Roadmap for the future of global education project: designers' objectives and potential risks

The article carries out a teleological analysis of the structure and content of the map-scheme of the project of global education “The Future of Global Education”, which formed the basis of the National Project “Education”, the implementation of which was approved by the Ministry of Education in 2020 as a model of the desired future of global education and Russian education as an integral part of it until 2035. The analysis revealed the Roadmap (hereinafter referred to as “RM”) of the “Future of Global Education” project developed by ASI (Agency for Strategic Initiatives under the President of the Russian Federation), NRU HSE, Moscow School of Management Skolkovo, Sberinvest Management Company, Cisco, etc.; revealed its dystopian nature, and generalised the critical remarks of the pedagogic, educational and scientific communities regarding the structure, content and risks associated with the implementation of important events reflected by the designers in the “RM”.

Sustainable Urban Development Strategic Initiatives

In order to ensure the implementation of the “Strategy for the Development of the Construction Industry of the Russian Federation until 2030” and the implementation of the UN resolution on sustainable development, there is a need to develop new strategic management initiatives. They should allow authorities to make inter-city comparisons, considering specific cities and their objects against the background of others undergoing similar development processes. In this article, the authors propose strategic initiatives for the management of urban facilities. In particular, the authors’ approach to the assessment of the sustainable development of housing and communal service facilities in the city is proposed. According to the authors, the housing and communal city service objects mean capital construction objects in different forms of reproduction. Moreover, the article examines both residential buildings and structures, and utility networks. The authors’ approach consists in the constant assessment of the city’s housing and communal service facilities at different stages of their operation. For this, the authors use several types of analysis: ex post analysis, ex ante analysis, and foresight analysis. For each type of analysis, the authors form a set of assessment indicators and indicate the period of the analysis. The result of the study is the development of an indicator for the assessment of the level of sustainable development of housing and communal service facilities in the city, and a roadmap for their development strategy. The roadmap is formed considering the introduction of modern end-to-end technologies and digital tools into the work of state bodies. The proposed approach, on the one hand, considers the internal complexity and heterogeneity of the city’s housing and communal service facilities. On the other hand, it is a simple tool for the making of effective management decisions by power structures, as it uses data which are available on a regular basis.

Retiring the Golden Hammer: Identifying Situational Practices for Public Strategy Implementation

While scholars and practitioners increasingly embrace contingent approaches to public strategic management, they have done so tepidly. In an increasingly perilous and turbulent governing environment, both groups must move past time-honored tools and concepts and embrace the complexity inherent to the strategy implementation process. In response, this article proposes a contingent, micro-organizational process model of public strategy implementation based on Whittington’s (2017) framework of strategy as a practice and a process. Through regression analysis of 205 strategic initiatives from 43 U.S. municipalities, the study concludes that the relationships between implementation practices and proximate outcomes do indeed vary over time and across context, offering a specific list of recommended practices tailored to the intersections of implementation phase and initiative type. Public strategy implementation scholars can best aid practitioners by rejecting strategic reductivism and embracing micro-organizational implementation activity surrounding a strategic initiative, in all of its temporal and contextual splendor.

Technology Standardization for Innovation: How Google Leverages an Open Digital Platform

The aim of this study is to investigate firms’ strategies for developing and diffusing technology standards while maintaining a consensus with competitors in their industry. We conducted a case study of information technology (IT) standardization and analysed how Google drives the development and diffusion of HTML5 standards. Accordingly, this study sheds light on two strategic initiatives and two relational practices of standard development and diffusion. Adopting the technologies developed by other firms and forming alliances with other browser vendors are key to influencing the standardization process. Additionally, by building partnerships with developer communities, Google has accelerated the development and diffusion of the HTML5 standards. The mechanisms behind Google’s standardization strategies are also discussed.

METHODOLOGY OF CREATING STRATEGIC AND INVESTMENT PLANS FOR THE DEVELOPMENT OF EDUCATIONAL INSTITUTIONS

The purpose of the article is to substantiate the principles and present the author’s methodology for creating strategic and investment plans for the development of educational institutions. The theoretical significance of the article is that it is based on understanding the work of Ukrainian and foreign scientists, the authors’ own experience in strategic management of educational institutions of different levels, analysis of experience in creating strategic and investment development plans for 11 vocational schools in Donetsk, Luhansk and Zaporozhye regions (which became possible due to support of UNDP in Ukraine) the principles of creating a strategic and investment plan for the development of educational institutions are substantiated; the author’s vision on the technology of strategic management of an educational institution is offered; the author’s methodology of creating a strategic and investment plan for the development of an educational institution is presented. The practical significance of the article is that the proposed principles, technologies, tools and methodology tested in educational institutions of different levels can be used in the process of developing strategic management of relevant institutions, in particular to create a document «Strategic and investment development plan of the educational institution». It is substantiated that in the process of creating a strategic and investment plan for the development of the educational institution it is advisable to adhere to certain principles that will involve all stakeholders, teaching staff, lay the foundation for coordinated work on its (plan) implementation. Such principles are the principle of predictability (vision of the strategic and investment plan for the development of the institution as a document that should not only contain strategic initiatives and operational objectives aimed at changing the current situation (in terms of management, quality, competitiveness, etc.), but to implement initiatives aimed at change in the future); optimality (the need to identify a number of such strategic initiatives, the implementation of which could most optimally determine the change in the future); hierarchy (structuring of strategic and investment plan as a hierarchy of strategic initiatives, strategic goals and operational objectives, in order to ensure and optimal achievement of planned strategic goals); responsibility (involvement of teaching and non teaching staff in the process of generating strategic initiatives for the development of the educational institution as well as encouraging them to take responsibility for their implementation); environmentality (taking into account the general context (external environment) in which the institution is operated, and which, in turn, determines the patterns and internal logic of this development). The author’s methodology of creating a strategic and investment plan for the development of the educational institution is proposed, which provides the stages of analysis of the external environment of the educational institution, institutional analysis, competitive analysis, formation of a 3D view on the educational institution, generation of strategic initiatives for the future. The peculiarities of using the nominal groups technique to generate strategic initiatives for the development of an educational institution are substantiated. Key words: strategic development, strategic management, educational institutions, institutions of professional (vocational) education, strategic and investment plan. JEL Classification I22, О43 Formulas: 0; fig.: 0; tabl.: 0; bibl.: 14.

