Forms of organization of innovative activity. Large forms of organization of innovative activity

In accordance with international standards, innovation is defined as the end result of innovative activity, embodied in the form of a new or improved product introduced to the market, a new or improved technological process used in practice, 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 the behavior of employees. Innovations are not always based on inventions and discoveries. There are innovations that are based on ideas. Examples here are the emergence of zippers, ballpoint pens, aerosol cans, ring-openers on cans of soft drinks, and much more.

Innovation does not have to be technical or something material in general. Few technical innovations can rival the impact of the idea of hire-purchase. 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 indispensable properties of innovation are their novelty, industrial applicability (economic feasibility) and it must necessarily meet the needs of consumers.

Systematic innovation consists in a purposeful organized search for changes and in a systematic analysis of the opportunities that these changes can give for the successful operation of the enterprise. All the variety of innovations can be classified according to a number of criteria.

The introduction of innovations has always been of great importance in the development of production. In the modern economy, the role of innovation is growing 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 profound qualitative transformations in the Russian economy in order to overcome the crisis and enter the trajectory of sustainable growth.

Innovative landmarks have become decisive in the development strategy of the territories and acted as the main vector of movement of the regions on the way to a new economy based on innovation.

"Territories of innovative development" from other subjects of the Russian Federation are distinguished 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, orientation towards active international cooperation and access to foreign markets, 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 has its own set of features and traits. The analysis of the development of innovation processes in these regions is based on the observation, evaluation and subsequent scientific support of the regional policy in the field of the 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 acts as the base organization of the Ministry of Education and Science of Russia for cooperation between higher education and regions in the field of education. At the initial stage, the group of regions for which system support and assessment of the dynamics of innovative transformations began to be carried out consisted of 4 constituent entities of the Russian Federation, then their number increased to 16.

1) Tomsk territory of innovative development - the 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 sectoral 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) An innovative development model for Kamchatka, Russia's outpost in the Asia-Pacific region.

12) Karelian republican innovation testing ground.

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

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

The palette of innovation creators is very diverse. Let's consider them in more detail.

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

Interpartnership is the simplest intracompany form of innovation and entrepreneurial activity, when an initiative creative worker (interpartner), with the support of the administration, 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 counterparty; 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, specializes in a narrow area of innovation and has the ability to quickly reorient. This mobility is especially important in areas such as electronics, robotics, new structural materials, biotechnology, associated with increased risk.

A venture 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 do not dare to innovate themselves, but seek to control them. If successful, they receive a ready-made scientific and technological achievement.

An internal venture is an administratively and economically autonomous subdivision that is created in the structure of an organization for the period of development and implementation of high technology products. It is based on the ideas of the company's employees, selected by a special service. The subdivision, headed by the authors of the projects, within the stipulated period, develops the innovation 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 in order to use the scientific potential of these universities and commercialize the developed technologies through the creation and development of small innovative enterprises located on the territory of the technopark. More often, technoparks are created in large university centers. Their creation and support require significant start-up funds. In Russia, technoparks were created on the basis of higher education.

The purpose of creating technoparks is to organize the 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 host specially selected small businesses on favorable terms on their premises and provide them with consulting, educational and office services. Business incubators can operate both as independent structures and as part of technology parks, technology centers, etc. Usually, an incubator is created by local authorities or large companies for up to 3 years to implement an innovative project. Universities provide land, premises, laboratory equipment, necessary services for payment. Individuals can also be project investors. The main purpose of business incubators is to ensure the sustainable functioning of small businesses located on its territory. By business incubators, we include structures that place specially selected small enterprises on favorable terms on their premises and provide them with consulting, educational and office services.

Technology centers (TCs). Innovation and technology centers (ITCs) are created, as a rule, on the basis of research institutes and centers. They are created with funds from the federal or local budget, as a rule, to attract scientists and students to the development of new ideas. For a moderate fee, developers are provided with premises, equipment, personnel for a period of 1 to 3 years, for which they can get on their own feet or find a solid source of funding. ITC's goals are similar to those of technology parks, with the difference that ITC's focus is more on commercialization and technology transfer, and not so much on small businesses as on 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 Forms of Enterprises in the Scientific and Technical Sphere, is creating 12 ITCs, including those based on leading technology parks.

The organizational form of the innovative activity of the community of newly created territorially close enterprises in the field of "science - production" is the founding center ("industrial yard"). It includes shared buildings that house firms managed by the parent company, facilitating consulting.

