuterov/

17. World Robotics 2022 Report. International Federation of Robotics (IFR), 2022.

18. White Paper on China’s Robotics Industry. China Institute of Electronics, 2023.

19. Research Report on China’s Robotics Industry. Goldman Sachs Asia, 2023.

20. Annual Report 2023. National Silicon Industry Group, 2023.

DOI: 10.33917/mic-2.127.2026.20-29

The author proceeds from the premise that for developing countries, the highest criterion of state effectiveness is the country’s transition to a new level, joining the ranks of developed countries. Of all the post-socialist bloc countries, Poland and the Czech Republic have achieved this. The author analyzes these cases. Poland implemented a standard set of macroeconomic reforms, and they proved successful thanks to a shift in public thinking: a focus on economic rather than political issues and, as a result, the widespread development of small and medium-sized businesses, which became the driving force of development. The Czech Republic had different starting conditions than Poland. The success of the Czech Republic’s economic breakthrough was determined by the correct actions taken with respect to industrial potential, which was preserved through prudent decisions during privatization and the development of international investment cooperation.

References:

1. Global Governance Indicators. URL: https://www.worldbank.org/en/publication/worldwide-governance-indicators/interactive-data-access

2. Kovaleva V., Elistratov A. Historical Review of Economic Transformations in Poland (1990-2020). Journal of Historical Research. 2022;7(1):9-12.

3. Capitalism without Capitalists. Why Poland Was Able to Build Functioning Democratic Institutions. URL: https://lenta.ru/articles/2016/05/19/poland_capitalism/

4. Sinitsina I., Chudakova N. The EU and the Polish Economy: From Adaptation to Integration. Modern Europe. 2006;3:108-123.

5. Gabarta A. Poland: 30 Years of Socioeconomic Transformations and 15 Years of EU Membership. Europe. 2019;7:82-92.

6. Mikhalev O.Yu. Results of the Law and Justice Party’s Stay in Power in Poland. Visegrad Europe. Central European Journal. 2023;4:75-90.

7. European Innovation Scoreboard 2024. Country Data. Poland. URL: https://ec.europa.eu/assets/rtd/eis/2024/

8. Mickiewicz B. Assessment and Directions of Innovative Development of the Polish Economy. Proceedings of the V International Scientific and Practical Conference «Modern Agrarian Economy: Science and Practice». Publisher: Belarusian State Agricultural Academy (Gorki), 2022. pp. 129-133.

9. Large-scale energy project: Poland allocates billions for first nuclear power plant. URL: https://hvylya.net/news/305243-masshtabnyy-energeticheskiy-proekt-polsha-vydelyaet-milliardy-na-pervuyu-aes

10. The Polish government intends to invest 70 billion zlotys in national energy grids. URL: https://www.polskieradio.pl/397/7830/Artykul/

11. Piatkowski Marcin. Poland has become Europe’s growth champion, but can this success continue? URL: https://blogs.lse.ac.uk/europpblog/2018/12/17/poland-has-become-europes-growth-champion-but-can-this-success-continue/

12. Alekhnovich A. Lessons from the Privatization of State-Owned Enterprises in Central and Eastern Europe. URL: https://isans.org/ru/articles/uroki-privatizaczii-gospredpriyatij-v-stranah-czve.html

DOI: 10.33917/mic-2.127.2025.30-43

In the context of the growing importance of sustainable development and increasing societal expectations toward business, Russian companies face the need to integrate corporate social responsibility into management processes based on the traditional values of national culture. This article presents theoretical and methodological approaches to developing a value-based model for managing organizational sustainable development. Key elements of the model, including principles of fairness, dignity, and solidarity, are explored, as well as their role in enhancing organizational resilience and adaptability. A conceptual foundation has been formed for the subsequent development of a functional model and tools for its implementation.

