Specific Innovation Projects of the Retail Chain ‘Magnit’ and Their Risk Management

Vestnik of the Plekhanov Russian University of Economics ◽

10.21686/2413-2829-2021-6-188-194 ◽

2021 ◽

pp. 188-194

Author(s):

V. V. Degtyareva

Keyword(s):

Risk Management ◽

Effective Management ◽

High Quality ◽

Retail Chain ◽

Sufficient Knowledge ◽

Innovation Projects ◽

Complicated Process ◽

Innovation Project ◽

High Level

Today in conditions of severe competition of commercial enterprises it is necessary to upgrade their work by using different methods, one of them is the development and introduction of innovation projects. However, when an innovation project is worked out each developer faces certain risks requiring high-quality and effective management. Risk management in innovation projects is a complicated process, which is connected with the high level of uncertainty typical of innovation projects. Therefore, to manager risks of innovation projects highlyqualified personnel with sufficient knowledge and information is essential. The author studied the notion ‘innovation project’, investigated the causes of innovation risk rising and provided their classification. Apart from that, innovation projects of the retail chain ‘Magnit’ were analyzed, key problems of managing risks of innovation projects were identified and recommendations on resolving such problems were put forward.

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Integrating risk management in the innovation project

European Journal of Innovation Management ◽

10.1108/ejim-01-2013-0010 ◽

2014 ◽

Vol 17 (1) ◽

pp. 25-40 ◽

Cited By ~ 40

Author(s):

John Bowers ◽

Alireza Khorakian

Keyword(s):

Risk Management ◽

Case Studies ◽

Process Model ◽

Quantitative Methods ◽

Innovation Process ◽

Project Risk Management ◽

Project Risk ◽

Content Type ◽

Innovation Projects ◽

Innovation Project

Purpose – While innovation has many similarities to other forms of projects it is characterised by a high failure rate and the need to stimulate creativity. More explicit risk management could help in achieving success in innovation projects. However, too much or inappropriate risk management might stifle the creativity that is core to innovation. So, what project risk management should be applied and where in the innovation project? Design/methodology/approach – A theoretical framework is proposed which combines the generic innovation process with project risk management. The framework was used to analyse the current attitudes to managing innovation risk in a series of companies. Findings – The decision points of the stage-gate innovation process model provide an effective interface for incorporating project risk concepts. The general concepts appear most relevant to innovation management though it is useful to customise them to emphasise the particular characteristics of innovation projects. The experience of using the resultant combined model in a number of diverse case studies indicates the relevance of the model in understanding attitudes towards risk management in innovation. The analysis of the case study companies suggested that risk management needs to be applied in differential manner: simple, unobtrusive techniques early in the innovation life cycle with more substantial, quantitative methods being considered for later stages. Research limitations/implications – It would be useful to extend this research by examining more case studies from other countries and industries. Practical implications – The combined innovation and risk management model provides a framework that diverse companies can appreciate. The framework offers a basis for discussing the most appropriate form of risk management in different innovation-based industries. Originality/value – Although there are many separate models for innovation and project risk management described in the literature, there is very little discussion about explicitly combining these theories. This paper aims to help fill this gap in the knowledge.

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Risk-management of public-private partnership innovation projects

Marketing and Management of Innovations ◽

10.21272/mmi.2021.2-13 ◽

2021 ◽

Vol 5 (2) ◽

pp. 155-165

Author(s):

Iryna Boiarko ◽

Oleksandra Tverezovska ◽

Jan Polcyn ◽

Radoslaw Miskiewicz

Keyword(s):

Risk Management ◽

Comprehensive Evaluation ◽

Production Capacity ◽

Fuzzy Comprehensive Evaluation ◽

Public Private Partnership ◽

Management Problem ◽

Private Partnership ◽

Innovation Projects ◽

Innovation Project ◽

Criticality Analysis

This paper recapitulates the argumentations from various scientific discussion concerning the issue of projects` risk management. The article mainly is aimed to analyze the process of risk-management of the innovation projects in the form of public-private partnership, to describe a methodologies of Failure mode, effects and criticality analysis and Fuzzy comprehensive evaluation model, to use above mentioned models in the evaluation of the stability risk of public-private partnership innovation projects. Previous research studies on the topic of public-private partnership defined the efficiency of state sector and business cooperation in a form of public-private partnership, demonstrated that it will allow making investments in the production capacity development, broaden the scope of domestic and foreign markets, accelerate industrial growth, refine the quality of goods, services and works, business activity and investment attractiveness. Especially it can be achieved through innovation project implementation. Moreover, systematization the results in the overview process of literary sources and approaches in the issue of innovation public-private projects` risk-management problem-solving specifies that a huge number of theoretical and practical problems, especially of risk evaluation is urgent, remain unsolved and still studied not enough nowadays. An underdevelopment of innovation projects’ risk-management system, especially in our country, is conditioned the relevance of that scientific problem additionally existing in the circumstances of complex public-private partnership innovation projects` risks evaluation. Investigation of the topic «Risk management of public-private partnership innovation projects» in the article is fulfilled in the following logical sequence: defining the problems while literature review, focusing on project risk-management issue, describing the methodology of the research, demonstrating the results, and making conclusions. The object of research is the chosen by creating a prototype of innovation project in the infrastructure field, suggested that it will be implemented in the form of public-private partnership.

