Topic 12. Organizational forms of innovation

Considering the organizational forms of innovation activity, it is necessary to distinguish five different levels of organization of innovation activity:

State (federal);

Regional;

Industry;

Intercompany;

Branded inside.

At each of these levels, different

Within a company, various forms of small innovative business. Small innovative entrepreneurship is associated with the formation of new firms within old companies, the creation and operation of risky firms, the development and implementation of "incubator programs". Firms-incubators are one of the organized forms of intensifying innovative activity.

New firms within old companies

New firms within old companies represent a progressive method for the formation of young companies. Corporations themselves subsidize the start-up of new firms in order to prevent the exit of key workers, lured by talent-seeking venture capitalists. They also allow you to attract specialists from other firms to work in your corporation. The usual way companies operate is to take over all the financial matters of the young firms, which allows the parent company to own at least 80% of the new firm (the rest is in the hands of the founding employees). In the books, the new in-house firm is listed as a subsidiary, but is in fact a separate company with

by its board of directors. However, losses from the activities of the latter in the initial period of its development have to be entered into the books of the parent company. At the same time, the subsidizing company cannot receive 100% of the profits of the newcomer, since the latter does not belong to it completely.

After a few years, the parent company - the controlling shareholder gets the opportunity to buy back the shares owned by the employees - the founders, who receive certain capital gains.

Venture firms - risk firms

A risk firm is an organization created to implement an innovative project associated with a significant risk.

The foundation of a risk firm is as follows. A group of several people who have an original idea in the field of new technology or the production of new products, but do not have the means for production, come into contact with one or more investors (venture funds) who further finance the activities of the risk firm.

Incubator Programs and Small Firm Networks

Many high-tech Russian organizations build their survival strategy on the basis of "incubator programs" and are "incubator firms". An “incubator firm” is an organization created by local governments or large companies with the aim of growing new companies. Firms-incubators are created for leasing to newly organized companies for a low fee of service

premises and providing them with a number of services on preferential terms, including the possibility of obtaining advice from experts on managerial, technical, economic, commercial and legal issues. There are three types of incubator firms.

The first type is nonprofit. They are the most numerous. Non-profit incubator firms are subsidized by local organizations interested in creating jobs and economic development of the region.

Firms-incubators of the second type are profitable. These are private organizations, the total number of which is constantly increasing. Unlike non-profit firms, incubators of the second type, as a rule, do not offer reduced tariffs for services, but they allow tenants, providing them with a wide range of services, pay only for those with which the tenant

actually used.

Incubators of the third type are formed as branches of higher educational institutions. They provide the most effective assistance to companies that are going to develop and produce technologically complex products.

Intra-company level of organization of innovation activity.

Corporations are creating a powerful multi-channel system for accumulating innovations and their implementation. The main link of the innovation policy is the research departments. The nature of the tasks, business horizons and risk distribution of innovative projects differ depending on the affiliation of the research organization to one or another corporate level (headquarters, sector, economic department).

The central laboratories are engaged in the search for strategic technical solutions based on fundamental scientific research. At the level of research centers of sectors, basic technologies are being developed for their organizations. If certain technologies are potentially applicable in different sectors, then specialized cross-sector technology centers are engaged in their development.

At the level of economic departments, the tasks of laboratories are predominantly of an applied nature. These are product development, quality programs, engineering and technical services for enterprises and its

improvement, cost reduction.

Brigade innovation and temporary creative teams are a necessary element of the organization of the innovation process. The increased pace of innovation has led to a reduction in both design time and product life cycle. Developers who want to succeed must also be market researchers. One competence in technical matters

not enough. The difficulties of creating something new, combined with the growing complexity of technology and technology, predetermine the team method of work.

bootlegging represents an underground, smuggled invention, secret work on unscheduled projects. Support and encouragement of bootlegging contributes to the revitalization of creative workers.

Risk divisions of companies are created by large corporations in order to master the latest technologies and are small, autonomously controlled and specialized industries. funds for them

creations are allocated by corporate divisions with their own budget, so-called risk financing.

The peculiarity of the implementation of the corporate strategy lies in the fact that the organizational structure is built on the principle of commonality of applied technologies.

Corporate business is focused on five innovative key parameters:

Creation of new products;

Technology exchange within the company;

Technology transfer within the firm;

Independence of economic departments in innovative activity;

Empowerment of innovators in creative search.

Alliances, consortiums and joint ventures as a form

There are four main forms of inter-firm cooperation:

Agreements on cooperation on certain aspects of activity;

Creation of joint ventures (JV);

Acquisition agreements for innovative small firms by large companies to acquire new technologies;

Establishment of contractual relations (on the basis of long-term contracts) between suppliers of materials and components and their consumers.

A scientific and technical alliance is usually called a stable association of several firms of various sizes among themselves and / or with universities, state laboratories on the basis of an agreement on the joint financing of R&D, development or modernization of products.

Scientific and technical alliances are divided into research alliances created to implement a specific scientific project, and research and production alliances created to develop and manufacture new products. If partners from different countries participate in such cooperation, then the alliances become international. Creating technology beyond rigid

national borders, alliances reduce the impact of the number of insurance factors, risks, limited resources, rigidity of government regulation.

There are horizontal (firms in the same industry) and vertical (firms in different industries) scientific and technical alliances.

Members of the alliance make their contributions in the form of intellectual, material and other resources, and after achieving results, they receive their share of intellectual property by agreement.

In the spectrum of organizational forms, alliances occupy an intermediate step.

between informal cooperation and full merger.

Management is carried out either by one of the leading members of the alliance, or by a specially appointed coordinating committee.

Consortium. A consortium is a voluntary association of organizations to solve a specific problem, implement a program, or implement a major project. The consortium assumes the division of responsibility between the parent companies, equal rights of partners and centralized management.

It may include enterprises and organizations of different forms of ownership, profile and size. The participants of the consortium retain their full economic independence and are subordinate to the jointly elected executive body in that part of the activity that relates to the goals of the consortium. After the task is completed, the consortium is dissolved.

Within the framework of the consortium, it became possible for their participants to:

Performing research that could not be done independently due to significant costs and risks;

Distribution of R&D costs among several participating firms;

Consolidation by participating firms of scarce labor and material resources for R&D.

Joint ventures

An international joint venture can be defined as an institution

inter-firm cooperation in the development, production or marketing of a product that crosses national borders, is not based on short-term market transactions and involves a significant and lasting contribution from partners in the form of capital,

technology or other assets. In many cases, management responsibility is shared between partner firms.

There are four types of technology-oriented joint ventures:

Collaboration between firms only in research;

Exchange of proven technologies within a single product line or across multiple products;

Joint development of one or more products;

Collaboration through the implementation of various functions or stages in the life cycle of products.

There are several reasons for the increased popularity of joint ventures. Among them are the following.

A situation often arises when the increased technological capabilities of foreign firms increase the demand among companies in a given country for foreign partners in a joint venture.

The cost of research and development required to bring a new product or process to market has increased substantially in many high-tech industries. Rising development costs place severe limits on firms' ability to sustain expensive R&D programs and increase the importance of penetrating foreign markets to ensure commercial success. Firms in some industries require markets that are much larger than their national counterparts.

Another source of cost pressure on R&D programs is technological convergence. Technology, once peripheral to firms' commercial and research activities, has now become central to competitive advantage in a number of technology-intensive industries. Technological convergence means that firms

must quickly gain experience in mastering a wider range of technologies and scientific disciplines, increasingly straining the R&D budget and human resources.

Shortening product life cycles in many

high-tech industries has increased the urgent need to quickly penetrate global markets with new products. Simultaneous product introduction in multiple industrialized countries is essential to commercial success today. Such rapid penetration may require co-production or cooperation with a firm that already has the necessary distribution system.