References:

1. Declaration of Principles of Russian Corporate Culture and Corporate Social Responsibility: Dignity. Trust. Action. Moscow: Coalition of Creators, 2023. 28 p. URL: https:///coalition-contributions/

2. Vishnyakova D.A. Traditional Values in the Russian Management System: Development History and Relevance in Modern Conditions. Scientific Notes of Young Researchers. 2023;11(3):65-72. URL: https://cyberleninka.ru/article/n/traditsionnye-tsennosti-v-rossiyskoy-sisteme-menedzhmenta

3. Civic Chamber of the Russian Federation. Report on the State of Civil Society in the Russian Federation — 2022: Traditional Values. Section 3.1. Moscow: Civic Chamber of the Russian Federation, 2022. URL: https://report2022.oprf.ru/ru-RU/traditional-values.html

4. Agafonova A.N., Yakhneeva I.V., Nikitina I.N. Corporate Social Responsibility in Russia: Motives and Features // In: Mantulenko V. (ed.) Global Challenges and Prospects of the Modern Economic Development. European Proceedings of Social and Behavioural Sciences, 57. pp. 1055-1068. 2019. DOI: 10.15405/epsbs.2019.03.105.

5. Cameron K. Responsible Leadership as Virtuous Leadership. Journal of Business Ethics. 2011;98(1):25-35. DOI: 10.1007/s10551-011-1023-6.

6. Grachev M.V., Bobina M.A. Russian Organizational Leadership: Lessons from the GLOBE Study. International Journal of Leadership Studies. 2006;1(2):98-116.

7. Zavyalova E., Ostrovskaya E. Corporate Social Responsibility in Russia. SHS Web of Conferences. 2020. Vol. 89. Art. 06008. DOI: 10.1051/shsconf/20208906008.

DOI: 10.33917/mic-2.127.2026.44-52

The article is devoted to substantiating the importance of the concept of dynamic economic security of an enterprise in the context of digital transformation and high turbulence of the external environment. The limitations of traditional static models of «perimeter» protection, which lose their effectiveness due to information overload and non-linearity of economic processes, are analyzed. The hypothesis is substantiated that the level of security of modern business is determined by the quality and speed of management decisions. A dynamic security architecture based on a symbiosis of artificial intelligence (for 24/7 operational response) and collective intelligence (for strategic thinking) is proposed. The necessity of transition from extrapolation forecasting to scenario modeling and management of a multi-criteria choice is argued. The principles of business resilience are formulated as the ability to maintain a development trajectory through controlled changes and cognitive convergence of heterogeneous data.

References:

[1-21] See in no. 1/2026, p. 50-52.

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24. Taleb N.N. The Black Swan. Under the Sign of Unpredictability. Moscow: KoLibri, Azbuka-Atticus, 2012. 736 p.

25. Robinson J.B. Futures Under Glass: A Recipe for People Who Hate to Predict. Futures. 1990;22(9):820-842. DOI: 10.1016/0016-3287(90)90018-D

26. Gordeev V.V., Abramov V.I. Business Process Forecasting as a Decision-Making Tool within a Proactive Management Approach. Economics and Management. 2025;31(7):893-902. DOI 10.18334/evp.6.4.123876

27. Nikogosyan A.Z., Abramov V.I. Remote Dynamic Control in Transport Logistics: The Role and Benefits of the Internet of Things. Economics and Management: Problems, Solutions. 2025;5(4(157)):183-195. DOI 10.36871/ek.up.p.r.2025.04.05.022.

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29. Ageev A.I., Grabchak E.P., Loginov E.L. A New Model of Managing the Russian Economy in the Context of Hybrid Risks and Threats. Economic Strategies. 2025;5(203): 6-19. DOI: https://doi.org/10.33917/es-5.203.2025.6-19

30. McGrath R.G. The End of Competitive Advantage (translated from English by V.N. Egorova). Moscow: Binom. Lab. of Knowledge, 2013. 248 p.

