Volume 5, Issue 2 (2025)
Positive urban agglomeration and its efficient management remain understudied in Russia. However, these processes require a system of strategic priorities to minimize threats, especially in the regions. This paper presents an OTSW analysis of regional agglomeration processes, highlighting their opportunities, threats, strengths, and weaknesses. The research covered the data on population density and real estate market in large agglomerations published by the Federal State Statistics Service and the Institute of Urban Economics in 2016–2023. Agglomerations give their residents more opportunities, i.e., career prospects, education, entertainment, etc. The combined potential of several settlements makes it possible to rationalize production factors while minimizing their logistics to a limited number of large centers. The threats to agglomeration processes include uncontrolled growth that leads to a multi-link territory, thus complicating agglomeration management. In addition, agglomerations attract highly qualified personnel, which contributes to the brain-drain process from small towns and municipal districts. Finally, agglomeration has a negative impact on the environment. Regional agglomerations need good transport infrastructure to connect the core and suburbs. Managing positive agglomeration effects and reducing negative consequences require joint efforts of the state, local authorities, and economic entities. The results can be used to develop new strategies for urban agglomerations and socio-economic regional programs.
An economic crisis is both a threat and a source of opportunity. The article analyzes the impact of the economic crises of the XX–XXI centuries on the strategic capabilities of countries and regions. The author performed a retrospective analysis of economic crises in Russia to study their management on the regional level, consequences, and strategic opportunities for national economies. The research objective was to identify the patterns of their impact on the national and regional development, as well as to propose methodological approaches to managing the economy in crisis conditions. The analysis of the major economic crises of the XX–XXI centuries and their impact on global and national economies served as a background for a retrospective assessment of the crises in Russia and their role in the strategic transformation of the national economy. It revealed the key areas of state regulation of the regional economy during crisis. Despite their short-term negative consequences, economic crises catalyze structural changes, technological development, and institutional transformations in the long run. Successful crisis management depends on the ability of the authorities to adapt, implement reforms, and use the growth potential. In Russia, crises have always stimulated modernization. In modern conditions, they require flexible economic strategies, diversification, technological independence, and strategic leadership. Effective crisis management involves a range of measures and activities, including crisis administration, business support, social protection, and strategic planning.
The article describes the current state of the tourism industry in the Russian Far East and outlines the strategic prospects for its development. The author developed a methodology for strategizing the tourism industry and conducted a comprehensive analysis of the external and internal environments, their economic system, and touristic potential. Various documents regulating tourism in the microregion were checked for consistency and strategic overlaps. An OTSW analysis revealed some prospective directions of international cooperation between the Far Eastern Federal District and foreign countries. The analysis supported by the domestic strategizing theory and methodology made it possible to map the outlines of the Tourism Development Strategy in the Russian Far East.
According to Professor Vladimir L. Kvint’s methodology of strategizing, priorities identified as part of regional strategies should be provided with all types of resources. The availability of resources is the most important element of implementing the provisions stipulated in regional strategic documents. The resource provision system depends on the local priorities, industrial specialization, natural resources, climate, infrastructure, labor power, etc. In their turn, all these factors depend on the availability and accessibility of funds at all stages of expanded economic reproduction in the regional economic turnover. The search for available and optimal fund providers is an important methodological and applied task for the implementation of priorities of regional socio-economic development. The tasks subordinate to the regional economy development strategy involve defining the prospective financial resources, selecting the optimal ones, and managing effective financial relations. A consistent system of industrial priorities makes it possible to assess the attractiveness of various types of internal and external financial sources. In this study, the initial hypothesis was that economic results depend on the structure of fund sources in fixed capital in Russia’s regions. Various types of economic activity in the regions were tested for financial sustainability and grouped by the sustainability of investments in fixed capital for various economic activities. An econometric analysis made it possible to assess the effectiveness of attracting internal or external fund providers for strategic development priorities, depending on the major industry in the region.
