Forms of organization of innovative activities. Large forms of organization of innovation activities

In accordance with international standards, innovation is defined as the final result of innovative activity, embodied in the form of a new or improved product introduced on the market, a new or improved technological process used in practical activities, or a new approach to social services.

The motto of innovation – “new and different” – characterizes the diversity of this concept. Thus, innovation in the service sector is an innovation in the service itself, in its production, provision and consumption, and in the behavior of workers. Innovations are not always based on inventions and discoveries. There are innovations that are based on ideas. Examples include the appearance of zippers, ballpoint pens, aerosol cans, ring openers on soft drink cans, and much more.

Innovation does not have to be technical or anything tangible at all. Few technological innovations can rival the impact of an idea like installment sales. Using this idea literally transforms the economy. Innovation is a new value for the consumer; it must meet the needs and desires of consumers.

Thus, the essential properties of innovation are their novelty, production applicability (economic feasibility) and it must necessarily meet the needs of consumers.

Systematic innovation consists of a purposeful, organized search for changes and a systematic analysis of the opportunities that these changes can provide for the successful operation of an enterprise. The whole variety of innovations can be classified according to a number of characteristics.

The introduction of innovations has always been of great importance in the development of production. In the modern economy, the role of innovation increases significantly. They are increasingly becoming fundamental factors of economic growth. The growing role of innovation is due, firstly, to the very nature of market relations, and secondly, to the need for deep qualitative transformations in the Russian economy in order to overcome the crisis and enter a path of sustainable growth.

Innovative guidelines have become decisive in the development strategy of territories and acted as the main vector of movement of regions on the path to a new economy on an innovative basis.

“Territories of Innovative Development” are distinguished from other subjects of the Russian Federation by: the establishment of science and education among the main factors of innovative development, active legislative activity in support of innovative transformations in the region, focus on active international cooperation and access to foreign markets, the formation of teams from among innovative enterprises, universities, research institutes, assistance and stimulation of creative teams, etc.

They are at different stages of innovative development, each of them is characterized by its own set of characteristics and traits. Analysis of the development of innovation processes in these regions is based on observation, assessment and subsequent scientific support of regional policy in the field of use of innovative technologies.

The development of regions along an innovative path already at the first stages attracted the attention of the Tver InnoCenter, which performs the functions of the basic organization of the Russian Ministry of Education and Science for cooperation between higher education and regions in the field of education. At the initial stage, the group of regions for which systemic support and assessment of the dynamics of innovative transformations began to be carried out included 4 subjects of the Russian Federation, then their number increased to 16.

1) Tomsk territory of innovative development – basic model.

2) Upper Volga model of the territory of innovative development.

3) Innovative foundations for the development of the Stavropol Territory.

4) Kaluga model of innovative development of the region

5) Moscow (regional) regional innovation system - pilot region.

6) The Nizhny Novgorod development model is the main link of the Volga network.

7) Ural model of industry innovation complexes.

8) Territorial innovation models of St. Petersburg.

9) Republican model of innovative development of Tatarstan.

10) Zelenograd district model of scientific, industrial and innovative development.

11) Innovative model for the development of Kamchatka - an outpost of Russia in the Asia-Pacific region.

12) Karelian Republican Innovation Test Site.

13) Technopolis and territories of innovative development of the Khabarovsk Territory.

14) Lipetsk model of scientific and production development of the region.

The palette of innovation creators is very diverse. Let's take a closer look at them.

Interpartnership, small innovative firm, venture firm and types of ventures.

Interpartnership is the simplest intra-company form of innovation and entrepreneurial activity, when an initiative creative worker (interpartner), with the support of the administration, himself has the opportunity to implement innovations. It allows you to implement new forms of business activity, creates opportunities for intra-company implementation of ideas, independent choice of a new direction of activity and introduction to the market as an independent contractor; further modification of organizational structures to support innovation.

A small innovative firm is a small team of professionals, acting independently or as part of a large organization, specializing in a narrow area of innovative activity and having the ability to quickly reorient. This mobility is especially important in areas such as electronics, robotics, new construction materials, and biotechnology, which involve increased risk.

A venture capital firm is created by scientists and inventors who have left large firms, scientific institutions or universities. Their activities are often financed by large companies that themselves do not dare to innovate, but seek to control them. If successful, they receive a ready-made scientific and technical achievement.

Internal venture is an administratively and economically autonomous unit that is created within the organization’s structure for the period of development and implementation of high-tech products. It is based on the ideas of the company's employees, selected by a special service. The division, headed by the authors of the projects, develops the innovation within a specified period and prepares a project for launching it into production.