The importance of maintaining technical standards for commercial success makes the rapid penetration of a new product in many markets especially significant. Establishing a product as a de facto standard or dominant model can provide a profitable basis for introducing other related products or subsequent generations of that model.

A significant factor explaining the current increase in domestic and international cooperation is the central role of relatively small start-up firms in the commercialization of new technologies.

Regional level of organization of innovation activity.

In order to pursue the innovation policy of the region, it is necessary to form a system for monitoring innovation potential, create a regional system for supporting and developing innovation, and, together with federal institutions, to resolve issues of coordinating the activities of organizations involved in innovation in the region. At the same time, it is necessary to develop in every possible way the infrastructure for supporting innovation activity in the region as an integral part of an integral state system that ensures the creation of jobs for highly qualified specialists.

Regional scientific and technical centers:

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.

The founding center is managed in half of the cases by collective bodies (councils), in other cases by managers

(Glazyev S.Yu. Theory of long-term technical and economic development. P. 110).

Innovation Center conducts joint research with firms, teaches students the basics of innovation, organizes new commercial companies. The innovation projects carried out at the center are applied research with a high probability of success, for which the cost of providing technical and commercial advice is not

exceed several thousand dollars.

Industrial Technology Center 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 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.

industrial yard is a territorial community of predominantly small and medium-sized organizations located in the same complex of buildings, managed by the parent company.

Engineering centers (EC) at universities are created on the basis of large universities with government financial support to stimulate the development of new technologies. They perform two main functions. The first function is aimed at studying the fundamental laws underlying the engineering design of fundamentally new artificial systems that do not exist in nature. Such studies

they supply the industry not 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 experience of the created ICs shows that one of the most effective ways to strengthen them is to establish long-term business contacts between the employees of the centers and engineers working in industry. Financing firms are required to send their specialists to the centers for permanent or temporary work. 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.

State (federal) level of organization of innovation activity.

Science Park (NP)- a new form of cooperation between industrial firms and universities. Industrial companies create their 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.

Technology park (TP)- 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 of the occurrence of TP are clearly distinguished:

Employees often act as small and medium-sized entrepreneurs

university and research centers (SRC) seeking to commercialize the results of their own scientific developments.

Creation of their own specialized small firms by scientific and technical personnel of large industrial associations who leave their firm to start their own business.

Small and medium-sized firms in TP arise as a result of the transformation of already

operating enterprises intending to take advantage of the preferential conditions that exist for TP in accordance with state legislation.

TP centers are well-equipped and well-trained bureaus that perform organizational, managerial and secretarial functions for all the companies that make up the park.

Introduction

Chapter 1. Complex of organizational forms of innovative activity

1.1 Large forms of organization of innovation activity

1.2 Specific forms of organizing innovation activities

1.3 Small forms of organization of innovative activity

Chapter 2. Formation of FIGs in Russia

2.1 Interros is an example of a Russian FIG. general characteristics

2.2 Charitable projects of Interros

Conclusion

List of used literature

Introduction

Now there is an age of rapid technologies, scientific and technological revolution is developing at such a speed that it can no longer be overlooked. Accordingly, the development and introduction of new technologies requires competent managers - managers who are able to calculate the financial return of innovations and, if the result is positive, competently introduce it into the infrastructure of the enterprise.
Innovation management as a science appeared in Russia relatively recently. Its appearance was facilitated by the economic reforms carried out in the territory of the former Soviet Union. Thus, one management method (socialist) has been replaced by a completely different (capitalist) method, and here, of course, it is absolutely impossible to do without innovations and innovations that should affect the entire economy of the country, improving it and bringing it to a qualitatively new stage of development.

At the same time, innovation management acts as a vital activity of almost any modern enterprise, and the reasons for this can be considered not only the objective requirements of scientific and technological progress, but also the conditions of competition in various market segments, etc. In view of the foregoing, the process of innovation management in enterprises and industries should be based, first of all, on the opportunities that various organizational forms of innovative activity provide market entities, such as business incubators, technology parks, financial and industrial groups, venture capital companies, etc. The activities of these institutions allow enterprises to significantly reduce risks and improve the efficiency of innovation management.

Organizational forms of innovative activity and their prevalence largely depend on industry and regional characteristics.

In the practice of innovative activity, organizational forms have mostly justified themselves. But the changed conditions of production, the complication of social needs and the need to increase the competitiveness of innovations require the search for new forms of innovation.

This topic is relevant for study, since in the context of economic reform aimed at ensuring stabilization and transition to economic growth, it is necessary to develop measures to preserve the scientific and technical potential, its development and support.

The purpose of this work is to study the organizational forms of innovation activity in Russia.

Objectives of the course work:

· to study a complex of organizational forms of innovative activity;

to study certain types of organizational forms;

· consider the organizational form on the example of the Russian FPG Interros.

Chapter 1. Complex of organizational forms of innovative activity

The innovation process involves many participants and interested organizations. It can be carried out within local, regional, state (federal) and interstate borders. All participants have their own goals and establish their own structures to achieve them. First of all, it is necessary to consider the variety of intra-company organizational forms - from the allocation of a special role of participants in innovative activity within the company in the person of personnel to the creation of special innovative divisions.

Organizations in developed corporate structures are formed at two levels: the level of a simple organization that does not include other organizations in its structure (conditionally called the corporate level) and the level of a corporation (association, financial and industrial group), which includes other organizations that are managed by a special holding company. All this leads to the creation of various innovative organizational forms. Large and small organizations have different innovative activity, which corresponds to their missions, goals and strategies. Therefore, corporations create around themselves a network of small innovative firms, growing their leaders in special “incubator programs”. Such organizations have the organizational form of "firm-incubator". Diffusion of new complex industrial products and technologies sometimes occurs in the organizational form of “franchising” or “leasing”. The implementation of regional scientific, technical and social programs is associated with the organization of appropriate associations of scientific (university), industrial and financial organizations: various kinds of scientific and industrial centers. Due to the riskiness of innovative projects, adequate organizational forms of investors arise in the form of "venture funds" and innovative forms of innovation creators - risky innovative firms.

Federal and regional programs that attract large resources and are designed for a long period of time entail the creation of scientific and technological parks, technopolises.

1.1 Large forms of organization of innovation activity

Consortium. A consortium is a voluntary association of organizations to solve a specific problem, implement a program, or implement a major project. It may include enterprises and organizations of different forms of ownership, profile and size. The participants of the consortium retain their full economic independence and are subordinate to the jointly elected executive body in that part of the activity that relates to the goals of the consortium. After the task is completed, the consortium is dissolved.

The consortiums created by the type of intercompany research center (ISRC) have their own research base. The centers employ either permanent employees or scientists sent by consortium members.

Concern- these are statutory associations of enterprises, industry, scientific organizations, transport, banking, trade, etc. on the basis of complete financial dependence on one or a group of entrepreneurs. There may be other associations on branch, territorial and other grounds. Associations, like enterprises, are legal entities, have independent and consolidated balance sheets, bank accounts, and a seal with their name.

Financial and industrial groups(FIG) - an economic association of enterprises, institutions, organizations, financial institutions and investment institutions, created with the aim of conducting joint coordinated activities.

FIG includes a stable grouping of various enterprises: industrial, trade, financial, including banking, insurance, investment institutions.

The most significant characteristics of FPG include the following:

1) integration of the links included in them not only through the pooling of financial resources and capital, but also through a common managerial, pricing, technical, personnel policy;

2) the presence of a common strategy;

3) voluntary participation and preservation of the legal independence of participants;

4) the structure of FIGs allows solving many issues (including security-related problems) at a lower cost than in other large enterprises and associations.

FIGs can arise on the basis of the largest industrial or trading companies, the influence and power of which provide them with access to the resources of credit and financial institutions, or be formed as a result of financial concentration around credit or banking organizations.

