The article reflects the main features of the new Strategy for Socioeconomic Development of the Northern and Arctic Regions of the Krasnoyarsk Territory of Russia. The work employs standard ...methodological tools for the development of the regional strategic documents, such as assessment of the situation, general principles of the socioeconomic development of the Northern and Arctic regions, characteristics of the main tools and expected results of the strategy, and spatial planning issues. The new policy is aimed to soften development contrasts between the Northern and Arctic municipalities of Krasnoyarsk krai. Big expectations are associated with the introduction of innovations in the delivery of the critical services and products to the remote towns and settlements of the area. The main methodological innovation applied in the Strategy is the establishment of three project offices working on the problem on three large-scale levels. These are the “Person”, “Settlement” and “Territory” project offices. Their tasks involve ensuring synergy between the government, large and small businesses, and social bodies. It is assumed that in the year 2030 the implementation of the proposed measures will enable the Krasnoyarsk Territory to regain its leading position in the development of the Russian Arctic it used to hold during the first decades of the Soviet period
The general prerequisites for studying the transformation of an economic formation as a multilevel complex of subsystems of one technological mode into a complex of subsystems of another ...technological mode are considered. On the basis of the general research plan, the current tasks of clarifying the classification of innovative systems and identifying the locus of one of the key subsystems origin are defined; that is the mini-economic subsystem proposed in the work called the Corporate Coordination Innovative System (CCIS) as a part of the corporate innovative system. This made it possible to propose a variant of improving the classification of innovative systems and solve the problem of identifying the locus of the corporate innovative system. Based on the conducted factor analysis of innovative activity, it was concluded that the project offices of the technostructure become the locus of corporate innovative systems forming in the post-Soviet enterprises. The analysis of the dependence of innovative activity on the quantitative and qualitative development of project offices has revealed the direct dependence of innovative activity on the professional diversity of the project office. Such a conclusion becomes the basis for the induction of the hypothesis that the project offices will become the organizational structure of management within the existing organizational structure of management, becoming in the course of their development a regeneration locus of transformation of the technostructure into a new type in accordance to the new technostructure. Based on the conclusions, promising research directions were formulated, predetermined by the goal of facilitating the accelerated development of innovative systems, and by means of that is an accelerated transition to a new wave of innovation or techno-economic paradigm. The results of the study make it possible to proceed to the study of not only the issues of forecasting the features of technostructures adapted for functioning in the conditions of information knowledge economy, but also the question of establishing patterns and the nature of new type clusters forming; they are formed by business contacts of technostructures.
The work continues the analysis of the role of R&D departments and project offices in forming of corporate innovative systems and through CIS connections of various technostructures into the new type ...of clusters. They will connect cluster members not within the framework of commercial communication networks, but within the framework of information cooperation. In the continuation of this analysis, it is shown that the categories of "competitiveness" and "innovative activity", between which the dependence was to be established as a solution of one of the research objectives, are not unambiguous: competitiveness is presented as a causal ability to gain market power and as a consequence of the success of economic objects resulting from this ability, the concept of innovative activity also includes a causal innovation-oriented activity and the result of this activity in the form of acquired innovativeness. Moreover, the values of competitiveness-cause and innovative activity as a consequence are much closer than the values in each pair of interpretations separately. This situation made it possible to select indicators which most closely reflect the essence of the characteristics. The dependence between them should be established, and this situation made it also possible to compile a statistical model with three parts: innovative activity, innovativeness, competitiveness - like success in competition. The revealed dependences received interpretations. They make it possible to draw conclusions about the need to use separate objects for assessing competitiveness of the corporate innovative systems, and to put forward hypotheses about the nature of the impact of competitiveness of CIS on the reasons for the previously identified greater role of project offices in CIS forming in comparison with R&D departments.
Growth
Designing a World‐Class Architecture Firm,
04/2020
Book Chapter
The three founders were united around the goal of geographic expansion beyond their St. Louis roots in accordance with Hellmuth's depression‐proof‐firm strategy. Both Obata and Kassabaum liked the ...idea of winning major new commissions in other cities, establishing project offices there, and then marketing for new work as the project was underway. HOK opened the San Francisco office just 11 years after its founding. Over the next seven years, HOK created three more offices—in Washington, DC, Dallas, and New York. These three offices, opened at such an early point in the firm's history and within seven years of each other, established the pattern HOK would follow in the future: seek out major design contracts, which sometimes required opening a local project office; grow promising project offices into major branches; and acquire firms when necessary to gain entry to a market.
PDF