Since the late 1980s one of the main features of scientific and technological activity has been the rapid increase in the number of inter-firm agreements (science-technical alliances) on research and development, aimed at solving long-term commercial problems in connection with the global spread of new technologies. The reasons for their appearance were the complication and rise in the cost of scientific research and development, the reduction in the duration of the life cycle of goods. This ensures cost sharing and risk reduction.

The concept of organizational forms for the implementation of innovations

Innovative activity of one direction or another and the degree of novelty in one volume 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 included in larger enterprises and associations, working mainly in the field of science, as well as in various sectors of the national economy. Intellectual products and innovations are created in IP, which ensures scientific, technical, social and economic progress in society.

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

responsible for their purpose. In the practice of the development of science and technology and their connection with the production and implementation of innovations, various organizational forms of enterprises are used, which differ in:

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

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

· the level of management (international, republican, branch, regional, associations of enterprises, enterprises and subdivisions);

territorial distribution of subdivisions (in different geographic and economic regions or in the same area);

· the form of hierarchical links between business units (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 (risk capital firms).

Firms, "spin-offs" (firms - "offspring" that are separated from universities, independent institutions, state research centers and special laboratories of large industrial corporations) are small innovative firms organized for the purpose of commercialization of scientific and technological 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 multibillion-dollar costs of the military-industrial and space

th complexes of Russia actually gave nothing to the civilian industry, and the scientific and technological achievements obtained are separated from potential consumers of steppe secrecy. Under the conditions of conversion, one cannot do without the creation of a special mechanism for the "utilization" of military and space achievements, where an important role belongs to small organizational forms of the "spin-off" type.

Another organizational form for the implementation of innovations, directly related to small research businesses, are 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 innovator firms and individual lone inventors. The fund emphasizes its non-commercial orientation with a preference for developments that have a high risk of failure.

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

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

Venture firms can be subsidiaries of larger firms.

Venture capitals can be of two types:

Actually risky business;

Internal risky projects of large corporations.

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

· independent small innovative firms;

· the financial institutions that provide them with capital.

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

The specificity of risky business lies primarily in the fact that the funds are provided on an irrevocable, interest-free basis, and the usual collateral is not required for lending. The resources transferred to the disposal of the venture firm are not subject to withdrawal during the entire term of the contract. In essence, the financial institution becomes a co-owner of the innovator 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 science-intensive products and endowed with considerable autonomy within large corporations. Within a specified period, an internal venture must develop an innovation and prepare a new product or product for mass production. As a rule, this is the production of a non-traditional product 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 consortiums; technological parks (scientific, innovative, ecological, conversion, technological villages and business parks); incubators uniting "newborn" 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

research and effective operation of small innovative (venture) firms that implement 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;

· search for an investor and, if necessary, provision of guarantees;

Provision of premises, equipment, pilot production on preferential terms;

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

The incubator does not require budget expenditures: 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 technoparks and technopolises seems to be the best tactical measure.

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

The functioning of the technopark is based on the commercialization of scientific and technical activities and the acceleration of the promotion of innovations in the sphere of material production.

In large regions of science and advanced technologies, technoparks, innovation incubators, State Scientific Centers, various joint-stock companies, associations, research enterprises and centers, institutions of the Russian Academy of Sciences and other academies, universities and universities are combined into regional research and production complexes (RNPC) - technopolises.

Technopolis is understood as a centered 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), the so-called "science cities", the development of which would be purposefully oriented towards the scientific and research-and-production complexes located in them.

2. Innovative entrepreneurship

2.1. Organizational forms of innovation

The organization of innovations is a means of streamlining and regulating the actions of individuals and autonomous groups of employees, focused on achieving, through joint and coordinated actions, the goals of creating and implementing innovations of any kind and orientation, 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 innovative activities.

Structures that ensure the internal ordering of the system and the improvement of the relationship between its elements and subsystems.

The subjects of innovation activity are heterogeneous, multi-element and multi-sized firms, companies, associations, universities, research institutes, technopolises, technology parks, etc.

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

The organizational form of innovative processes should be understood as a complex of enterprises, a separate enterprise or their subdivisions, characterized by a certain hierarchical organizational structure and a management mechanism corresponding to the specifics of innovative processes, providing a rationale for the need for innovation, identifying the main ideas for their creation, determining and using technology and organizing innovative processes for the purpose of practical 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 the continuity of stages and the continuity of processes over time, which manifests itself in conditions of an undeveloped market infrastructure and imperfection of market mechanisms.