An external venture is a mobile, temporary, independent small company engaged in cross-industry innovation.

Technoparks. These are structures created mainly on the basis of higher educational institutions or on the basis of research institutes with the aim of using the scientific potential of these universities and commercializing developed technologies through the creation and development of small innovative enterprises located on the territory of the technology park. More often, technology parks are created in large university centers. Their creation and support require significant start-up funds. In Russia, technology parks were created on the basis of higher education.

The purpose of creating technology parks is to organize subjects of innovation activity, which are an integral part of the country's innovation infrastructure, ensuring the effective implementation of the process of using the results of scientific research and development aimed at improving production activities, economic, legal and social relations.

Business incubators are structures that accommodate specially selected small businesses on their premises on preferential terms and provide them with consulting, educational and office services. Business incubators can operate as independent structures or as part of technology parks, technology centers, etc. Typically, an incubator is created by local authorities or large companies for a period of up to 3 years to implement an innovative project. Universities provide land, premises, laboratory equipment, and necessary services for payment. Project investors can also be individuals. The main purpose of business incubators is to ensure the sustainable functioning of small enterprises located on its territory. We consider business incubators to be structures that place specially selected small businesses on their premises on preferential terms and provide them with consulting, educational and office services.

Technology centers (TC). Innovation and technology centers (ITCs) are created, as a rule, on the basis of scientific research institutes and centers. They are created with funds from the federal or local budget, as a rule, to attract scientists and students to develop new ideas. For a reasonable fee, developers are provided with premises, equipment, and personnel for a period of 1 to 3 years, during which they can get on their feet on their own or find a solid source of financing. The goals of ITC are similar to those of technology parks, differing in that ITC pays more attention to the commercialization and transfer of technologies, and not so much to small enterprises as to corporations capable of implementing these technologies. Currently, the Ministry of Science and Technology of the Russian Federation, together with the Fund for Assistance to the Development of Small Enterprises in the Scientific and Technical Sphere, is creating 12 ITCs, including on the basis of leading technology parks.

The organizational form of innovative activity of the community of newly created geographically close enterprises in the field of “science - production” is the founding center (“industrial yard”). It includes common buildings housing firms managed by the parent company to facilitate consulting.

Since the late 1980s. One of the main features of scientific and technological activity has been the rapid increase in the number of intercompany agreements (scientific and technological alliances) on R&D aimed at solving long-term commercial problems in connection with the global spread of new technologies. The reasons for their appearance were the increasing complexity and cost of scientific research and development, and the shortening of the life cycle of goods. This ensures cost sharing and risk reduction.

The concept of organizational forms of innovation implementation

Innovative activity of one direction or another and degree of novelty to one degree or another is carried out in all spheres of society and sectors of the national economy, within enterprises and institutions of various types, as well as by a large number of individual citizens, acting as individuals, employees of enterprises of various types, as well as innovators, inventors, authors and co-authors of intellectual products and innovations.

However, the predominant share of innovations is created within the framework of individual entrepreneurs, independent or part of larger enterprises and associations, working primarily in the field of science, as well as in various sectors of the national economy. IP creates intellectual products and innovations, which ensures scientific, technical, social and economic progress in society.

The organizational form of innovation implementation should be understood as a complex of enterprises, a separate enterprise or their divisions, characterized by a certain hierarchical organizational structure and a management mechanism corresponding to the specifics of innovative processes, providing justification for the need for innovation, identifying the main ideas for their creation, defining and using technology and organizing innovative processes for practical purposes. implementation of innovations. The organizational forms of individual entrepreneurs working in the field of science and ensuring the implementation of a complex or individual stages of creating innovations include its various subdivisions co-

responsible for their target functions. In the practice of developing science and technology and their connection with the production and implementation of innovations, various organizational forms of enterprises are used, differing:

· the specifics of the innovations being created (new equipment, new technologies, new materials, economic and organizational solutions, etc.);

· breadth of coverage of the innovation process (design work, pilot production, development, implementation);

· level of management (international, republican, industry, regional, associations of enterprises, enterprises and divisions);

· territorial location of divisions (in different geographical and economic regions or in the same area);

· the form of hierarchical connections between enterprise divisions (vertical, horizontal, mixed);

· the form of ownership prevailing at the enterprise (state, municipal, joint stock, mixed, private).

Types of innovative enterprises in the field of science and technology

In all highly developed countries, small research businesses use such organizational forms as spin-offs (offspring firms), investment funds and venture capital firms (risky capital firms).