The author tested the efficiency of Professor Vladimir L. Kvint’s method of OTSW analysis as applied to the strategic management of rural development in the People’s Republic of China. The research focused on opportunities and threats as external factors, with an emphasis on digital transformation, environmental sustainability, and bridging of interregional gaps. By identifying the major opportunities and threats associated with agricultural digitalization, innovation, and global challenges, the author assessed the strengths and weaknesses of rural areas with their natural, infrastructural, and human potential. The analysis yielded some practical recommendations on how to improve the sustainable rural development strategies based on digital technologies and innovative approaches. The data came from official reports, academic publications, and statistics on the digital agriculture in China. Such digital technologies as the Internet of Things and artificial intelligence could improve the agricultural productivity, as well as the quality of life in rural areas. Zhejiang, Chongqing, and Heilongjiang provinces are digital transformation leaders in rural economy. However, interregional gaps, poor human resources, and global threats remain key challenges. The OTSW analysis proved an efficient tool when applied to the strategic management of rural development in China. Agricultural digitalization requires addressing infrastructural gaps, attracting human resources, and adapting innovations to local conditions. These steps will ensure long-term sustainable development and improve China’s position in the global economy.
Strategizing technological sovereignty of a particular economic sector requires an objective value chain and a sectoral/intersectoral division of labor system. It also needs clear and balanced requirements and boundary conditions for commercial attractiveness of the activities that ensure technological leadership. Coffee is one of the best-selling commodities in the world: its annual production and consumption exceed 10 million tons. The global coffee market is a complex system of production and sales relations, the purpose of which is to bring the coffee product to the end consumer. This system consists of three major segments: production and primary processing, roasting, and marketing. As a rule, coffee is produced and processed in the place of origin, i.e., Africa, Latin America, and Asia, and roasted in the place of consumption, i.e., Europe, North America, and Asia. The coffee market in Russia is growing, as is the demand production of roasted coffee, trying to catch up with the demand. The supply volume to Russia is also increasing. However, such is the current economic situation on the Russian market that it requires a prompt response from the domestic stakeholders. The challenges include a shortage of ready-to-drink and preprocessed coffee supply, import restrictions, and the withdrawal of foreign companies from the Russian market. However, these challenges provide opportunities for early import substitution and prospective technological leadership, which means that the national technological leadership in the premium coffee sector needs strategizing. The research objective was to strategize the way to national technological independence in the premium coffee sector based on interrelated aspects of policy, strategy, and tactics, as stipulated by Professor Vladimir L. Kvint’s theory of strategy and methodology of strategizing.
Strategic development of resource-based regions requires diversification of the economy based on the creation of high-tech industries. The purpose of the study is to determine the features of strategizing high-tech industries and to develop an approach to strategizing the coal chemical industry as a basis for strategic transformations of regions dependent on coal mining and export. The work is based on the general theory of strategy, the methodology of strategizing by Academician V.L. Kvint, the methods of comparison, abstraction, classification, economic and statistical analysis are used. It is substantiated that the coal chemical industry as part of chemical production in the context of strategic innovative development can meet the criteria of a high-tech industry. Such industries are characterized by high research activity, the use of the open innovation concept, great complexity and uncertainty, the potential for creating and securing world standards with the subsequent extraction of technological rent. It is shown that the creation of the coal chemical industry in the Kemerovo region – Kuzbass meets the first law of strategy – the law of saving time. To implement the second law of the strategy, a matrix of analysis of competitive advantages of a resource-type region in the development of high-tech industries and complexes is proposed. Strategic principles for the development of high-tech industries and complexes in resource-type regions are developed and substantiated in accordance with the rules of strategic thinking of V.L. Kvint. Taking into account the best world experience, a structural and logical diagram of the sequence of developing a strategy for the coal chemical industry in a resourcetype region is proposed. Conclusions. The developed approach to the strategic development of high-tech industries allows ensuring the leadership of resource-type regions in the national and global economic space, their harmonious development, based on the formation of their own scientific, technological, industrial base for the production of products with high added value (in particular, coal chemical products).