On the other hand, scientific knowledge, discovery, industrial invention is inherently discrete and stochastic. Numerous studies have established the absence of a 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 context of improving market mechanisms, a special role, according to the second trend, begins to play intercompany interactions, i.e. processes of diversification, intercompany cooperation, etc. Increasing 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 in the system of various institutions and intercompany interactions. Thus, the properties of organizational forms of innovative activity are presented in fig. eight.

Rice. 8. Properties of organizational forms of innovation

The properties of organizational forms of innovative 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 is on internal structures, internal interactions of elements, factors and subsystems. This orientation is based on decentralization and independence of departments, which ensures their high maneuverability, efficiency, plurality of forms of organizations, 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 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 that arises from combining efforts directed towards one goal. This means that it is more effective than a simple "sum of elements, i.e. in complex systems based on self-development and improvement, which include an innovative organization, there is a significant synergistic effect. Internal and inter-firm organizational forms of innovative activity are shown 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, local (municipal) formations. All participants have their own goals and establish their own organizational structures to achieve them.

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

Table 14

The main organizational forms of innovation activity

Organizational forms of innovation	Characteristics of organizational forms of innovative activity
Business incubator	It is an organization with a mission limited to supporting small, start-up firms and start-up entrepreneurs who want to but are unable to start their own business. A business incubator can be autonomous, i.e. as an independent economic organization with the rights of a legal entity, or act as part of a technology park (in this case, it can be called a "technology incubator")
Technopark	This is an organization that forms a territorial innovation environment with the aim of developing entrepreneurship in the scientific and technical sphere by creating a material and technical base for the formation, development, support and preparation for independent activity of small innovative enterprises and firms, the industrial development of scientific knowledge and high technologies. Technopark provides conditions for the implementation of the innovation process - from the search (development) of innovation to the release of a sample of a commercial product and its implementation. The subject of the activity of the technopark is a comprehensive solution to the problems of accelerated transfer of the results of scientific research into production and bringing them to the consumer on a commercial basis.
Technopolis	It is a larger zone of economic activity compared to the technopark. 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 international division of labor and has an environment purposefully formed for scientists, specialists, highly skilled workers. strength. Technopolis maintains close ties with similar structures at the national and international level. In Russia, science cities and academic campuses 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, geography of presence or sphere of influence of the company leads to the creation of partnerships or alliances. Consolidation has become the most common thing in modern business.
Strategic	A temporary cooperative agreement between companies that does not involve a merger or full partnership. The strategic advantages of creating joint ventures and alliances in the implementation of innovative activities are as follows: the use of economies of scale in the production and / or marketing of a new product; access to partner developments and know-how; the 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 innovative activity - innovation centers . These are technologically active complexes with an established integrated structure of innovations, including universities and research and production firms. Innovative business in this model maintains stable relationships within a vast innovation infrastructure, has developed networks of informal information exchange and the formation of innovation distribution channels. The most famous variant of such an alliance is Silicon Valley.

Innovation centers include:

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

Technopolises;

Regions of science and technology;

Innovation incubators.

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

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

The legal basis for the relationship between the 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. For each service, a check is issued to the client. After leaving the business incubator within 1.5 - 2 years, the financial debt must be repaid. In addition, the agreement may provide for deductions from profits in favor of the business incubator (as a rule, no more than 5%), which the entrepreneur pays within 3-5 years after the exit.

There are three main models of business incubators in Russia:

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

The second type of business incubators is focused on entrepreneurs, mainly associated with the production of consumer goods, with 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 the solution of social problems.

Technopark is one of the most common forms of functioning of developers of new technologies in the USA and Western Europe, with risk firms. Among the great diversity, three main ways for the emergence of a technopark are clearly distinguished.

1. Employees of university and research centers (SRCs) often act as small and medium-sized entrepreneurs, striving to commercialize the results of their own scientific developments (in a number of technology parks, this category of entrepreneurs is more than 50%).

2. Creation of their own specialized small firms by scientific and technical personnel of large industrial associations who leave their firm 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, contribute to the development of this process, since they get the opportunity to subsequently connect to the production of the latest products, if it turns out to be promising.