Exploring and Predicting the Knowledge Development in the Field of Energy Storage: Evidence from the Emerging Startup Landscape

The distribution and deployment of energy storage systems on a larger scale will be a key element of successfully managing the sustainable energy transition by balancing the power generation capability and load demand. In this context, it is crucial for researchers and policy makers to understand the underlying knowledge structure and key interaction dynamics that could shape the future innovation trajectory. A data-driven approach is used to analyze the evolving characteristics of knowledge dynamics from static, dynamic and future-oriented perspective. To this end, a network analysis was performed to determine the influence of individual knowledge areas. Subsequently, an interaction trend analysis based on emergence indicators was conducted to highlight the promising relations. Finally, the formation of new knowledge interactions is predicted using a link prediction technique. The findings show that ensuring the energy efficiency is a key issue that has persisted over time. In future, knowledge areas related to digital technologies are expected to gain relevance and lead the transformative change. The derived insights can assist R&D managers and policy makers to design more targeted and informed strategic initiatives to foster the adoption of energy storage solutions.

Addressing the privacy paradox on the organizational level: review and future directions

The discrepancy between informational privacy attitudes and actual behaviour of consumers is called the “privacy paradox”. Researchers across disciplines have formulated different theories on why consumers’ privacy concerns do not translate into increased protective behaviour. Over the past two decades multiple differing explanations for the paradox have been published. However, authors generally agree that companies are in a strong position to reduce consumers’ paradoxical behaviour by improving their customers’ informational privacy. Hence, this paper aims at answering the question: How can companies address the privacy paradox to improve their customers’ information privacy? Reviewing a sample of improvement recommendations from 138 papers that explore 41 theories in total, we determined that companies can generally align their privacy practices more closely with customers’ expectations across 4 inter-connected managerial processes: (1) strategic initiatives, (2) structural improvements, (3) human resource management, and (4) service development. The findings of this systematic literature review detail how companies can address both the rational and irrational nature of the privacy decision-making process. Furthermore, we propose a dynamic model able to identify weaknesses and strengths in companies’ privacy orientation.

Creative Economy as a Key Element of Sustainable Territorial Development

The structure of the revenue side of the budget in the Russian Federation has been undergoing changes in recent years. If earlier, during the Soviet Union, the budget was mainly funded through tax revenues from industrial enterprises and sale of various raw materials for export. Later for several decades in various regions of the country, most industrial enterprises did not function, and people who previously worked in them began to work for small business or moved to other regions. In these conditions, funding the budget and raising the standard of living of the public was only possible through the development of non-production sectors of the economy. The article used empirical research methods such as analysis and synthesis, comparison, generalization, etc. to review available research, and firsthand experience of the authors of the article who developed creative spaces within the framework of various competitions held by the Agency strategic initiatives to promote new projects. In the past few years, support for industries related to the so-called creative economy has been gaining weight at the federal level. The article analyzed multiple publications on the topic and provided a rationale for the influence of non-productive creative sectors of the economy on the development of regions. In particular, due to the development of the tourism industry, the Baikal region has every chance of stable economic growth. As an example, there is project to develop rural tourism in the Republic of Buryatia as part of the competition for tourist and recreational territories, held in the Russian Federation in 2020 by the Agency for Strategic Initiatives, is given. Based on the study and the experience gained from participating in the development of tourist and recreational sector, we suggest that there is a possibility of increasing the budgetary, commercial and social efficiency of the development of territories by supporting creative industries.

A Conceptual Future for the Kuzbass Region: Strategic Outlines of Developmental Priorities Through 2071, a 50-Year Perspective

The collective monograph "Conceptual Future of Kuzbass Region: Strategic Outlines of Development Priorities until 2071 (50-year Perspective)" presents strategic initiatives aimed at creating a better life for Kuzbass residents in the 50-years perspective. For this purpose, we justified strategic priorities of restoring the environment and natural resources efficient using, improving the urban environment, developing infrastructure and new industries in the region, and promoting Kuzbass products to foreign markets.

Development of a corporate university institution: strategic initiatives

This article is devoted to the study of the concept, methodological approach and problems of formation and development of the corporate university system. The article reveals the prerequisites for the creation of corporate universities, presents the Russian and international experience. The analysis of the current state of development of the corporate university system and existing strategic initiatives for the development of corporate universities is carried out. The authors of the article paid attention to the formation of a roadmap for the development of the institution of corporate universities, taking into account the impact of strategic initiatives using the advantages of the Learning management system.