31. Abramov V.I., Gordeev V.V., Stolyarov A.D. Digital Transformation of Industrial Enterprises into Digital Business Ecosystems: Structural Components and Practical Aspects of Implementation. Fundamental Research. 2024;9:78-85. DOI 10.17513/fr.43680

32. Abramov V.I., Stolyarov A.D. Digital Business Ecosystems: Typology and Design. Modern Economy Success. 2025;6:370-379. DOI 10.18334/vinec.15.4.124210

DOI: 10.33917/mic-2.127.2026.53-60

This scientific article systematizes the key characteristics of networked production systems through a complex set of technical, technological, organizational, information, and management components. Four vectors for implementing the network approach are identified: networked resource combination; networked delivery of finished parts; creating conditions for network participants through a rating system, crowdsourcing, and distributed project financing; and creating a favorable climate for the digital retirement of obsolete elements, ensuring dynamic updating of the network composition and the redistribution of resources in favor of the most effective participants. The author’s methodology and results for calculating the economic impact are also presented.

References:

1. Abdikeev N.M. The concept of competitive value chains in production systems as an institutional structure functioning on network principles / N.M. Abdikeev, A.A. Losev, A.I. Gaidamaka. Computational Nanotechnology. 2019;6(3):61-67. DOI 10.33693/2313-223X-2019-6-3-61-67.

2. Beletskaya S.Yu., Bokova N.V. Principles of algorithmization of problems of optimal design of complex production systems. Optimization and modeling in automated systems: interuniversity collection of scientific papers. Voronezh: Voronezh State Technical University, 2009. pp. 105-112.

3. Wang C. Approaches to the principles of operation of a network organization in an automobile cluster. Scientific aspect. 2023;10(12):1194-1206.

4. Dorogov Yu.V., Ionov B.P. Optimization of production processes of a shipbuilding design bureau based on the principles of functioning of an electronic information logistics system. Marine Bulletin. 2023;1(85):47-51. DOI 10.56192/18123694_2023_1_47.

5. Zhukovskaya I.V. Segmentation of the service market: problems and solutions. Microeconomics. 2021;2:32-37.

6. Losev A.A. System of models of an inter-industry digital platform for managing and optimizing the cooperation of high-tech networked production systems / A.A. Losev, N.M. Abdikeev, A.I. Gaidamaka. Managing the development of large-scale systems, October 1-3, 2019 / Under the general editorship of S.N. Vasiliev, A.D. Tsvirkun. Moscow: V.A. Trapeznikov Institute of Control Sciences of the Russian Academy of Sciences, 2019. pp. 390-392. DOI 10.25728/mlsd.2019.1.0390.

7. Myasnikova, Yu.V. Improving the efficiency of production systems for functional control of complex products based on the formation of information systems: specialty 05.02.22 — Organization of production (by industry): dissertation for the degree of candidate of technical sciences. Samara National Research University named after Academician S.P. Korolev, Samara, 2019. 177 p.

8. Maltseva M.N., Tsvirkunov D.I. Application of lean manufacturing principles in the design of management systems and production systems. Certification. 2017;2:9-13.

9. Development of models of production and business processes of network enterprises based on multi-agent systems / Yu.F. Telnov, V.A. Kazakov, A.V. Danilov, A.A. Bryzgalov. Software products and systems. 2023;4:632-643. DOI 10.15827/0236-235X.144.632-643.

DOI: 10.33917/mic-2.127.2026.61-72

It has been established that Leonardo da Vinci’s competitive strategies have universal principles that can be adapted to modern business. His methods of creating unique products, such as the «sfumato» technique and an individual approach to customers, correspond to modern differentiation strategies. The approach to personal brand formation and artificial scarcity anticipates modern luxury marketing practices. Leonardo’s flexible pricing strategies contain elements relevant to the digital economy. And the combination of art, engineering, and science in his work serves as a model for modern multidisciplinary strategies.