Advantages of large enterprises:

· the availability of large material, financial and intellectual resources for the implementation of costly innovations;

· the possibility of conducting multi-purpose research, in which the efforts of specialists in various fields of knowledge are combined;

the possibility of parallel development of several innovations and the choice of the best option from several developed ones;

· lesser probability of bankruptcy in case of failure of some innovations.

· The role of small enterprises in the development of innovations is also great when innovations do not require significant resources. Advantages of small enterprises:

the ability to quickly switch to original work, mobility and non-traditional approaches;

· the possibility of activities in those areas where the results of large enterprises are unpromising, limited or too risky with a small scale of profit in case of success;

The need to search for fundamentally new approaches, combined with the requirements for quick and flexible implementation of results in production, bringing them to the market, contribute to combining the advantages of large and small enterprises: the purchase of licenses by large enterprises, the provision of loans, the acquisition of shares or the takeover of companies that have mastered a new product or technology, involvement of small high-tech enterprises as suppliers and subcontractors.

1.2 Specific forms of organizing innovation activities

Technopark- flexible research and production structure, which is a testing ground for the creation and effective promotion of science-intensive products. It is a form of territorial integration of science, education and production in the form of an association of scientific organizations, design bureaus, educational institutions, manufacturing enterprises or their subdivisions. Technoparks are often granted preferential taxation. The main tasks of creating technoparks include:

transformation of knowledge and inventions into technologies;

· transformation of technologies into a commercial product;

· technology transfer to industry through the sector of small science-intensive business;

· Formation and market development of knowledge-intensive organizations;

Support for organizations in the field of knowledge-intensive entrepreneurship.

Technoparks make it possible to form the economic environment that ensures the sustainable development of scientific, technological and industrial entrepreneurship, the creation of new small and medium-sized organizations, the development, production and supply of competitive science-intensive products to domestic and foreign markets.

Technoparks can be classified into the following groups.

· The research park carries out non-profitable, as a rule, fundamental-applied scientific transfer, it operates from the stage of completion of fundamental research. Its main object is the latest, avant-garde scientific ideas and the projects and developments arising from them, which may or have applied value, often in the long term (over 10 years). Therefore, state support here should be decisive.

· The science and technology park carries out a profitable or non-profitable applied scientific and experimental transfer, it operates mainly from the stage of applied R&D to the stage of production of an experimental batch of a new product (testing a new technology), often in the medium term (over 5 years). Technopark organizations replicate technical documentation and prepare a product (technology) for development in production (release of the first industrial batch). Here we should talk about parity support by the state and business.

· The technology park, as a rule, carries out a profitable experimental and production transfer, operates mainly from the stage of development and experimental work to the organization of mass production of new products (mastering new technology), which has an almost guaranteed demand in the market. Technopark organizations implement ready-made documentation (know-how), produce a new product (possibly in small batches) or participate in its mass production. The main role of business support is obvious here.

· The industrial and technological park carries out profitable activities related to the provision of temporary use of space, premises and equipment for organizing the production of new products using new technology. This kind of parks can be fully supported by business.

The volume of investments from the federal budget in the development of technology parks in Russia in 2007-2010. (excluding amendments made to the federal budget due to the financial crisis) will amount to about 10 billion rubles. The same amount is expected to be invested by the regions where technoparks will be built.

Technoparks are being built in seven regions of Russia: Moscow, Nizhny Novgorod, Novosibirsk, Tyumen, Kaluga regions, St. Petersburg and the Republic of Tatarstan.

One of such technoparks is being created in Nizhny Novgorod - it is the Ankudinovka IT park (from the name of Ankudinovskoye Highway, in the area of ​​which construction is being planned). According to the Deputy Governor of the Nizhny Novgorod Region for Construction, Energy, Housing and Communal Services and Information Technology Valery Limarenko, the total cost of creating the Ankudinovka IT technopark will be 15 billion rubles. The number of new highly qualified jobs to be created in the IT technopark by 2011 is 13,000. The technopark will occupy an area of ​​about 62 hectares, of which 90,000 sq. m. m will occupy a public and business center and 225 thousand square meters. m - residential buildings.

Ankudinovka IT Park, whose work will be focused primarily on the production of software products for export, is the largest of the seven similar parks provided for by the state program. The second stage of the program involves the completion of construction and commissioning of the first phase of the technoparks being created, as well as the placement of the first enterprises on their territory, attracting significant foreign investment in the joint investment fund and increasing the number of promising projects financed.

Technopolis is a research and production complex created on the basis of a separate small town with a developed infrastructure and ensuring its vital activity. Technopolises are mainly attended by large companies interested in research and development of new firms. As a rule, technopolises are associated with electronics, biotechnologies, computer science, high-precision engineering and other science-intensive industries, as well as the priority development of science-intensive technologies, the concentration of scientific forces in those areas of science that will determine the level of production in the 21st century.

Business incubator - this is a structure specializing in creating favorable conditions for the emergence of effective activities of small innovative organizations that implement original scientific and technical ideas. An innovative organization, depending on its technological profile, acquires or rents from the incubator one or another set of innovative services, which necessarily includes the rental of premises. The incubation period of the client organization usually lasts 2-3 years, less often 5 years, after this period the innovative organization leaves the incubator and begins independent activities.

The business incubator fulfills its purpose by performing the following functions.

· Providing support systems for organizations through the provision of material (tangible) and intangible (intangible) support.

Tangible support is the provision on favorable terms of premises, office space, equipment (laboratory and office), pilot production, advertising, information, consulting services, etc. Intangible support is the provision of access for beginners and unknown to a wide range of entrepreneurs and small organizations to intellectual potential, useful connections with authorities, large corporations, recommendations and guarantees of access to financial sources.

· Achieving a successful risk technology commercialization strategy. A business incubator, by creating greenhouse conditions at the initial stage of the formation of an organization, must prepare this organization for action in market conditions. During the stay of the organization in the incubator, it must become successful, i.e. locate production, find the first buyers, receive the first bids and sign the first contracts.

It should be noted that there are “national differences” between business incubators. Features of European incubators: wide participation in their organization of large corporations, a high level of specialization, a strong focus on knowledge-intensive business, purposefully support the unemployed. Characteristic features of American incubators: programs to support a wide range of entrepreneurship, the desire to ensure the mandatory growth of a small organization and turn it into a medium, and then into a large organization.

Moreover, in almost all countries of the world, incubators are supported by the state, which finances programs for the development of small businesses, especially in the scientific and technical field.

Business - incubators in Russia.

An interesting experience in the creation and operation of business incubators in Russia has been accumulated within the framework of the Morozov project - a large-scale program for training personnel for a market economy and supporting small business. In 1996, by decision of 22 founders of business incubators from the regions of Russia and other structures whose programs are focused on the development of business incubators, the Non-Commercial Partnership "National Commonwealth of Business Incubators" was created.

Currently, more than 100 business incubators operate in Russia. On average, each of them provides support to several dozen innovative enterprises, with an average number of employees of 12-15 people.

Among them there are business incubators of the classical type, which unite enterprises of various profiles under their roof: from a car service to a confectionery, and specialized ones for the development of a weak business sector in a particular region (clothing, medical, agricultural business incubators). A special place is occupied by technological business incubators focused on the development of scientific and technical firms.

However, despite the already relatively long period of formation of Russian business incubators, a sharp increase in interest in their creation on the part of the state has been noted only in the last few years. Successful experience has shown that it is in a business incubator that optimal conditions are created for the start, initial development of a small business. So, according to the data of the National Commonwealth, business incubators in Russia, for 3 years, only 14-30% of small enterprises that independently start their activities survive, while in a business incubator - 85-86%. Business incubators can be recognized as one of the most effective tools for supporting and developing innovative entrepreneurship, significantly reducing the risks and number of business failures.