“Spin-off” firms (offspring firms that are separated from universities, independent institutes, government research centers and special laboratories of large industrial corporations) are small innovative firms organized for the purpose of commercial implementation of scientific and technical achievements obtained during implementation of large non-civilian projects (military developments, space programs, etc.).

The experience of operating spin-off companies is especially important for us, since the multi-billion dollar costs of military-industrial and space

Russia's complexes practically did not give anything to the civilian industry, and the resulting scientific and technical achievements turn out to be separated from potential consumers of the steppe secrecy. In the context of conversion, it is impossible to do without creating a special mechanism for “utilization” of military and space achievements, where an important role belongs to small organizational forms of the “spin-off” type.

Another organizational form of innovation implementation directly related to small research businesses is investment funds. These funds differ from the innovative banks that have appeared in our country in that most often their activities are not commercial, but philanthropic in nature, with the goal of financial support for both small innovative firms and individual individual inventors. The fund emphasizes its non-profit orientation by preferring developments that have a high risk of failure.

The American practice of organizing exploratory research has given rise to a unique form of entrepreneurship - risky (venture) business.

The venture business is represented by independent small firms specializing in research, development, and production of new products. They are created by research scientists, engineers, and innovators. Venture capital firms operate at the stages of growth and saturation of inventive activity and the still existing, but already declining activity of scientific research.

Venture capital firms may be subsidiaries of larger firms.

Venture enterprises can be of two types:

Actually a risky business;

Internal risk projects of large corporations.

In turn, risky business is represented by two main types of business entities:

· independent small innovative firms;

· financial institutions providing them with capital.

Small innovative firms are founded by scientists, engineers, and inventors who strive to implement the latest achievements of science and technology with the expectation of material gain. The initial capital of such companies can be the personal savings of the founder, but they are usually not enough to implement existing ideas. In such situations, you have to contact one or more specialized financial companies that are ready to provide risk capital.

The specificity of risk entrepreneurship lies primarily in the fact that funds are provided on an irrevocable, interest-free basis; the usual collateral for lending is not required. The resources transferred to the disposal of the venture firm are not subject to withdrawal during the entire term of the agreement. Essentially, the financial institution becomes a co-owner of the innovating company, and the funds provided become a contribution to the authorized capital of the enterprise, part of the latter’s own funds.

Internal ventures. They are small units organized to develop and produce new types of high-tech products and endowed with significant autonomy within large corporations. Within a specified period, the internal venture must develop the innovation and prepare a new product or product for launch into mass production. As a rule, this is the production of a product that is non-traditional for a given company.

Widespread forms of association of individual entrepreneurs to solve complex problems of survival and development in market conditions are: scientific unions and funds, including investment ones; associations and consortia; technology parks (scientific, innovation, environmental, conversion, technology villages and business parks); incubators that unite “newly born” scientific, engineering and economic teams of creative young professionals in innovative business centers and incubators.

An incubator is a structure specializing in creating favorable conditions for the emergence of

development and effective activities of small innovative (venture) firms implementing original scientific and technical ideas.

This is achieved by providing small innovative firms with material (primarily scientific equipment and premises), information, consulting and other necessary services.

The following types of work carried out in the incubator can be identified:

· examination of innovative projects;

· searching for an investor and, if necessary, providing guarantees;

· provision of premises, equipment, and pilot production on preferential terms;

· provision of legal, advertising, information, consulting and other services on preferential terms.

The incubator does not require budgetary expenses: self-sufficiency is ensured through its participation in one form or another in the future profits of innovative firms.

The development of innovative business incubators as the basis and core of future technology parks and technopolises seems to be the optimal tactical measure.

A technology park is a compactly located complex, which in general can include scientific institutions, universities and industrial enterprises, as well as information and exhibition complexes, service centers and involves the creation of comfortable living conditions.

The functioning of the technology park is based on the commercialization of scientific and technical activities and accelerating the promotion of innovations in the field of material production.

In large regions of science and progressive technologies, technology parks, innovation incubators, State Scientific Centers, various joint-stock companies, associations, scientific enterprises and centers, institutions of the Russian Academy of Sciences and other academies, universities and higher education institutions are united into regional research and production complexes (RPCs) - technopolises.

A technopolis is understood as one concentrated in

within one region, a complex of scientific institutions of a fundamental and applied nature, universities, design and implementation organizations, as well as a number of industrial enterprises focused on the foundation of innovations.

A technopolis is a structure similar to a technopark, but includes small cities (settlements), so-called “science cities”, the development of which would be specifically focused on the scientific and scientific-production complexes located in them.

