Developing the Innovation Ecosystem of a Large Enterprise

Aim. The presented study aims to verify the author’s analytical model for assessing the development of the innovation ecosystem of a large enterprise.Tasks. The author describes the problems of assessing the level of development of innovative ecosystems; considers the relationship between the indicators of ecosystem dynamics (characterizing the stakeholders of the ecosystem) and the growth rate of production of innovative goods; reveals the specific features of ecosystem management, particularly with regard to interaction with ecosystem stakeholders as a factor in the ecosystem’s development.Methods. The theoretical and methodological basis of this study includes scientific publications on ecosystem genesis and assessment of the development of socio-economic ecosystems. Regression analysis is used to calculate the degree of connectivity between the previously selected indicators affecting the dynamics of production of innovative goods. The informational basis of the study consists of indicators of financial and economic activity of a large industrial enterprise in the Sverdlovsk region as well as indicators characterizing interaction with its stakeholders.Results. Development indicators of the innovation ecosystem of a large enterprise are calculated for 2013-2019 based on its stakeholder decomposition. Factors that are closely linked to the potential aggregate indicator of innovation ecosystem development are identified, and ways to make their analysis less complicated are outlined.Conclusions. Testing of the analytical model for assessing the development of the innovation ecosystem of a high-tech enterprise has revealed the irreducibility of the integral indicator of innovation ecosystem development to the production of new goods. The importance of developing an ecosystem management technology is substantiated.

Incentive Contracts for Sustainable Growth of Small or Medium-Sized Enterprise

This study analyzes incentive contracts in public procurement supply chains using a game-theoretic approach. Specifically, we compare a structure in which the host company is a large enterprise and the partner company is a small or medium-sized enterprise (SME) to a structure in which the host is an SME and the partner is a large enterprise. For each structure, we examine whether an incentive contract improves supply chain performance and confirm that the performance improvement effect is greater when the host company is an SME. Our analysis has several policy implications. SMEs are less likely to be selected as host companies for large-scale procurement projects, limiting their growth opportunities. Thus, to enable SMEs’ sustainable growth through large-scale procurement projects, the governments can allocate a portion of public procurement to SMEs. The introduction of incentive contracts elicits sustainable cooperation from large companies when an SME is the host company in a public procurement supply chain.

Financial performance analysis of MSME sector: An empirical study

The MSME sector is the most demanded, vibrant and dynamic sector which contributes highly to country’s manufacturing output, employment and exports. As this sector contains more than 80% of the total enterprises of the economy, its labor intensity is much higher than that of any other large enterprise. MSME is an important pillar of Indian economy as this sector is continuously contributing greatly to the growth and development of Indian economy by creating around 70 million employment, manufacturing more than 6000 products, contributing about 45% of manufacturing production and 40% from exports. Presently, the MSME sector is mostly dominated by microenterprises. This signifies that this sector is inviting and giving opportunities to new people for earning and being independent through its available schemes. Therefore, this paper is focused on the financial performance analysis of MSME sector.

The EFIS Framework for Leveraging Agile Organizations Within Large Enterprises

This article presents the design and application of the EFIS framework that combines four pillars to foster agile and lean working in organizations within large enterprises. These pillars constitute the empowerment of teams, the focus on products, the integration of processes, and the scaling of knowledge. The framework is designed to systematically address typical large enterprise challenges such as governance of regulation requirements and product risks. By design, EFIS is lean and nimble to make it easily adaptable to domain-specific demands within large organizations. It can be used as a stand-alone approach to establish and continuously improve lean and agile organizations, as well as in combination with existing approaches like SAFe®.