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dc.contributor.authorKuznetsova, Svetlanapl_PL
dc.date.accessioned2016-08-09T12:37:36Z
dc.date.available2016-08-09T12:37:36Z
dc.date.issued2016pl_PL
dc.identifier.issn0208-6018pl_PL
dc.identifier.urihttp://hdl.handle.net/11089/19162
dc.description.abstractIndustrial companies are the core of the national innovation system. However, large, medium and small enterprises differ significantly in their role in the innovation system, resource potential, strategic priorities and objectives. The paper focuses on a comparative analysis of the strategic priorities of innovative activities of Russian companies of different size. We have identified three types of companies: small innovative companies, large and medium-sized companies with a traditional business model, major innovation-driven companies with an integrated business model. Our analysis of the trajectories of small innovative firms located in Novosibirsk Scientific Center showed that the majority of the companies can be characterized either as spin-off firm or as specialized supplier. Spin-offs are newly established small firms, who have recently separated from the major research labs or parent companies. The typical behavior model for such companies is innovative entrepreneurship. Specialized suppliers are small companies that provide significant contributions to complex manufacturing systems in the form of equipment, parts, tools and software. Innovative objectives of such small companies deal with design and production of the specific elements required for large companies. Large and medium-sized companies with a traditional business model are characterized by the existing structure of commodity output and the supply chain. Characteristic type of innovative behavior for such companies includes incremental product and process innovations. Large innovation-oriented companies with an integrated business model have traditional production units and innovative units in their structure. Innovation priorities of major innovation-oriented companies with integrated business model are consistent with the hybrid model of behavior which combines the traditional model with an innovative entrepreneurship.en_US
dc.language.isoenen_US
dc.publisherWydawnictwo Uniwersytetu Łódzkiegoen_US
dc.relation.ispartofseriesActa Universitatis Lodziensis, Folia Oeconomica; 320pl_PL
dc.subjectinnovationen_US
dc.subjectbusiness modelsen_US
dc.subjectstrategic prioritiesen_US
dc.subjectlarge companiesen_US
dc.subjectsmall and medium-sized companiesen_US
dc.titleThe Comparison of Innovative and Strategic Priorities of Small and Large Companies in Russian local production systemsen_US
dc.typeArticleen_US
dc.page.number[41]-49pl_PL
dc.contributor.authorAffiliationNovosibirsk State University, Institute of Economics and Industrial Engineering of the Siberian Branch of Russian Academy of Sciences.en_US
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dc.referencesKuznetsova S. (2010), Small innovative firms: trajectories of development and success factors, “Innovation”, № 12, p. 55–61.en_US
dc.referencesOECD Reviews of Innovation Policy: Russian Federation (2011).en_US
dc.referencesAvailable at: oecd.org›science/inno/48098600.pdf.en_US
dc.contributor.authorEmailkuzosvet@mail.rupl_PL
dc.identifier.doi10.18778/0208-6018.320.03pl_PL
dc.relation.volume2en_US


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