When creating business incubators, an analysis of the situation in the regions was carried out, information was disseminated about the goals and objectives of creating a business incubator, interaction between interested state, public and commercial structures was organized, an information bank on organizational, technological, personnel and methodological resources was created. Organizations on the basis of which business incubators were created were selected on a competitive basis according to the following criteria:

−experience in the field of supporting small businesses and the ability to organize the process of business incubation;

−the availability of state support and the possibility of attracting additional funds;

− Availability of a business plan for creating a business incubator.

Taking into account the need and the state in the regions, the first business incubators were designed mainly to support low technologies. However, in the future, as work experience is accumulated, it is planned to pay more and more attention to supporting innovative enterprises. At the same time, taking into account foreign experience, it is planned to finance innovative activities at the expense of other activities of the business incubator and its small enterprises.

1.3 Small forms of innovation

The innovative activity of small enterprises is a way of their existence, while the innovative activity of large enterprises is just a phase of development, a stage of their life cycle. Small innovative entrepreneurship is associated with the processes of formation of new firms within the framework of old companies, the creation and functioning of risky firms.

Small innovative enterprises (SIEs) are characterized by autonomy, relative independence, and are called upon to address issues of restructuring production and improving the efficiency of socio-economic development indicators. But the most important feature, characteristic only for small innovative enterprises, are specific ways to achieve the goals of an economic and social nature. Such ways are the development and implementation of various innovations (product, technological, managerial, etc.), increasing the competitiveness of products and production, creating an environment of innovation on the scale of the city, industry, region and country as a whole. Such an important feature cannot be taken into account when determining the content of a small innovative enterprise. With this in mind, the definition of a small innovative enterprise can be formulated as follows.

Small innovative enterprises are relatively new economic entities in the market economy, characterized by independence and adaptability, designed to fulfill the tasks of restructuring production, expanding international scientific and technical cooperation and increasing the prestige of the country in the world based on the development, development and implementation of innovations (formerly fundamentally new) and creating an environment receptive to various innovations.

Small innovative enterprises have significant competitive advantages, often require less capital investment per employee than large enterprises, and make extensive use of local scientific, labor and information resources.

In the development of the economy, small innovative enterprises occupy a special place. Their significance is determined not so much by high economic efficiency as by the focus of SIE activities on the introduction of science-intensive types of products and technological processes, on increasing the competitiveness of production in individual industries and in the economy as a whole. Small enterprises in the scientific and technical sphere have allowed Russia to retain a significant part of highly qualified personnel.

Specifically, the role of small innovative enterprises is manifested in the following: creation of new jobs; introduction of new goods and services; meeting the needs of large enterprises; providing consumers with special goods and services.

Venture (risk) innovative enterprises

As part of small enterprises engaged in innovative activities, their specific form is spreading - risky business (risk enterprises). These organizations are characterized by a small number of staff, high scientific potential, flexibility and purposeful activity. They are mainly engaged in search and applied research, design and development and development on their basis of new types of products, technological processes, organizational and managerial decisions. In this they differ from common forms of small business. The value of risky (venture) organizations is not limited to innovations. They form a new innovation-investment mechanism that meets the requirements of the restructuring of production and rapidly growing social needs.

The advantages of venture organizations include the fact that, by developing fundamentally new technologies and products, they can simultaneously identify the most promising areas of innovation and the dead-end path of research development, which leads to significant savings in resources. The significance of venture organizations also lies in the fact that they stimulate competition, pushing large associations (companies) to innovative activity.

Investing in venture capital enterprises is characterized by a number of features:

Funds are provided for a long period on an irrevocable basis and without guarantees, so investors take a big risk;

Equity participation of the investor in the authorized capital of the company (association);

Participation of the investor (investors) in the management of the established venture organization.

Venture organizations can be of three types: 1) corporate; 2) internal ventures; 3) independent.

Corporate venture structures (they may have various varieties) are designed to increase the flow of new ideas and technologies to enterprises from outside, which will speed up the process of modernization and product renewal and, ultimately, increase the competitiveness of enterprises in the market.

Internal ventures are relatively independent and are created as part of large associations (companies). In this case, the subdivisions gain independence in choosing areas of research, organizing work, and forming the personnel of an innovative enterprise.

Independent venture organizations are aimed at finding and developing fundamentally new innovative solutions, mastering prototypes and bringing the results of development to the level of commercialization. They can work on their own initiative and by order.

Chapter 2. Formation of FIGs in Russia

The formation of FIGs in Russia began in 1993-1994. in the context of the development of privatization and corporatization processes, changes in the structure of investments, an increase in the share of enterprises of non-state forms of ownership; strengthening the financial strength of banks and their integration to mobilize resources.

The need to create a FIG in the Russian Federation is determined by a number of factors:

· the need to create a new investment system and the formation of integral structures capable of self-development;

· the growth of financial capital, which is so far only a potential investor in production;

· the presence of a serious structural and financial-investment crisis in the industry, especially in the investment sphere;

· the need to strengthen and update the existing technological chains and cooperation ties in the field of production.

Russian FIGs are just beginning to enter the world stage, and so far their capital cannot be compared with the capital of foreign FIGs.

In the process of formation of FIGs in Russia, they face a number of problems. Quite often, emerging formalized groups represent a mechanical association of technologically loosely connected enterprises. Often there is no real unified financial policy in the group that can take into account the various interests of the industrial and financial enterprises included in the group. The problems of taxation of financial-industrial groups and the issues of their state support have not been fully resolved.

By 1994, seven FIGs were registered, in 1995 - 16, at the end of August 1996 their number reached 37. As of January 1, 1997, there were 46 such groups, producing 10% of Russia's GDP. By the beginning of 1999, 84 FIGs were officially registered in Russia. The functioning FIGs include more than 500 enterprises and organizations, including about 100 financial and credit institutions, including commercial banks. The real number of FIGs is larger than the registered one, since some large firms and associations actually develop as FIGs without being officially registered. The main share (60%) is accounted for by the so-called regional groups that unite production, non-production and financial enterprises located on the same territory (in the region). The remaining 40% of the groups belong in equal proportions to non-regional and transnational categories.

Decree of the President of the Russian Federation No. 2096 dated December 5, 1993 No. On the creation of financial and industrial groups in the Russian Federation. The real purpose of this decree was an attempt to block the formation of FIGs in the course of mass privatization, i.e. actually spontaneous nomenklatura redistribution of property. Formally meeting the interests of the nomenklatura and the largest industry and financial lobbyists, this decree was a response to the proposed in August 1993. a scheme for the creation in Russia of 100 gigantic financial-industrial groups covering the majority of industrial and extractive industries.

Currently, the activity of FIGs is regulated by the Law of the Russian Federation On Financial and Industrial Groups (signed by the President of the Russian Federation on November 30, 1995). According to Art. 2 of this Law, a FIG is a set of legal entities acting as a parent and subsidiary companies that have fully or partially combined their tangible and intangible assets (participation system) on the basis of an agreement on the creation of a FIG. Participation in only one officially registered FIG in the State Register is allowed. Subsidiaries have the right to enter into FIGs only with the main companies. The key concept of the law is the central company of the FIG, which can be an investment institution (as a rule), a business entity, an association or a union. Two ways of its establishment by the participants of FIGs determine two possible models of FIGs:

1) the holding model (central company - subsidiaries), which is most typical for schemes created by commercial banks (their subsidiary investment companies);

2) Establishment of a central company by all participants in the FIG who have signed the relevant agreement (participation system).