The article reviews the strategic competitiveness demonstrated by the Soviet economy in the field of industrial construction from the perspective of achievements in major industries, i.e., energy, petrochemical production, mechanical engineering, etc., depending on their share in the national gross domestic product. The projects were arranged chronologically and divided into those located on the territory of the Soviet Union and those located abroad. The author focused on such parameters of large-scale construction projects as technology, equipment, design institutes, and labor resources. The qualitative development of the industrial construction in the USSR made it possible to reach technological sovereignty in several industries, despite the poor technology, outdated equipment, and personnel shortage. The large number of foreign projects means that the USSR possessed a fairly high level of competitiveness on the global market, which, in its turn, indicates competitive advantages and a certain strategic approach. However, the Soviet economy developed unevenly, with resources being distributed and redistributed irrationally. The imbalance towards the defense sector and related industries prevented the national economy from using its competitive advantages to the full. The materials and conclusions of this historic review may help strategizing the current Russian economy at different levels.
The methodology of strategizing demonstrates good prospects for transforming the national innovative industrial clusters into an engine of the innovation economy. Based on unified methodological standards, it may render creative solutions to the actual task of developing strategies for territories of advanced innovative development. The author applied the methodology of strategizing to innovative industrial clusters with their developmental specifics. The article introduces the key strategizing tools that can increase the competitiveness and innovation activity of these clusters. Their integration into strategizing the economic agents of the innovation economy and innovation clusters as their associations is bound to bring about some major strategic advantages. The author’s recommendations relied on the methodology of strategizing developed by Professor Vladimir L. Kvint. Applied to the existing infrastructure, they will turn innovative industrial clusters into territories of advanced innovative development.
Even under the current foreign sanctions and external restrictions, Russia’s economic policy is aimed at industrial innovations. However, the ongoing digital transformation remains a serious challenge for timber enterprises: in fact, this industry demonstrates one of the lowest rates of digitalization. Digital transformation has both strategic advantages and strategic risks for such enterprises. If major business fails to consider these risks, the outcome can have long-term negative consequences. Effective strategizing of industrial enterprises needs special methods to identify, describe, and analyze strategic risks. The authors identified the strategic risks of digital transformation and summarized tools that could help timber and forestry enterprises to overcome them. The research relied on the theory and methodology of strategizing developed by Professor V.L. Kvint. According to this approach, a strategy does not identify problems: its main purpose is to identify opportunities, and opportunities always come with risks. The analysis systematized the general and specific features of ERP-systems and digital platforms as key elements of digital transformation. The article introduces opportunities and risks of digital transformation for timber industry enterprises, which must be taken into account by strategists. It also describes an automated process management model as a means of overcoming the risks.
Central Asia is currently undergoing some major transformations on its way to a new active sub-region with a wide system of international relations. The article features various strategies that the countries of Central Asia design for their socio-economic development. It introduces some objective prerequisites that shaped the idea of socio-economic integration of the peoples of Central Asia. Uzbekistan encourages this integration by creating and promoting a new image of Central Asia as a steadily developing and prosperous region with a shared economic and political environment. The author analyzed the approaches that the countries of Central Asia employ to develop and implement their own socio-economic strategies. Following the methodology of strategizing developed by Professor V.L. Kvint, the strategies are harmonized at various levels within the common Central Asian agenda. The current global transformation of the international order makes it difficult to make any reliable forecasts. However, Kazakhstan, Kyrgyzstan, Tajikistan, Turkmenistan, and Uzbekistan present a role model for other regions as they seek to come up with consolidated responses to the new challenges while using their potential and competitive advantages as part of regional and national strategies.