2. Innovative entrepreneurship

2.1. Organizational forms of innovation activity

Organization of innovations are ways of streamlining and regulating the actions of individuals and autonomous groups of employees, focused on achieving, through joint and coordinated actions, goals for the creation and implementation of innovations of any kind in the socio-cultural, scientific, technical, industrial, defense and economic spheres of human activity. focus, varying degrees of novelty and complexity, practical value and effectiveness.

Organization of innovation includes:

Subject of innovation activity.

A set of processes and actions of an organization aimed at performing the necessary functions in innovation activities.

Structures that ensure the internal order of the system and improve the relationships between its elements and subsystems.

Subjects of innovation activity are heterogeneous, different-element and different-sized firms, companies, associations, universities, scientific institutes, technopolises, technoparks, etc.

Organizational forms of innovative activity are closely related to new economic principles based on the synergy of centralized and decentralized structures. The uniqueness of innovative development lies in the fact that it is based on the need to take into account two contradictory trends.

The organizational form of innovation processes should be understood as a complex of enterprises, a separate enterprise or their divisions, characterized by a certain hierarchical organizational structure and a management mechanism corresponding to the specifics of innovation processes, providing justification for the need for innovation, identifying the main ideas for their creation, defining and using technology and organizing innovation processes for practical purposes. implementation of innovations.

On the one hand, the innovation process is a single flow from the emergence of an idea to the implementation, development and deployment of production. At the same time, all stages of the innovation life cycle, from the emergence of an idea to its market implementation, are closely interconnected and interdependent. Therefore, ensuring effective innovative development depends on systemic structural interactions that ensure continuity of stages and continuity of processes over time, which manifests itself in conditions of undeveloped market infrastructure and imperfect market mechanisms.

On the other hand, scientific knowledge, discovery, and industrial invention are inherently discrete and stochastic. Numerous studies have established the lack of correlation between the emergence of scientific knowledge, its materialization and commercialization. Therefore, from this point of view, an enterprise does not necessarily have to carry out a full range of innovative entrepreneurial activities from the R&D stage to marketing and sales.

In the conditions of improvement of market mechanisms, according to the second trend, inter-firm interactions begin to play a special role, i.e. processes of diversification, inter-company cooperation, etc. An increase in innovation activity is closely related to these two most important trends: the formation of innovative organizations capable of self-development, and an increase in the incorporation (i.e., inclusion) of innovative structures into the system of various institutions and inter-firm interactions. Thus, the properties of organizational forms of innovative activity are presented in Fig. 8.

Rice. 8. Properties of organizational forms of innovation activity

Properties of organizational forms of innovation activity shown in Fig. 8, demonstrate the quality of subsystems, structures, elements and their connections within the organization as an open system.

The organizational form has two axes of orientation: the first - on internal structures, internal interactions of elements, factors and subsystems. This orientation is based on the decentralization and independence of units, which ensures their high maneuverability, efficiency, multiple forms of organizations, a variety of new methods, technologies, products and services, flexibility of structures and management methods.

The second axis of the system is focused on the external environment; it is associated with the implementation of long-term trends, with the stability of the system’s functioning in the external environment. This second trend in the development of the organization is based on the mechanism of consolidation and integration, which creates a synergistic effect, which consists in increasing the effect arising from combining efforts aimed at one goal. This means that it is greater than the effect of a simple sum of elements, i.e. in complex systems based on self-development and improvement, to which an innovative organization belongs, a significant synergistic effect is observed. Internal and inter-company organizational forms of innovative activity are presented in Fig. 9 .

Rice. 9. Internal and intercompany organizational forms of innovation

activities

The innovation process involves many participants and many interested organizations. It can be carried out at the state (federal) and interstate levels, in regional and sectoral areas, and local (municipal) formations. All participants have their own goals and establish their own organizational structures to achieve them.

In this regard, innovative activity is characterized by a variety of organizational forms. This is due to the fact that the process of innovation covers various areas of activity: scientific and technical, financial, information, marketing, and various interacting organizations participate in its implementation: research institutes, financial and consulting organizations, venture capital firms, insurance companies. The most common organizational forms of innovation are business incubator, technology park, technopolis, and strategic alliance. Business incubators are a form of support for the formation and development of a new company. (Table 14).

