Raising the competitiveness and sustainability of a company in the context of digitalisation based on human resource capacity
https://doi.org/10.26425/2658-3445-2022-5-2-127-135
Abstract
An innovative business model is the key to raising competitiveness and sustainability of a company in the context of rapid technological development and digitalisation. The model in question has to be bimodal with the company taking a proactive approach to modifcations based on soft management and human capital. Hence, it is an employee who plays the most crucial role in the innovation process in the modern world. Besides that, today’s managerial system must support personnel’s innovative potential and consider their incentives. This, in turn, leads to both higher efciency in total and qualitative multiplicative effect when it comes to company’s competitive environment that quickly and accurately ensures high adaptability to external challenges and crises. The outcome of introducing innovations hinges on how an industry works, which is determined not only by its history but largely by the current state and level of corporate culture. In the course of the innovation process within the company other than optimizations for the economic benefts, decisions on changes in quality matter as well: safety and reliability, comfortable working conditions boosting productivity, higher quality and level of service (internal and external), corporate trainings and human development.
About the Authors
N. V. Vorontsov
State University of Management
Russian Federation
Russian Federation
Nikita V. Vorontsov. Postgraduate Student
Moscow
V. Y. Afanasyev
State University of Management
Russian Federation
Russian Federation
Valentin Y. Afanasyev, Dr. Sci. (Econ.), Head of the Economics and Management in the Fuel and Energy Complex Department
Moscow
References
1. Abramov S.M., Akulov S.A. and Andreeva E.V. (2019), “Rationalization and inventive activity of personnel as a factor of sustainable competitiveness of the organization”, ETAP: economic theory, analysis, practice, no. 4, pp. 92–106. (In Russian).
2. Afanasyev V.Y. and Vorontsov N.V. (2018), Increasing Labor Productivity and the Russian Electric Grid Complex: Directions for Change and Open Reserves, Management in Russia and abroad, no. 4, pp. 36–42. (In Russian).
3. Beck D.E., Cowan C.C. (2005), Spiral Dynamics. Mastering Values, Leadership, and Change, Wiley-Blackwell.
4. Beer M., Nohria N. (2000), Cracking the Code of Change, Harvard Business Review, vol. 3 (78). pp. 133–141.
5. Cricelli L., Grimaldi M. and Vermicelli S. (2021), “Crowdsourcing and open innovation: a systematic literature review, an integrated framework and a research agenda”, Review of Managerial Science. https://doi.org/10.1007/s11846-021-00482-9
6. Ismyrlis V. (2021), “Lean and Kaizen: The Past and the Future of the Methodologies”, Lean Manufacturing, IntechOpen. https://doi.org/10.5772/intechopen.96169
7. Ivanova E.A. (2014), Change management, MGUPS (MIIT), Moscow, Russia. (In Russian).
8. Janjić V., Bogićević J. and Krstić B. (2019), “Kaizen as a global business philosophy for continuous improvement of business performance”, Ekonomika. vol. 65, no. 2, pp. 13–25. https://doi.org/10.5937/ekonomika1902013j
9. Osipova M., Petrov D. (2020), “Continuous Improvement Culture is a Key to a Company’s Development and Success”, IOP Conference Series: Earth and Environmental Science. https://doi:10.1088/1755-1315/613/1/012098
10. Pohle G., Chapman M. (2006), “IBM’s global CEO report 2006: Business model innovation matters”, Strategy & Leadership, vol. 34, no. 5, pp. 34–40. https://doi.org/10.1108/10878570610701531
11. Rozin M. (2018), “The Spiral Journey 2.0”, HRTimes, no. 33, pp. 5–19. Available at: https://www.ecopsy.ru/upload/medialibrary/204/Spiralnaya_dinamika_2.0.pdf (accessed 15.03.2022).
12. Shirokova G.V. (2003), The Approaches to organizational change in Russian companies // Bulletin of St. Petersburg University. Management, no 3, pp.76-95.
13. Swath B. (2015), “The impact of employee suggestions systems on work place conflict: ice-breaker in the need of hour, BEST: Journal of Management, Information Technology and Engineering (BEST: JMITE), vol. 1 (1), pp. 67–72.
14. Verbickas D. (2021), “Research on Kaizen implementation in industrial companies”, Mokslas – Lietuvos Ateitis, Science – Future of Lithuania, vol.13. https://doi.org/10.3846/mla.2021.14340
Review
For citations:
Vorontsov N.V., Afanasyev V.Y. Raising the competitiveness and sustainability of a company in the context of digitalisation based on human resource capacity. E-Management. 2022;5(2):127-135. (In Russ.) https://doi.org/10.26425/2658-3445-2022-5-2-127-135
Views:
540
Email this article 