This article introduces a new analysis algorithm that can be applied to territorial organization of urban systems. After directed zoning, the zones are divided into those of balance and those of disproportions. The obtained solutions of the territorial-communication model are compared with a fractal standard, which serves as an indicator of the most effective urban organization in terms of the basic life support infrastructures and their communications. The algorithm makes it possible to reveal territorial disproportions of the urban environment, i.e., risk areas that violate the stability of the urban system as a whole and require external management.
The article deals with issues related to the development of a strategy for the location of an industrial enterprise. The location strategy is part of the corporate strategy, which defines its values and interests. A corporate location strategy is often linked to an entry strategy. The article introduces a strategic analysis of the factors that determine the location of an industrial enterprise, depending on the evaluation criteria and the industry specifics. The study is based on the theory of strategy and the methodology of strategizing developed by Professor V.L. Kvint. This approach helps to choose the location of an industrial enterprise, consider its global, national, and sectoral long-term development, and take into account its external and internal environment. The strategic analysis of placement factors and alternative options was based on an OTSW-analysis and special decision-making methods. The paper also reviews the relevance of location factors from the first theoretical works to modern empirical studies based on surveys of company managers and econometric analyses. The author designed a general algorithm for developing a strategy for locating an industrial enterprise. The theory of strategy and methodology of strategizing made it possible to neutralize the negative consequences of subjective decisions that still interfere with the location strategizing.
The Russian Far East occupies the northeastern part of Eurasia. Its northern coast has access to the Arctic and the Pacific through the Laptev, East Siberian, and Chukchee seas, while its eastern coast borders on the Bering, Okhotsk, and Japan seas. The region stretches from north to south, and its nature, climatic zones, flora, and fauna are extremely diverse. As a result, the Russian Far East has an enormous potential for tourism. Its transport and transit potential also means unique opportunities for the regional social and economic development. For instance, the macroregion has a good background for close cooperation with the large emerging markets of the Asia-Pacific countries. However, the sectoral structure of the Far-Eastern economy is mainly represented by mining and manufacturing industries. The current strategic task is to increase the share of non-commodity and non-energy exports in the overall structure of the country’s exports. Pacific Russia needs new strategic opportunities while its touristic potential needs new assessment means. The present research featured tourism as a strategic branch of the economy of the Russian Far East. The author believes that the unconditional competitive advantages of this macro-region will eventually boost the domestic tourism development strategy. The article introduces an analysis of strategic opportunities, as well as economic, financial, labor, and time resources. This research is the first and most important stage in the analysis of the external environment of the object of strategizing. The fundamental importance of this stage lies in the fact that the window of opportunities is short-lived. Therefore, the global touristic prospects of this vast resource-rich territory depend on the timeliness of management decisions, i.e., a systemic integrated development of the industry based on a single strategy document. The analysis made it possible to outline some strategic guidelines for the diversification of the Far Eastern economy and improving the quality of life in the microregion. The further research will involve a comprehensive assessment of the strengths, weaknesses, and competitive advantages of the region.
Crucial industries of the Russian Federation require new organizational and economic development forms. The present article introduces an innovative form of interaction between economic entities: it is crossindustrial and metaverse-based. The article also features a detailed analysis of the strategic potential of industrial metaverses that can boost the development of important domestic industries in the conditions of economic mobilization. The authors focused on the factors that predetermine the need to create such industrial metaverses.
