Innovation management. Учебное пособие
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2. Organizational structure of innovation management
Table 2.1
Classification of organizations of science, technology and innovation
Type |
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Organization class |
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Organizations based on principle |
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Type of |
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subject principle |
subject principle |
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specialization |
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Product |
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Product |
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Product |
Product |
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Product |
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Type of scientific |
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Organizations, which specialized |
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and technical |
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products |
on basic |
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on basic |
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on basic |
on basic |
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on basic |
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research |
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research |
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research |
research |
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research |
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Type of objects to be |
Organizations, which specialized in R & D and aimed to |
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improved |
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improve |
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Product |
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Product |
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Product |
Product |
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Product |
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The nature of the |
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Organizations in the field of |
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industry knowledge |
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Natural |
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Natural sciences |
Natural sciences |
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sciences |
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Innovation level |
Organizations that develop (implement) innovations |
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radical |
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ordinary |
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Principle of creation |
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Organizations |
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permanent |
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temporary |
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As the most important feature in this classification is used forks specialization. By type of specialization IO are divided into subject and address. Subject specialization is aimed at creating specific types of products, technologies and resources (scientific and technical information, leasing services: assets, finance, etc.). Targeted specialization includes the use of significant scientific results obtained
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Innovation management
in research centers, in the form of the creation of subsidiaries of scientific, technical and innovative firms, as well as traditional industry services to the industry, sub-industry and enterprises, which can be the subject of inter-sectoral use. Targeted orientation plays a large role in the organizational structure of science, as it contributes to the development of integration processes. Innovation organization based in the intelligent use of scientific results: a major invention, the block inventions is promising. These organizations are the basis for the creation of innovative copyright firms.
There are also other signs of classification: the type of innovation (product, resource, process, documentary), the scope of the innovation (for internal use, for sale), the type of strategy, the type of effect to which the EUT is focused, etc.
Organizational structure of innovation management
In Fig. 2.1. the organizational structure of the research and innovation sphere in Russia is presented in a schematic form. Central to it are organizations engaged in innovation, research and development.
Among the scientific organizations are all organizations (institutions, enterprises) engaged in research and development as a core activity or having in its composition units whose main activity is to perform research and development, regardless of their affiliation to a particular sector of the economy, organizational and legal forms and forms of ownership. From the point of view of their specialization, scientific organizations can be distinguished that conduct research primarily in a particular field of knowledge (general scientific profile) or branch of the economy (industry profile).
In Russia, the following classification of scientific organizations operates according to the sectors of science and the types of organizations that are united according to organizational characteristics, the nature and specialization of the work performed (Table 2.2).
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2. Organizational structure of innovation management
Executive authorities of the |
subjects of the |
Russian Federation |
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Regionaltechnical |
authorities |
Government |
Committee on |
science and |
innovation policy |
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Rospatent |
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and |
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rietisinMs |
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President of Russian Federation |
Government of Russian |
Federation |
Ministry of Industry, Science Depmatsrtne and Technology |
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Federal Assembly of the Russian Federation |
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State Duma |
Committee on Committee on |
Science, Culture, Education and |
Science |
Ministry of |
Education |
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Federation Council |
Education |
Russian Academy of |
Sciences |
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Publicacademies |
Public organizations |
foundations |
AssistanceFoundation |
ofSmall Enterprises Development in Scientificand Technical Sphere |
Statescientific |
Russian Foundatio n of Basic Research |
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Russian Foundation of |
Technological Development |
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and off- |
funds |
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Industrial |
budget |
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Industrial academies of science with state |
status |
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centers and high technology |
organizationsand of otherindustries |
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incubators,Business |
MarketingConsulting, |
servicesand |
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Federalsciencecentersof |
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industryFinancialgroups Enterprises |
objectsInfrastructureof science and innovation |
industrialInnovativeInnovation technical complexescenters |
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Scientific |
organizations |
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scientificState |
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Higher education |
institutions |
Concerns, Associations |
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Scientific |
Technical |
Information Centers |
Fig. 2.1. The organizational structure of the research and innovation sphere in Russia
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Innovation management |
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Table 2.2 |
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Science (activity) sectors |
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Sector |
Science (activity) sectors |