It is important to take into account the Decree of the President of the Russian Federation No. 443 of April 1, 1996 No. On measures to stimulate the creation and activities of financial and industrial groups. According to this document, it is envisaged: 1) transfer of federal blocks of shares to the central companies of FIGs for trust management; 2) the right for unitary enterprises to contribute real estate in the form of contributions to the authorized capital of the central companies of FIGs, to lease it and pledge it. The political (pre-election) motives for issuing this document are obvious.

According to the State Register of FIGs, as of January 1, 1997. 46 groups received the status of FIGs (Table 4.5). They include about 700 enterprises and 90 financial institutions, including 50 banks. The total number of employees was 3 million. people, the total annual (for 1996) turnover of products - about 90 trillion. rubles.

Presumably, at present in Russia there are about 150 associations of economic units that, on formal grounds, could qualify for such legal registration. A number of such associations are industrial holdings created by commercial banks or private trading companies. Russian oil companies are a typical example. At the same time, not every association of enterprises seeks to obtain the official status of FIGs. In many cases, this is explained by the fact that the legal status of FIGs in itself does not guarantee the receipt of state support and benefits. Getting the latter depends not so much on the status of FIGs, but on the own lobbying power of the association of enterprises (its core or initiator), regardless of the status of the association.

The mechanisms of general (mutual) management and control of enterprises participating in FIGs do not seem to be sufficiently effective. There are also little grounds for hopes for easier receipt of investment funds from financial institutions that are part of FIGs (primarily from commercial banks, which are considered by many experts as a structure-forming element of FIGs), since banks are unlikely to invest in unprofitable projects, subject to intra-group discipline. The most common reason for the creation of FIGs is to streamline lobbying activities and provide government benefits. At the same time, it is quite obvious that, despite attempts to take into account antimonopoly legislation, many of the created financial-industrial groups strengthen the monopoly nature of the Russian economy, primarily the monopoly behavior of enterprises in emerging markets.

Largest FIGs (1996-2002)

· Evrazholding. Interests - ferrous metallurgy.

Alpha group. Interests - the oil industry.

· Menatep/YUKOS. Leader - Mikhail Khodorkovsky. Interests - oil production and oil refining, mineral fertilizers, information technology, banking.

· Leader - Vagit Alekperov. Interests - oil production and oil refining, transport.

· Interros. Leaders - Vladimir Potanin, Mikhail Prokhorov. Interests - non-ferrous metallurgy.

· Logovaz/Sibneft. Leaders - Boris Berezovsky, Roman Abramovich. Interests - television, automotive, oil industry.

Largest FIGs (at the beginning of 2006)

Alfa Group

base element

· High-speed fleet

Interros

Rosstroy

Nafta-Moscow

Severstal Group

System (group)

Gazprom

2.1 Interros is an example of a Russian FIG. general characteristics

Interros is one of the largest Russian private investment companies. The market value of the assets under its management exceeds $10 billion (as of January 1, 2004).

The mission of Interros is to effectively manage existing assets, ensure the growth of investments in the Russian economy, and facilitate the entry of domestic companies into the world market. Interros adheres to the highest standards of business ethics and adopts a conservative, proven approach to investing. Interros focuses its activities on direct investment and cash asset management. The investment policy of Interros is aimed at solving the following tasks:

Increasing the market value of companies

Sectoral and geographic diversification of investments

Acquisition of control in acquired companies

· Maintaining a leading position in the market

· Bringing the company to the stock market

Interros contributes to the formation of a favorable investment climate in Russia. The active work of Interros representatives in business unions and organizations is designed to help reform the Russian economy and improve legislation.

The investment policy of Interros is aimed at improving the efficiency of managing existing assets and implementing new investment projects that reduce risks and increase the group's profitability.

Direct investments are a priority for Interros, as they provide control over assets and full participation in management decision-making in the interests of shareholders. Interros seeks to invest with strategic investors who can bring new skills and market knowledge, share financing and risk obligations with Interros, and strengthen its market reputation. Having rich experience of working with domestic investors, Interros is also interested in cooperation with reliable foreign partners.

Interros avoids making investments that involve unreasonably high risks, the illegal or criminal nature of the business, and potentially irresolvable conflicts.

For a number of years, Interros and the Vladimir Potanin Charitable Foundation have been supporting the Russian Orthodox University of St. John the Theologian; cooperate with the Russian State Library; is the general sponsor of the Sovremennik Theatre; assist the State Hermitage in the implementation of the large-scale Great Hermitage project. In October 2001, with the support of Interros, a new Hermitage-Guggenheim Museum was opened in Las Vegas. In 1999, 160 students from Norilsk became the first scholarship holders of the Vladimir Potanin Charitable Foundation. And today the foundation is implementing seven educational projects: it organizes foreign internships for students, supports young talented teachers, and pays scholarships to winners of school competitions and students of state universities in Russia. Every year more than 1,700 children receive a scholarship from the foundation.

In June 1999, Interros was awarded an honorary diploma from the President of the Russian Federation for active charitable and sponsorship activities in the field of culture and art.

Enterprises owned and managed by Interros produce about 1.3% of the country's gross domestic product and employ more than 190,000 people. Many enterprises are city-forming. Each enterprise that is part of or managed by Interros is an independent business unit. Interros, as a shareholder and management company, implements its interests through representatives on the boards of directors of enterprises.

The first group includes companies in which Interros makes direct investments or manages blocks of shares of the largest shareholders of these companies. Representatives of Interros make up the majority on the boards of directors of these companies. Interros owns a controlling stake, manages companies, determines the strategy and tactics of their work, is responsible not only for production results, but also for the company's activities as a whole, including how environmental, social and other issues are resolved , not having at first glance, a direct relationship to production.

The second group includes companies in which Interros makes portfolio investments and owns a small block of shares, which does not allow it to influence the adoption of decisions that are essential for the development of the company. If Interros participates in the management of such assets, then only along with other shareholders, and bears responsibility for economic efficiency and social stability to the extent of its participation in the asset. The main goal of Interros as an investment company in such projects is to increase their capitalization, effective conflict-free management.

Decree on financial and industrial group "Intorros" (dated October 28, 1994 No. 2023) opened up the possibility of creating an intersectoral fund for the development of exports, formed at the expense of commodity resources and financial resources of group members and other sources. In fact, we are talking about facilitating the maneuvering of resources within the framework of FIGs, which is hindered by tax barriers.

The main projects of the company today are concentrated in the following areas:

metallurgy and mining – MMC Norilsk Nickel,

financial sector - Rosbank ,

in the field of real estate and tourism - the company "ProfEstate" and"Rosa Khutor" .

As of early 2010, the value of assets managed by Interros exceeded $10 billion.

In 2010 Interros turns 20 years old. Throughout the years of business practice, the company has determined the business climate in modern Russia. During its existence, Interros has implemented more than 20 successful investment projects of various scales in the areas of finance, engineering, mining, energy, oil and gas, housing and communal services and the media.

Success factors for Interros that give the company significant competitive advantages are:

· reliable reputation in the Russian and world markets,

the ability to attract investment,

diversified knowledge in economics,

Financial and management experience

a team of highly qualified managers.

Interros participates in the work :

· Russian Union of Industrialists and Entrepreneurs;

· National Council for Corporate Governance (one of the founders);

· Russian Managers Association;

· Russo-British Chamber of Commerce;

· Russian-American Business Elite Forum (RAND);

· World Economic Forum;

· International initiative of the UN Secretary-General "Global Compact";

· The Russia Partnership for responsible business practices (one of the founders).

The advantages of Interros in the implementation of new investment projects are related to the replication of successful business models, the availability of opportunities to interact with other funds and management teams in order to diversify risks and use capital more efficiently.

Over the 20 years of its activity, Interros has implemented more than 20 successful investment projects of various sizes in the fields of finance, engineering, mining, energy, oil and gas, housing and communal services and the media.