As the conducted research has shown, the basic principles of Leonardo’s competitive strategies demonstrate amazing stability over time and can serve as a valuable guideline for modern companies. This is especially true for: companies in the creative industries (design, architecture, advertising); luxury segment enterprises; innovative start-ups; premium professional services.

References:

1. Anikieva V.A. Digital assets as a reputation formation tool. In the collection: Youth Science Week of the Institute of Industrial Management, Economics and Trade. Saint Petersburg, 2025. pp. 162-164.

2. Astratova G.V. Fundamentals of marketing: a textbook. Yekaterinburg: Ural Publishing House. University, 2024. 232 p.

3. Veretennikova O.V. Consumer value as the basis of sustainable enterprise development. Trade and the market. 2022;2(3-1 (63)):94-102.

4. Kondakova Yu.A. Application of price competition methods in the digital economy (using the randomized pricing method as an example). Bulletin of Economic and Sociological Research. 2024;2:19-26.

5. Kornienko N.N. Non-price competition in a market and mixed economy. In the collection: Fundamental foundations of science. Anapa, 2021. pp. 112-114.

6. Kuzmina E.S. Personal branding in the digital age of metamodernity. Scientific papers of the North-Western Institute of Management of the Russian Academy of Sciences. 2025;16(1(68)):168-170.

7. Kuzminova T.N., Makeeva E.Z. Determination of indicators of the functioning of intangible assets to be improved and the list of works that lead to the improvement of intangible assets. In the collection: Modern financial accounting and reporting: problems and prospects of development. Moscow, 2024. pp. 53-60.

8. Laryanovsky I.S. Axiological analysis of post-non-classical scientific and technical knowledge based on the integral concept of values. Gilea: scientific bulletin. 2016;108(5):151-155.

9. Mavlyutova D.F., Sakhbieva A.I. Non-price competition as a tool for influencing consumer behavior. In the collection: Fundamental and applied research: concepts, techniques, innovations. Rostov-on-Don, 2022. pp. 358-362.

10. Novikova E.N., Martynova O.V., Antonchenko N.G. Marketing. Lecture notes. Kazan: KGEU, 2014. 100 p.

11. Odinaev F.B., Yelshin L.A. Spheres of realization of price and non-price competition in an unstable conjunctural environment. In the collection: XI International Youth Symposium on Management, Economics and Finance. Kazan, 2022. pp. 620-623.

DOI: 10.33917/mic-2.127.2026.73-83

The article examines Lean as a platform for supplier development, analyzing key tools — 5S, VSM, Kaizen, SMED, TPM, and Kanban — and their role in enhancing discipline, transparency, and a culture of continuous improvement. It describes a phased implementation of programs: diagnosis, training, execution, and standardization. Special attention is given to Lean as a mindset that fosters engagement, trust, and sustainable development of partnership relationships within the supply chain.

References:

1. Ohno T. Toyota Production System: Beyond Large-Scale Production New York: Productivity Press, 1988. pp. 16-27.

2. Monczka R.M., Handfield R.B., Giunipero L.C., Patterson J.L. Purchasing and Supply Chain Management (7th ed.). Boston: Cengage Learning, 2020.

3. Trent R.J. Strategic Supply Management: Creating the Next Source of Competitive Advantage. Florida: J. Ross Publishing, 2007.

4. Hirano H. 5 Pillars of the Visual Workplace: The Sourcebook for 5S Implementation Portland, OR: Productivity Press, 1995. pp. 8-23.

5. Bicheno J., Holweg M. The Lean Toolbox: The Essential Guide to Lean Transformation (4th ed.). Buckingham: PICSIE Books, 2009. pp. 112-117.

6. Lean Enterprise Institute & McKinsey & Company. Why 5S remains the first step in Lean transformation. Joint Study, 2018. pp. 3-4.

7. Rother M., Shook J. Learning to See: Value Stream Mapping to Add Value and Eliminate Muda. Lean Enterprise Institute, 2003.

