462 research outputs found
ORGANIZATIONAL SUBCULTURAL DYNAMICS IN DIGITAL TRANSOFORMATION PROJECTS
The article aims to investigate the negative impact from organizational subcultural dynamics in digital transformation projects on number of conflicts and quality of communications and to elaborate proposals how to improve cross-subcultural communications within the projects. The methodology of the study includes participatory action research and case study. The network model of project culture helped to identify two cultural coalitions and their values. The model of the subcultural coalitions and their values helped to formulate the scope of communicational trainings and changed in the project communication system. The focus of the measures was on the preservation of the existing subcultures and on the improvement on the cross-subcultural communications. Comparing the number of conflicts within project before implementation of the measures based on the research and after it showed significant positive impact of these measures. The main findings show that in multidisciplinary and complex projects, such as digital transformation projects, subcultural dynamics can lead to formation of different coalition that do not share common values. This can be the source of the conflicts and low quality of communications. However, using the knowledge of coalitionsβ structure and values the management of companies can enhance cross-subcultural interfaces without decreasing positive effect from subcultural diversity
ΠΠ¦ΠΠΠΠ ΠΠΠΠΠΠΠΠ§ΠΠ‘ΠΠΠ₯ ΠΠ€Π€ΠΠΠ’ΠΠ ΠΠ’ ΠΠΠ‘Π’ΠΠΠΠΠΠ¦ΠΠ ΠΠ ΠΠΠ£ΠΠ¦ΠΠ Π ΠΠ‘Π‘ΠΠΠ‘ΠΠΠ₯ ΠΠ ΠΠΠ«Π¨ΠΠΠΠΠ«Π₯ ΠΠ ΠΠΠΠ ΠΠ―Π’ΠΠ
The development of digital production technologies, taking place within the framework of the global fourth industrial revolution, creates conditions for increasing the level of customization of industrial production, i.e. the ability to manufacture products that reflect the preferences of small groups of consumers and even individual customers. Product customization, as one of the most important aspects of the fourth industrial revolution, is of great interest for researchers and has been becoming one of the promising trajectories for the development of new production technologies and methods of organizing production. But at the