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

The long and difficult path from the development of a new product to its mass production in a technopark is greatly facilitated. In particular, firms are provided with the necessary premises on favorable terms, they have at their disposal equipped typing offices, conference rooms, secretariats, as well as workshops for the manufacture of prototypes, laboratories and other premises for R&D. They can get the required advice in the field of production, marketing, finance, patent information. Close cooperation is being established with departments of fundamental and applied research at universities, as well as with research institutes located in the area, not to mention ties with other enterprises of the same technopark. 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 . Technopolis consists of large enterprises (at least 2-3 most advanced industries); a powerful group of public or private universities, research institutes, laboratories; a residential area with modern houses, a developed network of roads, schools, sports, shopping and cultural centers. In addition, the technopolis should be adjacent to a sufficiently developed city, as well as to an airport or railway junction.

A new form of cooperation between industrial firms and universities is science park. Idea: industrial companies create their own research organizations and enterprises near universities, which attract university personnel to work on orders from firms. In turn, scientists have the opportunity to apply the results of their research in practice. This new form of cooperation between industry and science allows you 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 manufacturing services, which has common administrative buildings, a management and consulting system
Innovation Center	Conducts joint research with firms, trains students, organizes new commercial companies. The innovative projects carried out at the center are applied research. If the project has been brought to a stage where the feasibility of implementing the results obtained has been 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 technology	It aims to promote the introduction of innovations in mass production. This is achieved by conducting appropriate expertise, scientific research and providing advice 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 connect the financial resources of industrial firms and the scientific potential (human and technical) of universities. Such centers conduct mainly fundamental research in areas in which participating firms are interested.
Engineering centers	Universities are created on the basis of large universities with financial support from the government to stimulate the development of new technologies. They carry out a study of the fundamental laws underlying the engineering design of fundamentally new artificial systems that do not exist in nature. Such research does not provide the industry with a development ready for implementation, but with a theory within a certain 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 qualification 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 located in the same complex of buildings, mainly small and medium-sized organizations managed by the parent company

The close interweaving 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. Major technological breakthroughs in social production should be carried out on the basis of intercompany scientific and technical cooperation, which is highly effective. Interfirm cooperation is characteristic of alliances, consortiums, joint ventures .

Entrepreneurial associations, strategic alliances and coalitions are the most attractive in the economy "soft" associated "metastructures". They are considered not only as the cheapest and most effective way to combine joint efforts. In the organization of "soft metastructures", their orientation towards the improvement and development of basic principles and fundamental ideas in production is most important. Competing members of "soft groups" test innovations from different angles, while partner efforts contribute to the concentration of 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 the implementation of complementary functions in the conduct of scientific research and the implementation of its results. Of particular importance are strategic alliances in the form of joint research and development activities based on technology transfer, as well as in the form of consortiums.

Strategic alliances in science-intensive industries (in the production of robots, automated production lines, microelectronics) cover several or all stages of the R&D reproduction 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 the technological preparation of production and the development of innovations.

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

Strategic alliances are faced with the tasks of conducting a complex of scientific research, searching for and training relevant specialists, finding financial resources, organizing laboratories, innovation centers, units for testing and quality control of products. As market requirements tighten 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 are consortia. Designed to integrate all stages of the innovation cycle, they are usually created for active research, industrial and foreign economic activity. An example is the Russian Aviation Consortium.

Two types of consortiums are the most widespread in the world market in the innovation sphere. Consortiums 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 mainly aimed at priority scientific research of an intersectoral plan. Here, future market success is not yet fully outlined, but scientific research is included in the core scientific and technical policy of corporations and the state.

For example, such consortiums were created in the USA to study solid state physics, the phenomenon of superconductivity, and the study of artificial intelligence. They are created to stimulate R&D "on the side", on the basis of the largest laboratories of universities and research centers. Dozens of the largest corporations provide financial support and control over the results of such consortiums in the US and Japan. 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 main principles of the creation of FIGs include their purposeful formation on the basis of technologically and cooperatively related industrial organizations, which ensures improved manageability, lower production costs, joint liability under contracts and stability of supplies. The key factors for the success of the organizational and economic interaction of FIG participants with financial institutions are the establishment and development of holding and trust (trust) relationships, as well as the prevention of negative monopolistic trends due to the concentration of capital. The integration of scientific, industrial, financial and sales organizations as the main subjects of FIG activities is ensured by a systematic approach to their functioning in market economic conditions. A systematic approach allows you to maintain the integrity of this kind of organizational structures, to counteract the impact of external and internal destabilizing factors. The economic feasibility study of FIG creation projects is based on an examination of the potential effectiveness of the future joint activities of the merged organizations, an assessment of the product market, employment, and environmental safety. The effectiveness of FIGs directly depends on the level of risk when creating science-intensive and competitive products. Therefore, insurance institutions are also included in the structure of FIGs, which makes it possible to skillfully manage the existing risks in innovative activities in fairly large organizational units.