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State sector |
Organizations of ministries and departments that provide |
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state management and meet the needs of society as a |
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whole (government, defense, public order; health care, |
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culture, leisure, social security, etc.), including federal and |
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local authorities. |
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State non-commercial (non-profit) organizations, fully or |
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mainly funded and controlled by the government, with the |
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exception of organizations related to higher education. |
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These organizations primarily serve the government and |
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do not set themselves the goal of making a profit, but are |
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mainly involved in research activities related to public and |
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administrative functions. |
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Entrepreneurial |
All organizations and enterprises whose main activity is |
sector |
related to the production of products or services for sale |
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(other than services of the higher education sector), |
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including those owned by the state. |
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Private non-commercial (non-profit) organizations, |
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mainly serving the above-mentioned entrepreneurial |
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organizations. |
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Higher education |
Universities and other higher education institutions, |
sector |
regardless of funding sources or legal status. |
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Research institutes, experimental stations, clinics under |
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direct control or management or associated with higher |
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education institutions. |
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Organizations directly serving higher education |
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(organizations in the system of the State Committee for |
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Higher Education). |
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Private |
Private organizations that do not aim to make a profit |
non-commercial |
(professional societies, unions, associations, public, |
(non-profit) |
charitable organizations, foundations); except for funds |
sector |
more than half funded by the state that belong to the |
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public sector. |
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Private individual organizations. |
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2. Organizational structure of innovation management
The typology of scientific organizations is presented in Table. 2.3.
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Table 2.3 |
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Classification of scientific organizations by type |
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Sector of |
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Type of organization |
science |
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(activity) |
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Government |
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Organizations of federal (central) ministries and departments |
sector |
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(including the Russian Academy of Sciences and branch |
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academies). |
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Organs of governing bodies of the republics, territories, |
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regions. |
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Organization of local (municipal) administration structure |
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Business |
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Industry research institutes. |
sector |
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Design, engineering, technological organizations. |
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Design and design and survey organizations. |
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Industrial enterprises. |
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Experimental bases. |
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Other |
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Higher |
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Universities and other higher education institutions. |
education |
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Research institutes (centers) sub-departmental to higher |
sector |
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educational institutions and (or) governing bodies of higher |
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professional education. |
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Clinics, hospitals, other medical institutions at higher |
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educational institutions. |
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Experienced (experimental) enterprises subordinate to higher |
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educational institutions. |
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Other |
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Private non- |
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Voluntary scientific and professional societies and |
profit (non- |
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associations. |
commercial) |
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Public organizations. |
sector |
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Charitable funds. |
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Other |
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Innovation management
Innovative entrepreneurship is a multifaceted type of economic activity. As an entrepreneur are individuals and legal entities engaged in the following types of initiative activities associated with the reproduction cycle of an innovative product:
•creation of an innovative product (actually innovative entrepreneurship);
•implementation of functions in the financial sector to ensure innovation;
•performance of intermediary functions (provision of services related to the promotion of an innovative product and its transfer from the direct creator to its consumer).
Being relatively independent, these types of entrepreneurial activities in the innovation sphere complement each other, although they may differ significantly in terms of their organizational and legal form, the content of operations and the methods of their implementation. The choice of the form of an innovative enterprise depends on personal bias, field of activity, and availability of funds.
As evidenced by foreign experience, small business in the innovation sphere is the first in terms of mass and the most dynamic structural component of the market innovation potential of industrialized countries.
Indeed, the basis of innovative entrepreneurship is small innovative firms (explants), technological leaders in emerging industries, opening up new market segments, developing new industries, increasing the knowledge and competitiveness of production and thus contributing to the formation of new technological structures.
The strengths of small innovative enterprises include the following:
- low level of overhead costs, due to direct and personal contacts with them;
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2.Organizational structure of innovation management
-operational management decisions making it possible to reduce the duration of the innovation cycle;
-lack of bureaucratic procedures in the organization in view of the minimum management hierarchy of enterprises.
Difficulties in the activities of such enterprises are associated with low professional level of management, limited opportunities for external financing, low specialization of jobs.