2.2 Charitable projects of Interros

V. Potanin Charitable Foundation- one of the first private foundations in the history of modern Russia. It was established in 1999 to implement long-term programs in the field of education and culture.

The main objective of the foundation is to support gifted, intelligent and active people - those who are able to change and are ready to help others.

The Foundation seeks to develop charity in our country; forms a social environment where values ​​are creativity, professionalism, volunteer activity. The Fund's General Director Larisa Zelkova is a member of the Public Chamber of the Russian Federation and the head of the working group for the development of charity.

The Foundation's programs are addressed to talented students and promising young teachers, museum specialists and young television people. Long-term cooperation connects the fund with the largest museum in the country - the State Hermitage Museum.

The fund's budget is formed from the personal funds of Vladimir Potanin, president of Interros. About $10 million is allocated annually for programs in the field of education and culture.

Interros to build Russia's first eco-resort

Rosa Khutor, whose shareholder is Interros, signed an agreement with the Russian office of the World Wildlife Fund on the construction of an ecological resort complex in Sochi.

As part of the agreement, the construction company undertook to strictly comply with the environmental standards and regulations in force in Russia, use environmentally friendly building materials, and also carry out environmental protection measures to restore the natural environment in the Sochi National Park. The developer also plans to introduce, along with traditional, alternative energy sources, install equipment for energy and water saving, as well as support eco-tourism and educational projects in the field of ecology.

The partner of the program for the construction of an eco-resort, which can double the number of potential customers of Rosa Khutor, is the World Wildlife Fund. He will provide information support for joint campaigns, promotions and PR projects that promote modern environmental standards of production and consumption. According to the Foundation, the launch of the eco-resort will help popularize the idea and environmental initiatives of the Foundation among vacationers.

Interros is implementing a number of sports facilities construction projects in the region in anticipation of the competitive selection for the title of the capital of the 2014 Winter Olympics. Despite the protests of the “greens” against the construction of some Olympic facilities, environmentalists did not make any claims against Interros: its Rosa Khutor facility is one of the few that received all the expert opinions necessary for construction, including the conclusion of Rosprirodnadzor.

Conclusion

Innovation management acts as a vital activity of almost any modern enterprise, and the reasons for this can be considered not only the objective requirements of scientific and technological progress, but also the conditions of competition in various market segments, etc.

In view of the foregoing, the process of innovation management in enterprises and industries should be based, first of all, on the opportunities that various forms of innovative activity provide market entities, such as a business incubator, technology park or venture fund. The activities of these institutions allow enterprises to significantly reduce risks and increase the efficiency of innovation.

Organizations in developed corporate structures are formed at two levels: the level of a simple organization that does not include other organizations in its structure (conditionally called the corporate level) and the level of a corporation (association, financial and industrial group), which includes other organizations that are managed by a special holding company. All this leads to the creation of various innovative organizational forms.

In my term paper, technopolises and technoparks were considered, since parks can play an important role, serving as a large incubator of a civilized and high-tech business throughout Russia. An example was also given for the largest financial-industrial group in Russia, Interros.

List of used literature

1. Bovin A.A. Management of innovations in an organization / Bovin A.A., Cherednikova L.E., Yakimovich V.A. - M.: Omega-L, 2008.

2. Vikhansky O.S., Naumov A.I. Management: person, strategy, organization, process: 2nd edition, textbook. – M.: “Firma Gardarik”, 1996. – 416 p.

3. Innovation management / Ed. Ogolevoy L.I. - M.: Publishing house "INFRA-M", 2006.

4. Korotkov E. M. Concept of management. - M.: Deka, 2003;

5. Kruglova N.Yu. Innovation management. - M .: Publishing house "RDL", 2001.

6. Medynsky V.G. Innovation management - M .: Publishing house "INFRA-M", 2004.

7. Ogoleva L.N., Radikovsky V.M. etc. Innovative management: Proc. Benefit. - M.: INFRA-M, 2001;

8. O. M. Khotyasheva "Innovation management"; Tutorial
. 2nd edition Peter, 2006

9. Fundamentals of innovation management. Theory and practice / Ed. Zavlina P.N., Kazantseva A.K., Mendeli L.E. - M.: Economics, 2000.

10. R. A. Fatkhutdinov "Innovation management"; Textbook for universities; Peter Publishing, 2006

11. S. A. Kuznetsova, N. A. Kravchenko, V. D. Markova, and A. T. Yusupova
"Innovation Management" (2005)

12. Shaborkina L. Project management as an element of innovation management. –

13. Internet site - www.aup.ru/books/m56/

14. Internet site - www.interros.ru

15. Internet site - biznesinkubator.ru

16. Internet site - www.globalteka.ru

17. Journal "World Economy and World Relations", No. 9 Tsapenko I., Yurevich A. "Prospects for Science Parks in Russia", 1998, p. 34

18. Interros Magazine No. 5 2010

O. M. Khotyasheva "Innovation Management"; Tutorial
. 2 edition Peter, 2006 p.112

Shaborkina L. Project management as an element of innovation management. – Russian Economic Journal, 1996, No. 1, p. 56-59.

Innovation management. Textbook / Ed. S. D. Ilyenkova, - M .: Unity, 1997 - p. 38

Businessinkubator.ru

R. A. Fatkhutdinov "Innovation Management"; Textbook for universities; Publishing house Peter, 2006 p.86

www.seemore.ru/?keywid=514110

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 innovation 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 innovation processes, providing a justification for the need for innovation, identifying the main ideas for their creation, determining and using technology and organizing innovation 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 inter-company 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 inter-firm 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 relationships 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, 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. 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 activities 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 whose practical activities are based on the results of scientific and technological research, is an integral part of the international division of labor system 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 (SRC) often act as small and medium-sized entrepreneurs, seeking 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 preferential terms, they have at their disposal fully 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 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. 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 focus on the improvement and development of basic principles and fundamental ideas in production is most important. Competing members of "soft groups" test innovations, as it were, from different angles, while partnership efforts contribute to the concentration of resources in the most important direction.

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) relations, 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 the increasing 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 ideas of innovation 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, and 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 firm and an innovative project at the implementation stage requires 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 a 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 release 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.

Previous

An innovation organization (IO) is a structure engaged in innovation, research and development. Most of these organizations are focused on performing work on individual stages of the innovation process.

In domestic practice, the concept of an innovative organization is not defined. At the same time, Federal Law No. 127-FZ of August 23, 1996 “On Science and the State Scientific and Technical Policy” formulated the concept of a scientific organization as a legal entity (regardless of the legal form and form of ownership), as well as a public association of scientific employees who carry out, as their main scientific and (or) scientific and technical activities, the training of scientists. They may be:

• research organizations;
• scientific organizations of educational institutions of higher professional education;
• experimental design, design, design, engineering, etc.

Amendments to the Federal Law "On Science and State Scientific and Technical Policy" dated December 1, 2007 provide that a scientific organization, in accordance with an agreement concluded with an educational institution of higher professional education, can create a structural unit (laboratory) that carries out scientific and ( or) scientific and technical activities on the basis of an educational institution of higher professional education.

Thus, the Federal Law "On Science and State Science and Technology Policy" provides a definition of innovative organizations that carry out the initial and middle stages of the innovation cycle. In addition to these, innovative organizations can be classified according to other criteria.

The subjects of innovation activity are heterogeneous, multi-element and multi-sized firms, companies, universities, scientific and design institutes, technoparks, technopolises, etc. All of them, to one degree or another, are connected in their activities with the implementation of a certain part of the innovation process.

So, innovative enterprises and organizations can specialize on fundamental research (academic and university sector), on research and development (applied scientific research and development), these can be scientific innovative enterprises, higher educational institutions, small businesses, scientific and technical complexes and associations. Both business structures and firms, institutions and corporations with a developed R&D base are associated with the stage of implementation and creation of prototypes. On the basis of applied R&D and R&D, innovators-followers create basic technological, scientific and technical and product innovations.