On the territory of Russia there are about 5 thousand organizations focused on supporting innovative entrepreneurship. Important research centers and technology parks are located in Zelenograd, Obninsk, Dubna, Novosibirsk, Arzamas, Krasnoyarsk, Protvin, Pushchino, etc.

On the example of innovation centers, technoparks 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 sphere and the increase in the economic efficiency of innovations. The probability of commercial success of innovations increases dramatically due to the formation of special institutions, organizations and systems for ensuring the innovation process, formed into a single innovation sphere.

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

The state of the 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 increase in the role of intangible, innovative and information growth factors, as well as the rapid development of knowledge-intensive services. In such countries, the development of an innovative 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 diversify the risks of innovation activity. The most important investment institutions here are insurance companies, non-state pension funds, investment banks, investment and venture funds, financial and investment companies.

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

To intracompany organizational formations innovative activities include brigade innovation, temporary creative teams, risky units associated with corporate business. The process of forming innovative units 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 firms. In addition, this kind of small innovative entrepreneurship can be carried out on the basis of the creation of venture risk firms in contact with venture funds.

Entrepreneurs and managers, specialists from various branches of knowledge, performers of various functions are involved in innovative activities. Specific practice has developed a number of equally specific types and roles of innovators, leaders, and performers. There are such typical carriers role functions in the process of innovation as "entrepreneurs" and "intrapreneurs", "generators of ideas", "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, is capable of actively searching for non-standard solutions and overcoming difficulties. The entrepreneur is also characterized by specific personality traits: intuition, devotion to the idea, initiative, the ability to take risks and overcome bureaucratic obstacles. The entrepreneur is focused on solving problems of an external order: the creation of an organization operating in the external environment; coordination of company services in external activities; interaction with the subjects of the external innovation environment: market promotion of a new product; search and formulation of the need for new developments and new products. And so the entrepreneur occupies such positions as the head of the new product division, the project manager. There are few entrepreneurs in the organization
"Intrapreneur"	An equally 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, on 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 providing 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 another 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, independence in judgments. "Idea generators" can be not only leading scientists and specialists who put forward new proposals, but also engineers, skilled workers, functional service specialists who come up with so-called "secondary" innovations. The traditional practice of informally singling out “idea generators” can be reinforced by organizational decisions: outstanding innovators are given 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, 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 pensioners or senior employees of companies. Using them as a source of funding has a number of advantages. Their credit is much cheaper, since unlike risk funds they do not have overhead costs. Practical activities leaders forms basically four main archetypes: "leader", "administrator", "planner", "entrepreneur". All of them are necessary for the successful innovative activity of the company.
	It plays its specific role in the process of development and implementation of design innovative solutions. Here, the desire for something new, foresight of the course of 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 are especially valued.
"Administrator"	Engaged in planning, coordination and control of the implementation of the investment project. In conditions when the successful functioning of a company and an innovative project at the implementation stage require tight 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 performance of the company, not on personal qualities
"Planner"	Strives to optimize the firm's future performance by concentrating key resources in the firm's traditional areas of activity and guiding the firm towards achieving its goals.
"Entrepreneur"	Although oriented towards the future, it differs from the "planner" in that it seeks to change the dynamics of the company's development, and not to extrapolate its past activities. While the "planner" optimizes the future of the firm in the area of its current activities, the "entrepreneur" is looking for new directions of activity and opportunities to expand the range of the firm's product range.

Innovative activity presupposes the existence of an innovative 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 science-intensive products, which is a set of interrelated and complementary systems and their respective organizational elements necessary and sufficient for the effective implementation of these activities.

Of course, the listed examples do not exhaust all possible organizational forms of innovative activity. In the process of building up the potential for Russia's innovative development, it is obvious that the number and quality of such forms will increase.

Forms of organization of innovative activity. Large forms of organization of innovative activity

More on the 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