Table 14

Basic organizational forms of innovation activity

Organizational forms of innovation activity	Characteristics of organizational forms of innovation activity
Business incubator	This is an organization that solves problems limited to the problems of supporting small, newly created firms and beginning entrepreneurs who want, but do not have the opportunity to start their own business. A business incubator can be autonomous, i.e. an independent economic organization with the rights of a legal entity, or act as part of a technology park (in this case it may be called a “technology incubator”)
Technopark	This is an organization that carries out the formation of a territorial innovation environment with the aim of developing entrepreneurship in the scientific and technical field by creating a material and technical base for the formation, development, support and preparation for independent activities of small innovative enterprises and firms, industrial development of scientific knowledge and high technology. The technology park provides conditions for the implementation of the innovation process - from the search (development) of an innovation to the release of a sample of a commercial product and its sale. The subject of the technology park's activities is a comprehensive solution to the problems of accelerated transfer of scientific research results into production and bringing them to consumers on a commercial basis
Technopolis	It is a larger zone of economic activity compared to the technology park. It consists of universities, research centers, technology parks, business incubators, industrial and other enterprises, the practical activities of which are based on the results of scientific and technological research, is an integral part of the system of international division of labor and has a habitat purposefully formed for scientists, specialists, highly qualified workers strength. Technopolis maintains close ties with similar structures at the national and international level. In Russia, science cities and academic towns can serve as the basis for the formation of technopolises
Science City	An administrative-territorial entity, the infrastructure of which was formed around a scientific organization, which determines the scientific and production orientation of its production structures. The purpose of creating science cities is to preserve and develop the existing scientific potential, increase its efficiency and create conditions for sustainable development (solving defense problems). The desire to expand the customer base, geographic presence or sphere of influence of the company leads to the creation of partnerships, or alliances. Consolidation has become commonplace in modern business.
Strategic	A temporary cooperative agreement between companies that does not involve a merger or general partnership. The strategic advantages of creating joint ventures and alliances when carrying out innovative activities are as follows: the use of economies of scale in the production and/or marketing of a new product; access to partner’s developments and know-how; ability to penetrate hard-to-reach markets

The greatest role in the development of a scientific idea and its subsequent materialization is played by organizational forms of innovation activity - innovation centers . These are technologically active complexes with an established integrated structure of innovations, including universities and research and production companies. Innovative business in this model maintains stable relationships within an extensive innovation infrastructure, has developed networks of informal information exchange and the formation of sales channels for innovations. The most famous variant of such an alliance is Silicon Valley.

Innovation centers include:

Technology parks (scientific, industrial, technological, innovation, business park, etc.);

Technopolis;

Regions of Science and Technology;

Innovation incubators.

As presented in Table 14, the purpose of operation business incubators – ensuring effective incubation (cultivation) of entrepreneurs, creation of small firms.

There are two forms of participation in a business incubator - actual and associative. The second form, unlike the first, provides for free use of all services provided by the incubator without locating the company directly on the territory of the business incubator.

The legal basis for the relationship between a business incubator and its members is an agreement that defines the rights and obligations of the parties, financial relations, and the duration of the client’s stay in the business incubator. A check is issued to the client for each service. After leaving the business incubator, the financial debt must be repaid within 1.5 - 2 years. In addition, the agreement may provide for deductions from profits in favor of the business incubator (usually no more than 5%), which the entrepreneur pays within 3 to 5 years after exit.

There are three main models of business incubators in Russia:

The first type was formed at technology parks, where they function as the main core. Such business incubators operate on the basis of knowledge-intensive production and high technology.

The second type of business incubators is aimed at entrepreneurs primarily involved in the production of consumer goods and the provision of various repair and maintenance services.

The third type is regional business incubators, created to solve economic problems taking into account regional priorities. A large role in their activities is given to solving social problems.

Technopark is one of the most common forms of functioning of developers of new technologies and risk firms in the USA and Western Europe. Among the great diversity, three main ways of the emergence of a technology park stand out clearly.

1. Small and medium-sized entrepreneurs are often employees of university and research centers (SRCs) seeking to commercialize the results of their own scientific developments (in a number of technology parks this category of entrepreneurs makes up more than 50%).

2. Creation of their own specialized small firms by scientific and technical personnel of large industrial associations, leaving their company to open their own business (sometimes together with colleagues in the laboratory or design bureau). As a rule, large firms do not hinder, but, on the contrary, facilitate the development of this process, since they have the opportunity to subsequently join the production of new products if they turn out to be promising.

3. Small and medium-sized firms in the technology park arise as a result of the transformation of existing enterprises that intend to take advantage of the preferential conditions that exist for the technology park in accordance with state legislation.