As a rule, large firms with a good resource base, qualified personnel and certain market positions are engaged in the introduction and production of scientific, technical and product innovations. In Western Europe, a lot of experience in innovative development has been accumulated, although researchers do not directly link the size of a company with the number of inventions. But in France and the UK it is widely believed that stages of scientific development the main role is played by the academic and university sectors and small firms.

On the pilot production stage marketing and sales is a multi-scale business, while the production and diffusion of innovations are carried out in large and medium-sized enterprises and industrial companies.

According to the type of economic division of labor that has arisen in innovation, many small and medium-sized enterprises are subcontractors of large firms specializing in the production of semi-finished products, components, and also performing the functions of providing services to the core business.

With the development of science, the problem of distinguishing between the types of scientific organizations has become extremely complicated, their real diversity is so great that it is impossible to make do with a few groups with clearly fixed features when classifying. Different authors identify different classification features of IO: profile of activity, level of specialization, number of stages of the innovation life cycle, etc. The methodological basis for their classification is the concept of types of specialization (economic orientation) of organizational structure links.

In table. 6.1 shows a multidimensional classification of organizations in the scientific, technical and innovation sphere.

Table 6.1

Classification of organizations in the scientific, technical and innovation sphere

signs
Type of specialization	Organizations based on the principle
	subject			targeted (for the consumer)
	grocery	technological	resource	use of scientific results	service industry, enterprise
Type of scientific and technical products	Organizations specialized in
				creation of prototypes	production of pilot batches, first series
Types of improved facilities	Organizations specialized in R&D aimed at improving
		materials	technologies	forms of organization and management	other objects
Nature of activity	Organizations performing
		science service functions, including by types
The nature of the branch of knowledge	Organization in the field of sciences
	natural		technical		public and humanitarian
Usage combinations	Organizations
	using combination			not using combination
The degree of coverage of the stages of the cycle "research-development"	Organizations covering
	one stage			two stages or more
	FI, PI, OKR, Os			FI-PI, PI-OKR, FI-PI-OKR, FI-PI-OKR-Os
Creation principle	Organizations
	permanent			temporary

The type of specialization is used as the most important feature in this classification. According to the type of specialization, IOs are divided into subject and targeted. Subject specialization is aimed at creating specific types of products, technologies and resources (scientific and technical information, leasing of services: assets, finance, etc.), targeted specialization includes the use of significant scientific results obtained in research centers in the form of creating affiliated scientific and technical and information firms, as well as traditional industry, sub-industry and business services that may be subject to cross-industry use. Target orientation plays an important role in the organizational structure of science, as it contributes to the development of integration processes. IS perspectives based on the intellectual use of scientific results: a major invention, a block of inventions. These organizations are the basis for the creation of innovative copyright firms.

There are also other classification features: the type of innovation (product, resource, process, documentary), the scope of the innovation (for internal use, for sale), the type of strategy, the type of effect on which the I&O is oriented, etc.

A variety of innovative organizations can be classified according to the following criteria:

• content of works (activities) - research institutes for fundamental and applied research; PKI specialized in experimental and research developments; institutes of scientific and technical information; institutes of socio-economic research;
• scope of work - international, intersectoral, sectoral, sub-sectoral, as well as all-Russian, republican, regional. At the same time, we note that branch scientific and technical organizations can be all-Russian and republican;
• degree of coverage of the process "science - production" - scientific, scientific and technical, technical, scientific and industrial;
• degree of specialization, profile - research institutes, design and technological organizations of a narrow and broad profile;
• the degree of legal and operational-economic independence - organizations that have and do not have the right of a legal entity;
• the nature of the final product - organizations that expand scientific knowledge (discoveries, trends, dependencies, schemes, principles of work), create new types of products (machines, devices, shoes, materials, etc.), develop technological processes, forms and methods of organizing production and management.

Here are the most common innovative organizations.

1. Research organizations (NGOs) are specialized and isolated economically independent institutions, the main purpose of which is to conduct scientific research (fundamental, exploratory and applied).

Research (institutions) include organizations that systematically conduct scientific research in a certain field of knowledge and branch of science according to a plan of scientific work, drawn up taking into account the needs of the market for innovations (innovations) and state interests, which have sources of funding for research.

Distinctive features of NIO: implementation of the marketing concept; high capital-labor ratio, information security of the work of researchers; compliance of working conditions with international standards; freedom of creativity; high culture.

• 2. Design organizations (PKO) - special design bureaus (SKB) organizations engaged in design development, design of already proven R&D, experimentation and testing of new product samples in order to ensure their competitiveness. Distinctive features of the PKO, SKB: very high capital-labor ratio and information security of the labor of designers; high technical level of the experimental and testing base; use of computer-aided design systems (CAD); development of international cooperation.
• 3. Design and technological organizations (PTO) - organizations involved in the development and manufacture of technological systems for the production of goods with minimal resources and high quality. Distinctive features (PTO): high capital-labor ratio, information security of the work of technologists; availability of an automated system for technological preparation of production (AS CCI); application of methods for typification of technological processes, unification of equipment, modern economic methods for processing manufactured objects.
• 4. Science parks (NPs) are innovative organizations that are formed around large scientific centers (universities, institutes). Distinctive features of the NP: the presence of an innovation center or university, a university with high scientific potential; high level of R&D novelty. Science parks are of three types:
  • in the narrow sense of the word, engaged only in research;
  • research parks, in which innovations are brought to the stage of technical prototype;
  • incubators (in the USA) and innovation centers (in Western Europe), within which universities “give shelter” to newly emerging companies, providing them with land, laboratory equipment, etc. for a moderate fee.

Large innovative projects are developed and implemented within the framework of associations of organizations, which can be expressed in various forms, by creating corporations, financial-industrial groups, holdings, consortiums, transnational corporations.

• 5. Corporation - a voluntary association of independent industrial enterprises, scientific, design, engineering and other organizations in order to increase the efficiency of any type of activity on the basis of collective entrepreneurship. Distinctive features of corporations: participants are responsible for the results of the corporation's activities with the property that they voluntarily transferred to collective use; the corporation is not responsible for the results of the activities of the organizations included in it, unless this is specifically provided for in the charter; high demands on themselves and each other (the quality of work of each affects the commercial success of all); availability of a well-established corporate management system.
• 6. Financial and industrial group (FIG) - an organizational structure that unites industrial enterprises, banks, trade organizations interconnected by a single technological cycle to increase the competitiveness of goods and services. Distinctive features of FPG: the group is headed by a management company that forms the technological chain, determines the composition of the participants, and distributes the total profit between them; legal independence of the organizations included in the FIG; the main income of a bank that is part of a FIG is dividends from improving the efficiency of enterprises, and not interest on a loan; high quality requirements for all components of the FIG management system due to the complexity of this system; high level of technological and economic integration for the implementation of innovation and investment projects.
• 7. Holding (holding company) - a form of organization of financial and industrial groups, involving the creation of parent and subsidiary companies, where the first owns a controlling stake in the second (subsidiaries). Distinctive features of holdings: economic lack of independence of its subsidiaries, the possibility of obtaining income through participation in the share capital of other firms.
• 8. Consortium - a temporary association of large firms (companies) within the framework of interfirm cooperation, involving joint financing, strategic research, development of technologies and standards over a certain period of time. Distinctive features of consortiums: economic independence; obligatory dissemination of research results and know-how among participants for further independent production; participation in the consortium of universities and other universities; the possibility of participation of one participant in several projects of the consortium; a large number of companies and firms included in the consortium.
• 9. Transnational Corporation (TNC) - a company with subsidiaries and branches in different countries. Distinctive features of TNK: in addition to paragraph 5, a high level of concentration of production and differentiation of products; great specialization of production; flexibility in resource management; achievement of optimal transport costs for the sale of products; high competitiveness of firms and products, a high degree of diffusion of innovations.
• 10. Marketing organization (MO) - an organization engaged in market segmentation, development of competitiveness standards, implementation of the concept of marketing departments of the IO, definition of sales, advertising and promotion of accelerated sales of goods. Distinctive features of MO: orientation of all activities to the prospects of the consumer; high level of capital-labor ratio; progressive system of information support for research, professionalism, sociability, mobility and comparative youth of the staff; high culture of work with clients.
• 11. Small innovative enterprise (SIE) - an organization that develops innovations in areas that seem to large firms either unpromising or too risky. Distinctive features of the MIP: flexibility, mobility, quick adaptation to changing market conditions, low need for initial capital, high efficiency.
• 12. Venture (risk) enterprises - organizations mainly engaged in search and applied research, design development with significant risk. Distinctive features: the main sphere of their functioning is knowledge-intensive industries, venture (risk) capital is used.