same time, the economic effect of increasing the customization of products remains not fully understood. This study is aimed at identifying various economic effects arising from customization in industrial enterprises, and their quantitative assessment in relation to the manufacturing industries of the Russian industry. Using a systematic review of available scientific research and analytical reports, the study quantifies the economic effects of customization in various sectors of the Russian economy. The results show the colossal effect of further customization in Russian enterprises. The authors conclude that the annual effect of revenue growth in all industries, even under the most pessimistic scenarios and estimates, is 1.9 trillion rubles, and the effect of cost reduction β 1.4 trillion rubles. The results obtained can form the basis of government measures to stimulate the customization of products of Russian industrial enterprises.Π Π°Π·Π²ΠΈΡΠΈΠ΅ ΡΠΈΡΡΠΎΠ²ΡΡ
ΡΠ΅Ρ
Π½ΠΎΠ»ΠΎΠ³ΠΈΠΉ ΠΏΡΠΎΠΈΠ·Π²ΠΎΠ΄ΡΡΠ²Π°, ΠΏΡΠΎΠΈΡΡ
ΠΎΠ΄ΡΡΠ΅Π΅ Π² ΡΠ°ΠΌΠΊΠ°Ρ
Π³Π»ΠΎΠ±Π°Π»ΡΠ½ΠΎΠΉ ΡΠ΅ΡΠ²Π΅ΡΡΠΎΠΉ ΠΏΡΠΎΠΌΡΡΠ»Π΅Π½Π½ΠΎΠΉ ΡΠ΅Π²ΠΎΠ»ΡΡΠΈΠΈ, ΡΠΎΠ·Π΄Π°Π΅Ρ ΡΡΠ»ΠΎΠ²ΠΈΡ Π΄Π»Ρ ΠΏΠΎΠ²ΡΡΠ΅Π½ΠΈΡ ΡΡΠΎΠ²Π½Ρ ΠΊΠ°ΡΡΠΎΠΌΠΈΠ·Π°ΡΠΈΠΈ ΠΏΡΠΎΠΌΡΡΠ»Π΅Π½Π½ΠΎΠ³ΠΎ ΠΏΡΠΎΠΈΠ·Π²ΠΎΠ΄ΡΡΠ²Π°, ΡΠΎ Π΅ΡΡΡ ΡΠΏΠΎΡΠΎΠ±Π½ΠΎΡΡΠΈ ΡΠΎΠ·Π΄Π°Π²Π°ΡΡ ΠΏΡΠΎΠ΄ΡΠΊΡΠΈΡ, ΠΎΡΡΠ°ΠΆΠ°ΡΡΡΡ ΠΏΡΠ΅Π΄ΠΏΠΎΡΡΠ΅Π½ΠΈΡ Π½Π΅Π±ΠΎΠ»ΡΡΠΈΡ
Π³ΡΡΠΏΠΏ ΠΏΠΎΡΡΠ΅Π±ΠΈΡΠ΅Π»Π΅ΠΉ ΠΈ Π΄Π°ΠΆΠ΅ ΠΈΠ½Π΄ΠΈΠ²ΠΈΠ΄ΡΠ°Π»ΡΠ½ΡΡ
ΠΊΠ»ΠΈΠ΅Π½ΡΠΎΠ². ΠΠ°ΡΡΠΎΠΌΠΈΠ·Π°ΡΠΈΡ ΠΏΡΠΎΠΈΠ·Π²ΠΎΠ΄ΡΡΠ²Π° ΠΊΠ°ΠΊ ΠΎΠ΄ΠΈΠ½ ΠΈΠ· Π²Π°ΠΆΠ½Π΅ΠΉΡΠΈΡ
Π°ΡΠΏΠ΅ΠΊΡΠΎΠ² ΡΠ΅ΡΠ²Π΅ΡΡΠΎΠΉ ΠΏΡΠΎΠΌΡΡΠ»Π΅Π½Π½ΠΎΠΉ ΡΠ΅Π²ΠΎΠ»ΡΡΠΈΠΈ Π²ΡΠ·ΡΠ²Π°Π΅Ρ ΠΎΠ³ΡΠΎΠΌΠ½ΡΠΉ ΠΈΠ½ΡΠ΅ΡΠ΅Ρ ΡΠΎ ΡΡΠΎΡΠΎΠ½Ρ ΠΈΡΡΠ»Π΅Π΄ΠΎΠ²Π°ΡΠ΅Π»Π΅ΠΉ ΠΈ ΡΡΠ°Π½ΠΎΠ²ΠΈΡΡΡ ΠΎΠ΄Π½ΠΎΠΉ ΠΈΠ· ΠΏΠ΅ΡΡΠΏΠ΅ΠΊΡΠΈΠ²Π½ΡΡ
ΡΡΠ°Π΅ΠΊΡΠΎΡΠΈΠΉ ΡΠ°Π·Π²ΠΈΡΠΈΡ Π½ΠΎΠ²ΡΡ
ΠΏΡΠΎΠΈΠ·Π²ΠΎΠ΄ΡΡΠ²Π΅Π½Π½ΡΡ
ΡΠ΅Ρ
Π½ΠΎΠ»ΠΎΠ³ΠΈΠΉ ΠΈ ΠΌΠ΅ΡΠΎΠ΄ΠΎΠ² ΠΎΡΠ³Π°Π½ΠΈΠ·Π°ΡΠΈΠΈ ΠΏΡΠΎΠΈΠ·Π²ΠΎΠ΄ΡΡΠ²Π°. ΠΡΠΈ ΡΡΠΎΠΌ ΡΠΊΠΎΠ½ΠΎΠΌΠΈΡΠ΅ΡΠΊΠΈΠΉ ΡΡΡΠ΅ΠΊΡ ΠΎΡ ΠΏΠΎΠ²ΡΡΠ΅Π½ΠΈΡ ΠΊΠ°ΡΡΠΎΠΌΠΈΠ·ΠΈΡΠΎΠ²Π°Π½Π½ΠΎΡΡΠΈ ΠΏΡΠΎΠ΄ΡΠΊΡΠΈΠΈ ΠΎΡΡΠ°Π΅ΡΡΡ Π½Π΅ Π΄ΠΎ ΠΊΠΎΠ½ΡΠ° ΠΈΠ·ΡΡΠ΅Π½. ΠΠ°ΡΡΠΎΡΡΠ΅Π΅ ΠΈΡΡΠ»Π΅Π΄ΠΎΠ²Π°Π½ΠΈΠ΅ Π½Π°ΠΏΡΠ°Π²Π»Π΅Π½ΠΎ Π½Π° Π²ΡΡΠ²Π»Π΅Π½ΠΈΠ΅ ΡΠ°Π·Π»ΠΈΡΠ½ΡΡ
ΡΠΊΠΎΠ½ΠΎΠΌΠΈΡΠ΅ΡΠΊΠΈΡ
ΡΡΡΠ΅ΠΊΡΠΎΠ², Π²ΠΎΠ·Π½ΠΈΠΊΠ°ΡΡΠΈΡ
ΠΎΡ ΠΊΠ°ΡΡΠΎΠΌΠΈΠ·Π°ΡΠΈΠΈ Π½Π° ΠΏΡΠΎΠΌΡΡΠ»Π΅Π½Π½ΡΡ
ΠΏΡΠ΅Π΄ΠΏΡΠΈΡΡΠΈΡΡ
, ΠΈ ΠