FACTORS OF THE ENTERPRISES’
INNOVATIVE ACTIVITY
IN THE REPUBLIC OF KAZAKHSTAN
Бекниязова Галина Ивановна
ГУ «Средняя общеобразовательная
школа-гимназия № 9 г. Павлодара»,
г. Павлодар, Республика Казахстан
e-mail: bekniyazova.galina@mail.ru
Internal
factors are directed on adjustment and management of innovative activity at the
enterprise, external factors promote expansion of innovative activity’s
borders. Thus in the conditions favorable for realization of innovations, the
center of gravity in the innovative relations is displaced towards the
innovative potential of firms-innovators - the internal factors influencing
innovative strategy. When external environment of economic system is favorable
for innovations, it entirely depends on internal factors of innovative
activity. Meanwhile, the innovative potential of the enterprise is represented
as set of material, financial, labor, infrastructure, intellectual, information
and communication resources [1].
To the factors
causing interaction of the enterprise with economic and social environments
belong to external factors:
- use of
external sources for support of innovative process’ all phases: from opening
and development to commercialization;
-
communications with customers, business partners, investors, competitors,
research organizations and higher education institutions;
-
lobbying of interests in the government institutional institutions.
For small
and medium-sized enterprises, as an external factor of development of
innovative activity use of an educational transfer, and also consultations has
particular importance[2].
It allows small
and medium-sized enterprises special chances to apply more widely the
researches which are very limited on volume and development, scarce personnel
resources. There are some forms of transfer services:
- distribution and
receiving of orders through the substantive and independent research
organizations, institutes at universities, etc.;
- collective researches and scientific-research
cooperation;
- use of technological
databanks and services of the public consulting institutions;
- special
literature.
A wide choice of options of
innovative projects’ support specially for small and medium-sized enterprises
is offered within state programs of development, for example:
- programs of small and
medium-sized enterprises’ support in the field of technological transfer;
- providing the help at
external innovative consultations (material and non-material character);
- indirect actions for
stimulation of researches and development (for example, decrease in taxes);
- direct help on
certain technological directions;
- the help at
creation of the innovative enterprises.
Within
purposeful innovative management it is necessary to estimate various programs
of help and to select those what deserve attention and can be suitable for
conditions of the concrete enterprise.
The sore
point for small and medium-sized enterprises within realization of innovative
projects - weakness of financial base - can be resolved thanks to target
planning which finds reflection in the corresponding concept of financing.
Such enterprises can use the state help or resort to forms of financing of
individual share.
Crucial
importance has preliminary financial planning with definition of requirements
of financial funds on all phases of innovative process to guarantee their
providing in the necessary terms.
Internal
factors are the essential features of the enterprise distinguishing it from
competitors and defining its innovative solvency. To them treat:
-
motivated management;
-
integration of technological and organizational-administrative innovations;
- high
efficiency;
-
effective relations with the personnel, its broad involvement in innovative
process;
-
continuous organizational training;
-
effective system of marketing which is carrying out communications with end
users;
-
management by quality, infrastructure, organizational development [2].
Internal
factors in turn can also be subdivided into two groups.
The first
group includes the factors forming system of internal economic relations and
ways of interaction with factors of environment. The second group includes the
factors characterizing “internal resources” of the organization.
The first
group of factors includes:
- form of
ownership on capital goods, defining nature of managing subjects’ economic
interests, as a whole the intra firm economic relations, including the
management relation;
-
organizational structure causing mobility of economic system in the process of
administrative decisions’ adoption and degree of compliance of these decisions
to environment’s influence;
- “the size
of organizations”, defining its belonging to category: “small”, “average”,
“large” companies;
- the branch
accessory characterizing specialization of the company, main objective of its
activity, the share and competitiveness in the market.
The size of
firm influences its ability to concentrate not only financial, but also human
resources for implementation of innovations.
Other things
being equal, in case the firm has large size, it has more opportunities for
derivation of production resources’ part to the innovative sphere.
The second
group of factors includes:
- financial
state of the company giving the picture of its financial stability, degree of
its dependence from innovations financing’ external sources, its solvency and,
as a result, possibility of receiving the credit for implementation of
innovative projects;
- scientific
and technical potential characterizing possibilities of the organization in the
field of research and development;
- production
potential characterizing production base of the company, opportunity to make
this or that production, capacity;
- personnel
potential defining level of professional qualification of the the
organization’s personnel, necessary for implementation of innovations.
The tool,
which forms system of the internal economic relations and ways of interaction
with factors of environment, is restructuring of the enterprises.
Processes of
restructuring can have the passive character which is expressing in closing of
unprofitable divisions, personnel reduction, reduction of expenses on objects
of the social sphere, debt restructuring, etc., and also the active character
consisting in introduction of new production and administrative technologies,
investments into training, advance on the new territorial markets of
traditional production, development of new production and its advance on the
market, etc. In scientific literature the number of the directions of
restructuring consists product (horizontal and vertical), technical and
technological, organizational and administrative innovations [3].
Product
innovations are the most widespread type of the enterprises’ activity in the
Republic of Kazakhstan during their restructuring. Essential distinction
between innovations in general and product innovations in particular is the
source of innovative activity: whether they are carried out by means of
imitation, loan of existing technologies or products from other companies, or
by means of own researches and development. In one case it is a question of
imitation, in the second - directly of an innovation.
The
competitive factor provides selection of innovations on the commodity market.