8. Bhasin S. Lean management beyond manufacturing: A holistic approach. Springer, 2015.

9. Jüttner U., Peck H., Christopher M. Supply chain risk management: Outlining an agenda for future research. International Journal of Logistics Management. 2007;18(2):197-210.

10. Womack J.P., Jones, D.T. Lean Thinking: Banish Waste and Create Wealth in Your Corporation New York: Simon & Schuster. 1996. pp. 3-27.

11. Liker J.K. The Toyota Way: 14 Management Principles from the World’s Greatest Manufacturer. New York: McGraw-Hill, 2004. p. 23.

12. Netland T.H., Ferdows K. The S-curve effect of lean implementation: A context perspective. International Journal of Operations & Production Management. 2016;36(11):1435-1457.

13. Imai M. Kaizen: The Key to Japan’s Competitive Success. New York: McGraw-Hill. 1986. pp. 1-12.

14. Shingo S. A Revolution in Manufacturing: The SMED System. Portland, OR: Productivity Press. 1985. pp. 9-14.

15. Nakajima S. Introduction to TPM: Total Productive Maintenance. Portland, OR: Productivity Press. 1988. pp. 17-30.

16. Krause D.R., Handfield R.B., Scannell T.V. An empirical investigation of supplier development: Reactive and strategic processes. Journal of Operations Management. 1998;17(1):39-58.

17. Bhamu J., Sangwan K.S. Lean manufacturing: Literature review and research issues. International Journal of Operations & Production Management. 2014;34(7):876-940.

18. Chesbrough H.W. Open Innovation: The New Imperative for Creating and Profiting from Technology. Boston: Harvard Business Press. 2003. pp. 1-25.

DOI: 10.33917/mic-2.127.2026.84-88

This scientific article presents a comprehensive analysis of global economic growth dynamics in the fuel and energy sector and examines the concepts of energy efficiency and energy intensity across global macroregions. It advances the idea of energy engineering aimed at improving the energy efficiency of production and proposes implementing a fuel and energy resource conservation strategy with an energy management focus.

References:

1. Gorfinkel V.Ya. Economics of Innovation: Textbook / Ed., T. G. Popadyuk. 2nd ed. revised and enlarged. Moscow: University textbook: NITs INFRA-M, 2023. 336 p.

2. Galimulina F.F., Zhukovskaya I.V., Komissarova I.P., Shinkevich A.I., Mayorova A.N., Astafyeva I.A., Klimova N.V., Nabiullina K.R. Technology Platforms as an Efficient Tool to Modernize Russia’s Economy. International Journal of Economics and Financial Issues. 2016;6(1):163-168.

3. Khusainov R.R., Zhukovskaya I.V. Theoretical aspects of the formation of innovative infrastructure in the service sector taking into account engineering and reengineering at the mesolevel. Microeconomics. 2017;5:12-17.

DOI: 10.33917/mic-2.127.2026.89-97

This article examines the conflict between transport electrification and the traditional oil market. It analyzes global trends in the growth of electric vehicle use and production, reviews the experience of China, which currently leads the way in electric transport use, and considers the prospects for electric vehicle development in Russia. The article provides current data on the reduction in demand for hydrocarbon fuels, due to the increasing share of electric vehicles, and forecasts changes up to 2040. Based on a review of international studies and forecasts, conclusions are drawn about a possible decline in global oil demand as a result of the electrification of transport, and the risks and opportunities for the Russian oil industry in the context of the global energy transition are noted.

References:

1. Malik F.R. et al. Energy transition towards electric vehicle technology: Recent advancements. Energy Reports. 2025;13:2958-2996. URL: https://www.sciencedirect.com/science/article/pii/S2352484725001118

2. AUTOSTAT Analytic Agency. URL: https://www.autostat.ru

3. The Ministry of Economic Development presented a forecast for socio-economic development until 2028. Vedomosti. 2025. 26 September. URL: https://www.vedomosti.ru/economics/news/2025/09/26/1142429-minek-predstavil-prognoz