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Ensuring the competitiveness of innovation projects through the management of their life cycle parameters

E3S Web of Conferences ◽

10.1051/e3sconf/201913802024 ◽

2019 ◽

Vol 138 ◽

pp. 02024

Author(s):

Elena Minaeva ◽

Olga Yutkina ◽

Yuliya Anoshina ◽

Ekaterina Maslyukova ◽

Irina Karapetyan

Keyword(s):

Risk Management ◽

Life Cycle ◽

Project Management ◽

Integrated Assessment ◽

Assessment Indicator ◽

Innovation Projects ◽

Modern Methods ◽

Innovation Project ◽

Research Intensity ◽

Optimal Set

The purpose of this paper is to develop guidelines for the assessment and implementation of innovation projects, which ensure its competitiveness through the management of life cycle parameters. The paper substantiates and generalizes the theoretical aspects of innovation project management, explores and systematizes the principles of developing a competitive innovation project. Based on the analyzed competitiveness factors, an integrated assessment indicator is proposed and an algorithm is formed that allows choosing the optimal set of risk management methods within the framework of an innovation project. In addition, modern methods for monitoring the competitiveness of innovation projects have been proposed, which allow determining the main areas of implementation and the level of research intensity of innovations.

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Formation of a portfolio of innovation projects based on management of their life cycle parameters

MATEC Web of Conferences ◽

10.1051/matecconf/201926507033 ◽

2019 ◽

Vol 265 ◽

pp. 07033

Author(s):

Margarita Aleksandrova ◽

Nadezhda Sergeeva ◽

Lidiya Zakharova ◽

Ella Okolelova ◽

Marina Shibaeva

Keyword(s):

Risk Management ◽

Life Cycle ◽

Implementation Process ◽

Innovation Implementation ◽

Life Cycle Stages ◽

Innovation Projects ◽

Innovation Project ◽

The Impact ◽

Optimal Set

This paper presents the results of study of the analysis of the formation of a portfolio of innovation projects based on the management of their life cycle parameters. An algorithm for forming an innovation portfolio is proposed, which includes analysis of the duration of the life cycle stages and determining the level of competitiveness of the planned innovations in the portfolio, assessing risks, and forecasting the expected economic results when implementing them. An algorithm has been developed that allows choosing the optimal set of risk management methods as a part of an innovation project, which includes identifying factors that increase and decrease the impact of a particular risk on the innovation implementation process. The proposed methods of monitoring the competitiveness of innovation projects allow assessing the competitive possibilities of an innovation project, which allows determination of the main directions for its implementation.

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Risk Management for Cultural Organizations.The Example of Agricultural Museums in the Czech Republic

Cultural Management Science and Education ◽

10.30819/cmse.3-2.07 ◽

2019 ◽

Vol 3 (2) ◽

pp. 111-122

Author(s):

Michal Plaček ◽

Milan Půček ◽

František Ochrana ◽

Milan Křápek ◽

Ondřej H. Matyáš

Keyword(s):

Risk Management ◽

Czech Republic ◽

Risk Model ◽

Technical Support ◽

High Quality ◽

The Czech Republic ◽

Managerial Practice ◽

The Future

This paper deals with the analysis of risks which threaten the future sustainability and operations of agricultural museums in the Czech Republic. In the section on methodology, an applicable risk model has been proposed regarding the condition of museums in the Czech Republic. Using this model, the directors of agricultural museums can assess the most significant risks which may jeopardize the sustainability of museum operations over a three-year period. The greatest risks, according to museum directors, are a lack money for investment, the inability to retain high-quality staff, and issues with technical support for exhibitions. Assessing the importance of risk is positively associated with previous experiences of a particular type of risk, whereas the association of the importance of risk with previous managerial practice is rather inconclusive.

