Development of Mechanisms of Value Creation and Risk Management Organization in the Conditions of Transformation of the Economy of Russia

Authors: Mikhail V. Khachaturyan, Inga A. Koryagina, Eugenia V. Klicheva

Abstract:

In modern conditions, scientific judgment of problems in developing mechanisms of value creation and risk management acquires special relevance. Formation of economic knowledge has resulted in the constant analysis of consumer behavior for all players from national and world markets. Effective mechanisms development of the demand analysis, crucial for consumer's characteristics of future production, and the risks connected with the development of this production are the main objectives of control systems in modern conditions. The modern period of economic development is characterized by a high level of globalization of business and rigidity of competition. At the same time, the considerable share of new products and services costs has a non-material intellectual nature. The most successful in Russia is the contemporary development of small innovative firms. Such firms, through their unique technologies and new approaches to process management, which form the basis of their intellectual capital, can show flexibility and succeed in the market. As a rule, such enterprises should have very variable structure excluding the tough scheme of submission and demanding essentially new incentives for inclusion of personnel in innovative activity. Realization of similar structures, as well as a new approach to management, can be constructed based on value-oriented management which is directed to gradual change of consciousness of personnel and formation from groups of adherents included in the solution of the general innovative tasks. At the same time, valuable changes can gradually capture not only innovative firm staff, but also the structure of its corporate partners. Introduction of new technologies is the significant factor contributing to the development of new valuable imperatives and acceleration of the changing values systems of the organization. It relates to the fact that new technologies change the internal environment of the organization in a way that the old system of values becomes inefficient in new conditions. Introduction of new technologies often demands change in the structure of employee’s interaction and training in their new principles of work. During the introduction of new technologies and the accompanying change in the value system, the structure of the management of the values of the organization is changing. This is due to the need to attract more staff to justify and consolidate the new value system and bring their view into the motivational potential of the new value system of the organization.

Keywords: Value, risk, creation, problems, organization.

Digital Object Identifier (DOI): doi.org/10.5281/zenodo.1314909

References:

[1] Spencer Pickett K. H. (2012). The Internal Auditing Handbook. New York: John Wiley & Sons Pub.,
[2] Emilia V., Ghiţă M., Popescu M., (2014) Control and internal audit. Bucharest: Bren Pub. House,
[3] Hanley M. (2013) Integrated Risk Management. London: FT books.
[4] Hanley M. (2014) Economist Intelligence Unit, Enterprise Risk Management – implementing new solutions. London: Economist.
[5] Larkin J. (2012) Strategic Reputation Risk Management. London: Palgrave Macmillan.
[6] Lam J. (2013) Enterprise Risk Management – from incentives to controls. London: John Wiley.
[7] Garnov A., Garnova V., Topchiy V. Small business in Russia: trends of innovation development. Risk: Resources, Information, Supply, Competition. Vol. 2, 2016. P.71-75
[8] Garnov A., Garnova V. Innovative capacity of Russia: problems and prospects of realization. Risk: Resources, Information, Supply, Competition. Vol. 1, 2016. P. 91-97
[9] Alexeev A., Luneva E. Management Of Innovative Activity Of The Enterprises Of Transport System Of Russia. The Transport Business of Russia. Vol.2, 2017. P. 68-69
[10] Rosstat – www.gks.ru (accessed on 08/10/2016).