Due to the lack of many structural divisions, which is associated with an insignificant degree of division of labor, small innovative enterprises do not receive a synergistic effect.
The founders of small innovative enterprises are characterized by a high motivation for entrepreneurial activity despite the personal responsibility for its success in terms of commercial risk.
The motives of innovative entrepreneurship include:
-the possibility of implementing their own creative projects;
-approval of high image and creative recognition of success in the innovation sphere;
-many economists associate innovative a high degree of independence and freedom in decision making, etc.
Innovative entrepreneurship with the ability to promote innovation through risky business, and small risky firms that are able to realize commercially attractive innovations and make profits on this basis are associated with innovative entrepreneurship. However, in addition to small forms of innovative entrepreneurship (typical representatives are venture enterprises created for approbation, revision and bringing to risk-based industrial implementation of innovation innovations), there are medium and large organizational forms of innovative entrepreneurship.
Both small and medium forms of innovative enterprises can be represented by the following organizations:
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Innovation management
an innovation firm specializing in the introduction, patenting and licensing, promotion of scientific and technical innovations and objects to the market;
a business center (business incubator) that promotes the development of joint ventures and provides management and services in legal, accounting, economic and other activities to small businesses;
innovation, bringing inventions to commercial use and the sale of licenses.
Unlike the above-mentioned forms of innovative entrepreneurship, venture (risky) firms are temporary structures created to produce a specific final innovation product.
Compared with similar large entities, small innovative enterprises have a high chance of obtaining entrepreneurial profits with:
-using a strategy of targeting small niche markets;
-the potential for multiple uses of the results of the R & D performed, their application to various needs;
-low capital intensity of production and promotion to the market;
-absence of fierce competition and difficult barriers in the
market;
-the possibility of direct contact with consumers;
-using the results of basic, pioneering R&D in the border areas of science and technology;
-relative stability of economic conditions of activity and price stability of raw materials, materials, components, energy, etc.
Freedom of search, lack of bureaucracy, rapid approbation of innovations and the fact that innovation is the only way for an entrepreneur operating in a small company to improve their status and create a larger organization contribute to increased innovation activity of small business.
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2. Organizational structure of innovation management
Due to the limitations of all types of resources, small business is interested in accelerated development and use of new technologies, production of new products, bringing innovations to the industrial design stage, which are transferred on a commercial basis for use by large enterprises.
Discussion questions:
1.Do you think classification of organizations of science, technology and innovation is full?
2.What is the connection between two tables “Science (activity) sector” and “Classification of scientific organizations by type”?
3.What are the types of scientific organizations? Give examples of each type of scientific organization.
4.What is the difference between small and large forms of innovative enterprises? Make a comparative table.
Research topic:
Choose one of organization from Fig. 2.1. The organizational structure of the research and innovation sphere in Russia. Make presentation about organization.
Practical Exercise:
Funding for startups in the scientific and technical sphere is offered by the capital Fund for the Development of Venture Investments in Small Enterprises. The Fund provides concessional loans to innovative projects that are in the very early stages of development and are registered in Moscow.
To do this, the project initiator must attract funds from a private investor, and then apply for additional funding to the Fund. Today 57 private investors work with the organization. The co-investor must invest from 50 to 200 percent, depending on the size of the Fund’s own loan, which can be from 0.5 to 36 million rubles, respectively. Loan term is from 3 to 6 years with a delay of repayment of up to two years.
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Innovation management
On obtaining financial and other types of support for small and medium-sized businesses in Moscow, you can consult the Service Centers for Business of the Small Business Enterprise of Moscow.
The Foundation is considering any innovative projects in the scientific and technical field. The Fund’s portfolio includes IT projects, advertising, medical, from the sphere of sports and industry. The Fund also provides concessional targeted loans to companies that are issuers of the Innovation and Investment Market Branch of CJSC MICEX Stock Exchange. The target loan is up to 30 million rubles in one company. Its amount should not exceed 10 percent of the market value of an innovative company.
Questions:
1.What is the main idea of the Fund for the Development of Venture Investments in Small Enterprises?
2.Why is it necessary to find an investor?
3.Could this be a solution for small innovative companies?
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