The long and difficult path from the development of a new product to its mass production in a technology park has been significantly simplified. In particular, firms are provided with the necessary premises on preferential terms; they have at their disposal typing bureaus, conference rooms, secretariats, as well as workshops for the production of prototypes, laboratories and other premises for conducting R&D. They can receive the required advice in the field of production, marketing, finance, and patent information. Close cooperation is established with departments of fundamental and applied research at universities, as well as with research institutes located in the area, not to mention connections with other enterprises of the same technology park. In addition, they are provided with more favorable credit conditions, as well as easier contacts with large manufacturing firms in the region and potential customers.

The most advanced organizational form of innovation activity is technopolis . The technopolis consists of large enterprises (at least 2-3 of the most advanced industries); a powerful group of public or private universities, research institutes, laboratories; residential area with modern houses, a developed network of roads, schools, sports, shopping and cultural centers. In addition, the technopolis must be adjacent to a fairly developed city, as well as an airport or railway junction.

A new form of cooperation between industrial firms and universities is science park. The idea: industrial companies create their own research organizations and enterprises near universities, which attract university personnel to work on the companies' orders. In turn, scientists have the opportunity to practically apply the results of their research. This new form of cooperation between industry and science allows us to create new jobs.

Also, along with the science park, Table 15 presents new organizational forms of innovative activity.

Table 15

New organizational forms of innovative activity

New organizational forms of innovative activity	Main characteristics
Founding center	Represents a new organizational form of innovation activity, a territorial community of newly created organizations, mainly manufacturing and production services, which has common administrative buildings, management and consulting systems
Innovation Center	Conducts joint research with companies, trains students, and organizes new commercial companies. Innovative projects carried out at the center represent applied research. If the project is brought to the stage where the feasibility of implementing the results obtained is proven, it is financed under a program whose ultimate goal is the organization of a new company. Along with scientific and technical assistance, the center undertakes the financing of a new company at the stage of its formation, as well as the selection of managers
Industrial Center technologies	The goal is to promote the introduction of innovations into mass production. This is achieved by conducting appropriate examinations, scientific research and providing consultations to industrial firms, especially small ones, as well as individual inventors in the development of scientific and technical innovations
University-Industrial Center	It is formed at universities to combine the financial resources of industrial firms and the scientific potential (personnel and technical) of universities. Such centers conduct mainly fundamental research in areas in which participating firms are interested.
Engineering centers	At universities, they are created on the basis of large universities with financial support from the government to stimulate the development of new technologies. They carry out research into the fundamental laws underlying the engineering design of fundamentally new artificial systems that do not exist in nature. Such research provides industry not with a development ready for implementation, but with a theory within a specific area of engineering activity, which can then be applied to solve specific production problems. Another function aims to train a new generation of engineers with the necessary level of qualifications and a broad scientific and technical outlook. The organizational structure of the centers provides not only for the creative cooperation of engineers directly at each stage of work, but also for the participation of business representatives in management at all levels
Industrial yard	It is a territorial community of predominantly small and medium-sized organizations located in one complex of buildings, managed by the parent company

The close intertwining of cooperation and competition in recent decades has manifested itself in the organization of inter-firm cooperation within the framework of strategic alliances and coalitions. It is advisable to carry out major technological breakthroughs in social production on the basis of inter-company scientific and technical cooperation, which is highly effective. Intercompany cooperation is typical for alliances, consortia, joint ventures .

Entrepreneurial associations, strategic alliances And coalition represent the most attractive in the economy "soft" associated "metastructures". They are seen not only as the cheapest and most effective way to combine joint efforts. In the organization of “soft metastructures”, the most important thing is their orientation towards the improvement and development of basic principles and fundamental ideas in production. Competing participants in “soft groups” test innovations from different angles, while partnership efforts help concentrate resources in the most important area.

One of the most important forms of “soft metastructures” are strategic alliances. Their goal is to activate channels for improving production and transfer of new technologies, as well as to carry out complementary functions in conducting scientific research and implementing their results. Of particular importance are strategic alliances in the form of joint research and production activities based on technology transfer, as well as in the form of consortia.

Strategic alliances in knowledge-intensive industries (in the production of robots, automated production lines, microelectronics) cover several or all stages of the R&D production cycle. This does not prevent a wide variety of types of cooperative agreements on joint scientific activities within the framework of individual stages of the life cycle. Another feature of strategic alliances is the special attention paid to technological preparation of production and the development of innovations.

The fact is that large companies are often faced with the low susceptibility of the existing production apparatus to the adoption of innovations. Here the bottleneck becomes the stage of implementation and production of the first industrial design. For the reasons stated above, large companies willingly use the form of alliance with small specialized implementation businesses.