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An Experimental Study on the Sources of Strontium in Mineral Water and General Rules of Its Dissolution—A Case Study of Chengde, Hebei

Water ◽

10.3390/w13050699 ◽

2021 ◽

Vol 13 (5) ◽

pp. 699

Author(s):

Ruifeng Wang ◽

Xiong Wu ◽

Yanliang Zhai ◽

Yuxuan Su ◽

Chenhui Liu

Keyword(s):

Experimental Study ◽

Mineral Water ◽

Surrounding Rock ◽

Mechanism Of Formation ◽

High Quality ◽

General Rules ◽

Leaching Experiment ◽

High Level ◽

Impact Experiments

Chengde City boasts a wealth of high-quality mineral water resources characterized by a high level of strontium (Sr), a low level of sodium, and low alkalinity. In order to study the mechanism of formation of Sr-bearing mineral water in Chengde and to scientifically guide future mineral water exploration, taking three typical mineral water exploration areas in Chengde as examples, this paper studies the sources of Sr in mineral water and the general rules of its dissolution via a laboratory static leaching experiment and impact experiments, and it provides an analysis of the characteristics of typical rock samples. The research results indicate that the content of Sr in surrounding rock and the characteristics of minerals existing in surrounding rock jointly control the dissolution of Sr in water; that CO2 can promote the formation of mineral water containing Sr; and that temperature increases may boost the dissolution of Sr from carbonate minerals but also inhibit the dissolution of Sr from silicate minerals.

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Removing Barriers to Partnerships

Healthcare Management Forum ◽

10.1016/s0840-4704(10)61399-3 ◽

1988 ◽

Vol 1 (2) ◽

pp. 25-29

Author(s):

Sandra Gill

Keyword(s):

Delivery System ◽

Change Process ◽

Medical Staff ◽

Professional Autonomy ◽

Team Approach ◽

High Quality ◽

Quality Healthcare ◽

Complicated Process

One of the six corollaries to high quality healthcare identified in a 1987 study indicated that a team approach is required, although it challenges the notion of the professional autonomy of the medical staff. There are both individual and delivery system barriers to formation of partnerships and resistance to the change process. Combined with different views between physicians and executives, partnership building is a complicated process, and a number of recommendations are suggested to promote better relationships.

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Managing triadic supplier relationships in collaborative innovation projects: a relational view perspective

Supply Chain Management An International Journal ◽

10.1108/scm-05-2021-0220 ◽

2022 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Andrea Patrucco ◽

Christine Mary Harland ◽

Davide Luzzini ◽

Federico Frattini

Keyword(s):

Knowledge Exchange ◽

Relational View ◽

Empirical Examination ◽

Supplier Relationships ◽

Content Type ◽

Complementary Resources ◽

Triadic Relationships ◽

Collaborative Innovation ◽

Innovation Projects ◽

Innovation Project

Purpose Suppliers are essential partners in innovation projects, as they own resources, knowledge assets and capabilities that complement those of buying firms. In today’s competitive environment, firms may choose to collaborate with suppliers beyond dyads, forming triadic or three-party relationships. Using the theoretical lens of the relational view (RV), this study aims to explore what type of triad configurations firms use to govern supplier relationships in collaborative innovation projects, how they choose to share resources and implications for project performance. Design/methodology/approach The authors use interview data from buyers and suppliers in six case studies of firms involved in ten collaborative innovation projects. The four constructs of the RV are used to observe how firms govern triadic relationships, combine complementary resources, invest in relationship-specific assets and manage information and knowledge exchange with and between suppliers in innovation projects. Findings Four archetypes of triadic relationships in innovation projects – labeled Triangle, A-frame, D-Frame and Line – are presented and characterized in terms of their structural and relational features. The authors discuss how each triad archetype is applicable to different innovation projects according to specific project characteristics. Originality/value This study is pioneering in its empirical examination of triadic relationships in collaborative innovation projects. It provides a novel typology of four archetypes of triad from the perspective of collaborative relationships with suppliers. Through applying the RV, it advances understanding of how triadic relationships are governed, how they invest in relationship-specific assets, how they combine complementary resources and how they exchange knowledge and information in each type of triad appropriate to different innovation project settings. To date, much of the extant literature has focused on dyads.

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Towards Improved People Management: An Analysis

Journal of Management & Organization ◽

10.1017/s1833367200005885 ◽

1997 ◽

Vol 3 (2) ◽

pp. 28-33

Author(s):

ED Davis

Keyword(s):

Effective Management ◽

High Quality ◽

Considerable Evidence ◽

Workplace Experience ◽

Common Barriers

AbstractPeople are routinely described as the most important asset of an organisation. There is, however, considerable evidence that people are managed poorly in many workplaces. This paper explores the importance of the fair and effective management of people at work and suggests some benchmarks to assist in the assessment of HRM in organisations. It surveys workplace experience and indicates some common barriers to good HRM, concluding with some suggestions for strategy to embed high quality people management in our workplaces.

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