The current state policy of the Russian Federation supports the development of physical culture and sports, in particular hockey, to solve a complex of social and political problems. Sport as a sphere and industry is changing rapidly due to various external challenges. Consequently, strategic management has to adapt to these changes and challenges. The current situation demands a clear strategic plan, not universal business models or outdated strategic methods. Sport is a business that requires complex management and a strategy. A sports team owes its success not only to its athletes but also to the proper strategic decisions. Unfortunately, the methodology of developing strategies for sports industry received little scientific attention. The present research objective was to identify effective strategies in the sports industry. This paper clarifies and systematizes many concepts and approaches to the strategy development that have been adapted for sports organizations with all their specifics. The authors propose a new scheme for sports industry strategy and a number of recommendations on the strategy development in the sports industry that can be recommended for practical application. The study relied on the general theory and methodology of strategizing developed by V.L. Kvint, Foreign Member of the Russian Academy of Sciences, Dr.Sc.(Econ.), at the Center for Strategic Studies of the Institute for Mathematical Research of Complex Systems, the Central Economics and Mathematics Institute of the Russian Academy of Sciences, the Department of Economic and Financial Strategy of the Moscow School of Economics of the Lomonosov Moscow State University, the Department of Regional and Sectoral Development Strategy of the Kemerovo State University, and the Department of Industrial Strategy of National University of Science and Technology “MISIS”.
Venture funds are an element of the infrastructure that supports innovation. They make a significant contribution to the development of the national innovation system, as well as increase industrial competitiveness and high-tech production. This article describes the long-term strategic priorities for the developmentof domestic venture funds. The research relied on the method of regression analysis, as well as on the theoretical and practical concept of strategizing developed by Professor V.L. Kvint and adapted for the venture capital market. These methods made it possible to analyze the global and national strategic trends in the development of venture funds. The analysis of strategic documents provided a strategic assessment of the effect of venture capital and government R&D expenses on various indicators of the Russian economy. It also revealed the role of public and private fundings as strategic multipliers of innovative activity. The data obtained allowed the authors to formulate the strategic priorities for the development of venture funds in Russia.
An economic crisis is both a threat and a source of opportunity. The article analyzes the impact of the economic crises of the XX–XXI centuries on the strategic capabilities of countries and regions. The author performed a retrospective analysis of economic crises in Russia to study their management on the regional level, consequences, and strategic opportunities for national economies. The research objective was to identify the patterns of their impact on the national and regional development, as well as to propose methodological approaches to managing the economy in crisis conditions. The analysis of the major economic crises of the XX–XXI centuries and their impact on global and national economies served as a background for a retrospective assessment of the crises in Russia and their role in the strategic transformation of the national economy. It revealed the key areas of state regulation of the regional economy during crisis. Despite their short-term negative consequences, economic crises catalyze structural changes, technological development, and institutional transformations in the long run. Successful crisis management depends on the ability of the authorities to adapt, implement reforms, and use the growth potential. In Russia, crises have always stimulated modernization. In modern conditions, they require flexible economic strategies, diversification, technological independence, and strategic leadership. Effective crisis management involves a range of measures and activities, including crisis administration, business support, social protection, and strategic planning.
ntroduction. The socio-economic development of the Russian Far East is one of the most important strategic directions of Russia, corresponding to the national interests and development vector. For this vector to be transmitted to the regional and sectoral level, it needs strategic opportunities, relevant in the context of multiple trends and limited resource base. Energy security includes reliable energy consumption and efficiency. It ensures the socio-economic progress of developing economies and emerging-market countries. The Russian Far East has accumulated enough scientific, technical, industrial, and production potential to use gas industry as a long-term driver of socio-economic development. The research objective was to analyze and systematize the main interest groups focused on the development of gas industry in the Russian Far East. Study objects and methods. The study was based on the theory of strategy and the methodology of strategizing developed by Professor V.L. Kvint, as well as on authentic methods of industrial strategizing. Results and discussion. The article introduces a concept scheme that illustrates the relationship between regional and sectoral gas strategies of the Russian Far East, as well as their place in the general system of strategies. The author systematized the main national, social, regional, industrial, corporate, and international interests. The analysis confirmed the long-term interest of the gas industry in the Far Eastern Federal District at each of these levels. Conclusion. In the Russian Far East, gas industry will establish strong vertical and horizontal relationships in the system of strategies, thus producing a multiplicative effect on the socio-economic development of the whole Far Eastern Federal District and its regions.