Strategic alliances are faced with the tasks of conducting a complex of scientific research, searching and training relevant specialists, finding financial resources, organizing laboratories, implementation centers, units for testing and product quality control. As market requirements become more stringent and demand diversifies, the alliance’s field of activity extends to related and related industries. Diversified alliances have a great advantage over other financial and industrial groups; it is based on the selective ability to maintain a competitive advantage in the market, on the one hand, and on the successful development of promising areas for capital investment, on the other.

A promising type of intercompany integration is consortia. Designed to integrate all stages of the innovation cycle, they are, as a rule, created to conduct active research, industrial and foreign economic activities. An example is the Russian Aviation Consortium.

In the global innovation market, two types of consortiums are most common. Consortia of the first type are focused on carrying out their own long-term research work of a fundamental and applied nature. They arise in high-tech industries with predictable long-term success (for example, in the field of communications, telecommunications). The second type of consortia is aimed mainly at priority scientific research of an intersectoral plan. Future market success is not yet fully outlined here, but scientific research is included in the core scientific and technological policy of corporations and the state.

For example, such consortia were created in the USA to study solid state physics, the phenomenon of superconductivity, and artificial intelligence research. They are created to stimulate R&D “outside”, on the basis of the largest laboratories of universities and research centers. Financial support and control of the results of such consortia in the USA and Japan are provided by dozens of largest corporations. This is determined by the importance of innovative development.

One of the forms of intercompany cooperation, along with a strategic alliance, is financial and industrial groups (FIGs) . The basic principles of creating financial industrial groups include their purposeful formation on the basis of technologically and cooperatively related industrial organizations, which ensures improved controllability, reduced production costs, joint liability under contracts and stability of supplies. The key factors for the success of organizational and economic interaction between financial industrial group participants and financial institutions are the establishment and development of holding and trust (fiduciary) relations, as well as the prevention of negative monopolistic tendencies due to the concentration of capital. The integration of scientific, production, financial and trade and sales organizations as subjects of the main activities of FIGs is ensured by a systematic approach to their functioning in market economic conditions. A systematic approach makes it possible to maintain the integrity of this kind of organizational structures and counteract the effects of external and internal destabilizing factors. The economic justification for projects to create financial industrial groups is based on an examination of the potential effectiveness of future joint activities of the merged organizations, an assessment of the product market, employment, and environmental safety. The effectiveness of financial industrial groups directly depends on the level of risk when creating high-tech and competitive products. Therefore, insurance institutions are also included in the structure of financial industrial groups, which makes it possible to skillfully manage existing risks in innovation activities in fairly large organizational formations.

In Russia there are about 5 thousand organizations focused on supporting innovative entrepreneurship. Important scientific centers and technology parks are located in Zelenograd, Obninsk, Dubna, Novosibirsk, Arzamas, Krasnoyarsk, Protvina, Pushchin, etc.

Using the example of innovation centers, technology parks and technopolises, the importance of innovation infrastructure is especially noticeable, which contributes to the entry of science into the market environment, the development of entrepreneurship in the scientific and technical field and the increase in the economic efficiency of innovations. The likelihood of commercial success of innovation increases sharply due to the formation of special institutions, organizations and systems for supporting the innovation process, formed into a single innovation sphere.

The central role in the innovation sphere is played by the innovation infrastructure, which represents the organizational, material, informational, financial and credit base for creating conditions conducive to the effective distribution of funds and the provision of services for the development of innovation activities.

The state of innovation infrastructure is closely related to the model of economic growth and the level of technological development of the national economy. The innovative model of economic growth, inherent in the most developed countries, is characterized by an increased role of intangible, innovative and informational growth factors, as well as the rapid development of the field of knowledge-intensive services. In such countries, the development of an innovation structure is based on the creation of a network of consulting, engineering, information, telecommunications services, etc.

The leading role in the innovation infrastructure, in addition to scientific, state and public institutions, is played by investment institutions that contribute to the accumulation of financial and investment resources and the diversification of innovation risks. The most important investment institutions here are insurance companies, non-state pension funds, investment banks, investment and venture funds, financial and investment companies.

The multiplicity of organizational forms of innovation activity at the state, regional and other levels is one of the features of innovation management.

TO intra-company organizational entities Innovation activities include team innovation, temporary creative teams, and risk units associated with corporate business. The process of forming innovative divisions is aimed at supporting intra-company entrepreneurship and is an important condition for its activation, in particular when branches with progressive innovation ideas are created within old companies. In addition, this kind of small innovative entrepreneurship can be carried out through the creation of venture risk firms in contact with venture funds.