Introduction

Chapter 1. Complex of organizational forms of innovative activity

1.1 Large forms of organization of innovation activity

1.2 Specific forms of organizing innovation activities

1.3 Small forms of organization of innovative activity

Chapter 2. Formation of FIGs in Russia

2.1 Interros is an example of a Russian FIG. general characteristics

2.2 Charitable projects of Interros

Conclusion

List of used literature

Introduction

Now there is an age of rapid technologies, scientific and technological revolution is developing at such a speed that it can no longer be overlooked. Accordingly, the development and introduction of new technologies requires competent managers - managers who are able to calculate the financial return of innovations and, if the result is positive, competently introduce it into the infrastructure of the enterprise.
Innovation management as a science appeared in Russia relatively recently. Its appearance was facilitated by the economic reforms carried out in the territory of the former Soviet Union. Thus, one management method (socialist) has been replaced by a completely different (capitalist) method, and here, of course, it is absolutely impossible to do without innovations and innovations that should affect the entire economy of the country, improving it and bringing it to a qualitatively new stage of development.

At the same time, innovation management acts as a vital activity of almost any modern enterprise, and the reasons for this can be considered not only the objective requirements of scientific and technological progress, but also the conditions of competition in various market segments, etc. In view of the foregoing, the process of innovation management in enterprises and industries should be based, first of all, on the opportunities that various organizational forms of innovative activity provide market entities, such as business incubators, technology parks, financial and industrial groups, venture capital companies, etc. The activities of these institutions allow enterprises to significantly reduce risks and improve the efficiency of innovation management.

Organizational forms of innovative activity and their prevalence largely depend on industry and regional characteristics.

In the practice of innovative activity, organizational forms have mostly justified themselves. But the changed conditions of production, the complication of social needs and the need to increase the competitiveness of innovations require the search for new forms of innovation.

This topic is relevant for study, since in the context of economic reform aimed at ensuring stabilization and transition to economic growth, it is necessary to develop measures to preserve the scientific and technical potential, its development and support.

The purpose of this work is to study the organizational forms of innovation activity in Russia.

Objectives of the course work:

· to study a complex of organizational forms of innovative activity;

to study certain types of organizational forms;

· consider the organizational form on the example of the Russian FPG Interros.

Chapter 1. Complex of organizational forms of innovative activity

The innovation process involves many participants and interested organizations. It can be carried out within local, regional, state (federal) and interstate borders. All participants have their own goals and establish their own structures to achieve them. First of all, it is necessary to consider the variety of intra-company organizational forms - from the allocation of a special role of participants in innovative activity within the company in the person of personnel to the creation of special innovative divisions.

Organizations in developed corporate structures are formed at two levels: the level of a simple organization that does not include other organizations in its structure (conditionally called the corporate level) and the level of a corporation (association, financial and industrial group), which includes other organizations that are managed by a special holding company. All this leads to the creation of various innovative organizational forms. Large and small organizations have different innovative activity, which corresponds to their missions, goals and strategies. Therefore, corporations create around themselves a network of small innovative firms, growing their leaders in special “incubator programs”. Such organizations have the organizational form of "firm-incubator". Diffusion of new complex industrial products and technologies sometimes occurs in the organizational form of “franchising” or “leasing”. The implementation of regional scientific, technical and social programs is associated with the organization of appropriate associations of scientific (university), industrial and financial organizations: various kinds of scientific and industrial centers. Due to the riskiness of innovative projects, adequate organizational forms of investors arise in the form of "venture funds" and innovative forms of innovation creators - risky innovative firms.

Federal and regional programs that attract large resources and are designed for a long period of time entail the creation of scientific and technological parks, technopolises.

1.1 Large forms of organization of innovation activity

Consortium. A consortium is a voluntary association of organizations to solve a specific problem, implement a program, or implement a major project. It may include enterprises and organizations of different forms of ownership, profile and size. The participants of the consortium retain their full economic independence and are subordinate to the jointly elected executive body in that part of the activity that relates to the goals of the consortium. After the task is completed, the consortium is dissolved.

The consortiums created by the type of intercompany research center (ISRC) have their own research base. The centers employ either permanent employees or scientists sent by consortium members.

Concern- these are statutory associations of enterprises, industry, scientific organizations, transport, banking, trade, etc. on the basis of complete financial dependence on one or a group of entrepreneurs. There may be other associations on branch, territorial and other grounds. Associations, like enterprises, are legal entities, have independent and consolidated balance sheets, bank accounts, and a seal with their name.

Financial and industrial groups(FIG) - an economic association of enterprises, institutions, organizations, financial institutions and investment institutions, created with the aim of conducting joint coordinated activities.

FIG includes a stable grouping of various enterprises: industrial, trade, financial, including banking, insurance, investment institutions.

The most significant characteristics of FPG include the following:

1) integration of the links included in them not only through the pooling of financial resources and capital, but also through a common managerial, pricing, technical, personnel policy;

2) the presence of a common strategy;

3) voluntary participation and preservation of the legal independence of participants;

4) the structure of FIGs allows solving many issues (including security-related problems) at a lower cost than in other large enterprises and associations.

FIGs can arise on the basis of the largest industrial or trading companies, the influence and power of which provide them with access to the resources of credit and financial institutions, or be formed as a result of financial concentration around credit or banking organizations.

Advantages of large enterprises:

· the availability of large material, financial and intellectual resources for the implementation of costly innovations;

· the possibility of conducting multi-purpose research, in which the efforts of specialists in various fields of knowledge are combined;

the possibility of parallel development of several innovations and the choice of the best option from several developed ones;

· lesser probability of bankruptcy in case of failure of some innovations.

· The role of small enterprises in the development of innovations is also great when innovations do not require significant resources. Advantages of small enterprises:

the ability to quickly switch to original work, mobility and non-traditional approaches;

· the possibility of activities in those areas where the results of large enterprises are unpromising, limited or too risky with a small scale of profit in case of success;

The need to search for fundamentally new approaches, combined with the requirements for quick and flexible implementation of results in production, bringing them to the market, contribute to combining the advantages of large and small enterprises: the purchase of licenses by large enterprises, the provision of loans, the acquisition of shares or the takeover of companies that have mastered a new product or technology, involvement of small high-tech enterprises as suppliers and subcontractors.

1.2 Specific forms of organizing innovation activities

Technopark- flexible research and production structure, which is a testing ground for the creation and effective promotion of science-intensive products. It is a form of territorial integration of science, education and production in the form of an association of scientific organizations, design bureaus, educational institutions, manufacturing enterprises or their subdivisions. Technoparks are often granted preferential taxation. The main tasks of creating technoparks can be attributed to.