At the same time, the competition is an economic environment of the concrete
market in which other economic factors interact also.
Between the
competition and the innovative relations there is the most close connection. In
a sense the innovative relations are competition generation, and results of
such relations are the tool in competitive fight.
The
competition from other companies acts as the essential factor of stimulation of
innovative activity at the enterprise.
So, Yu.
Simachev notes the turned of the enterprises innovative activity’s dependence
on competition level in the market [4].
At the
beginning, with growth of number of competitors in the market innovative
activity increases, and then is stabilized or even falls. The moderate
competition promotes acceleration of process of innovations introduction. But
with strengthening of competitive fight monetary funds are exhausted,
innovative process is slowed down, or it stops absolutely.
The factors
stimulating the enterprise innovative activity, are connected with emergence of
new requirements and preferences at consumers, reduction of life cycle of
goods, increase of knowledge intensity of production.
Horizontal
product innovations include such forms of innovative activity as expansion of
the range of the goods which are earlier made by the enterprise; creation of
new appearance and packing of goods.
It is
necessary to carry to vertical product innovations such forms of innovative
activity, as: creation of qualitatively new goods; replacement of laid-off
outdated production; improvement of made production’s quality; introduction of
after-sale service’s new system.
At the
horizontal competition growth of innovative activity is a way of occupation of
new market niches or fixing on already available niches. At vertical
communications innovations are the answer to increase of requirements to
suppliers from buyers of raw materials and semi-finished products, or desire of
suppliers to provide appropriate level of goods’ advance in the market.
It is
necessary to understand process innovations as improvement of used technology
or introduction of absolutely new technology, equipment modernization.
Administrative
innovations set as the purpose transformation of the company administrative
structure, improvement of corporate finance system, and also human resource
management.
If the
competition is the incentive for innovative activity, the transfer of
technologies is the penetration into the company of new ideas in a situation
when process of innovations happens by means of copying and imitation. The
transfer of more modern technologies is most often realized by horizontal
communications between the enterprises. It is a question of simple copying of
the new product, new technological process, and also new administrative
decisions at the companies operating in the same market, i.e. at the
companies-competitors.
For the
characteristic of innovative activity it is applied such indicator as the share
of the innovative enterprises, i.e. those who masters new production or new
technologies. In OECD countries the indicator of the innovative enterprises
share in the industry makes 53%. In Kazakhstan this indicator is much less.
It should be
noted that innovatively active enterprise in Kazakhstan significantly differs
from western, because the western enterprise works in the conditions of the
highly competitive market sated with qualitative production. Kazakhstan
considerably lags behind the quality standards of the international market. The
considerable part of new production is new only in the Kazakhastan market and
isn’t competitive, and its finishing to the international standards demands
such expenses and efforts which many enterprises can’t afford. In this regard
it is possible to allocate three types of the Kazakhstan enterprises depending
on character and the scale of innovations [4].
Type 1 - the
innovative enterprises working at the international level. These are mainly
large enterprises working for a state order, having rather developed material
base and selling the production in the international market.
Type 2 - the
innovative enterprises working at level of the Kazakhstan market requirements.
There are enterprises which production is intended generally for the Kazakhstan
market and only partially selling production abroad. The production base of
such enterprises, as a rule, doesn’t reach the international standards, and
introduced innovations influence generally improvement of financial position
and other parties of work of the enterprises, not production updating.
Type 3 – the
enterprises which aren’t carrying out innovations. Unfortunately, now the
majority of the Kazakhstan enterprises belong to this type. It is, generally,
small and medium-sized enterprises with the outdated material resources, not
loaded capacities, not entering a foreign market.
Important
factor of innovative activity’s development is labor quality. Higher quality of
the labor, being characterized higher education level, qualifications of
workers, leads to more effective use of production resources. Exactly
educational level reflects creative ability of workers to perceive the new
ideas which have appeared in the market. Quality of labor defines ability of
firm to carry out own research and development or to copy new products from
other firms.
The
company using the principles of the being trained organization, becomes an
attractive place of work for highly qualified creative specialists, improves
the relations with customers and partners. The special role in it belongs to
science. Therefore it has to be closely integrated into production, to become
the participant of development’s innovative cycle , distribution and use of
innovations [5].
It is
possible to judge competitive opportunities on indicators of the market’s
relative share, the controllability of the company, speeds of reaction to
change of market situation, etc. Technical possibilities are caused by
equipment parameters, the technological scheme of production, etc. Especially
it should be noted possibilities of organizational culture in advance of
innovations and the role of the strong management in creation of such culture.
List of
references:
1 Postalyuk M.P. Influence of
different factors of economic system on the innovative relations in the
competitive environment//Problems of modern economy. - SPb. 2005. - No. 3(15).
- p. 34
2 Stepanova E.A. Innovative
strategy: potential, restrictions, success prerequisites//http://tisbi.ru
3 Krasnova L.V. Internal problems of
management of innovative activity / Krasnova L.V. // Economy problems. Release
5(18) – M.: “Sputnik +” LLC publishing house, 2007. – p. 79
4 Simachev Yu.V. Directions and
factors of reforming of the industrial enterprises//HSE Economic magazine. –
2001. - No. 3. – p. 328
5 Bizhanova D.E. Macroeconomic
analysis of innovative development of Kazakhstan//Sayasat-Policy, 2009. - No.
3. - P. 27.
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