Innovation activities involve entrepreneurs and managers, specialists from various fields of knowledge, and performers of various functions. Specific practice has developed a number of equally specific types and roles of innovators, leaders and performers. The following typical media are identified: role functions in the process of innovation as “entrepreneurs” and “intrapreneurs”, “idea generators”, “information gatekeepers”, etc. (Table 16).

Table 16

Typical innovative staff roles

	Main characteristics
"Entrepreneur"	Key figure in innovation management. This is, as a rule, an energetic leader who supports and promotes new ideas, possibly his own, is not afraid of increased risk and uncertainty, and is capable of actively searching for non-standard solutions and overcoming difficulties. An entrepreneur is also characterized by specific personal traits: intuition, dedication to an idea, initiative, the ability to take risks and overcome bureaucratic obstacles. The entrepreneur is focused on solving external problems: creating an organization operating in the external environment; coordination of company services in external activities; interaction with subjects of the external innovation environment: market promotion of a new product; searching and formulating the need for new developments and new products. And therefore, the entrepreneur holds positions such as the head of the new product division, project manager. There are few entrepreneurs in the organization
"Intrapreneur"	No less important figure in innovation management. There should be significantly more intrapreneurs in the organization. This is a specialist and leader focused on internal innovative problems and internal innovative entrepreneurship. His tasks include organizing numerous brainstorming sessions, the initial search for new ideas, creating an atmosphere of employee involvement in the innovation process and ensuring a “critical mass” of innovators so that the company can be considered innovative as a whole. As a rule, this is the leader of a group characterized by increased creative activity
"Idea's generator"	This is a different type of innovative staff. Its characteristic features include the ability to develop a large number of original proposals in a short time, change the field of activity and the subject of research, the desire to solve complex problems, and independence in judgment. “Generators of ideas” can be not only leading scientists and specialists putting forward new proposals, but also engineers, skilled workers, and specialists from functional services who come up with so-called “secondary” innovations. The traditional practice of informally identifying “idea generators” can be supported by organizational decisions: outstanding innovators are awarded the title of “idea generators” with appropriate incentives and benefits, their activity influences career advancement
"Information Gatekeepers"	They are located at the nodal points of communication networks, accumulate and transfer specialized information, and control the flow of scientific, technical, commercial and other messages. They accumulate and disseminate the latest knowledge and best practices, “feed” creative search with information at different stages of creating new products or carrying out organizational and economic changes in the company
"Business Angels"	Persons acting as investors in risky projects. As a rule, these are retirees or senior company employees. Using them as a source of financing has several advantages. Their loans are much cheaper because, unlike risk funds, they have no overhead costs. Practical activities managers forms mainly four main archetypes: “leader”, “administrator”, “planner”, “entrepreneur”. All of them are necessary for the company’s successful innovation activities.
	Plays its specific role in the process of development and implementation of design innovative solutions. What is especially valued here is the desire for something new, anticipation of the course of a business, the ability to communicate with people, the ability to recognize the potential of each person and interest him in the full use of this potential.
"Administrator"	Engaged in planning, coordinating and monitoring the implementation of the investment project. In conditions where the successful functioning of a company and an innovative project at the implementation stage requires strict control and extrapolation planning (i.e. planning for the future on the assumption that current development trends will continue in the future), the emphasis in the requirements for the manager is on his ability to evaluate the efficiency of the company, and not on personal qualities
"Planner"	Strives to optimize the future activities of the company, concentrating the main resources in the traditional areas of the company's activities and directing the company to achieve its goals
"Entrepreneur"	Although future-oriented, it differs from a “planner” in that it seeks to change the dynamics of the company’s development, rather than extrapolate its past activities. While the “planner” optimizes the future of the company in the field of its current activities, the “entrepreneur” is looking for new areas of activity and opportunities to expand the company’s product range.

Innovation activity presupposes the presence of an innovation infrastructure, which includes both market and non-market organizations, firms, associations, covering the entire cycle from the generation of new scientific and technical ideas and their development to the production and sale of high-tech products, which are a set of interrelated and complementary products. systems and corresponding organizational elements necessary and sufficient for the effective implementation of these types of activities.

Of course, the listed examples do not exhaust all possible organizational forms of innovation activity. In the process of increasing the potential for innovative development of Russia, obviously, the number and quality of such forms will increase.

Forms of organization of innovative activities. Large forms of organization of innovation activities

More on topic 7.2. Organizational forms of innovative enterprises:

Administrative and economic form of the innovation process

Program-targeted form of the innovation process

Initiative form of the innovation process

2. Innovative entrepreneurship

2.1. Organizational forms of innovation activity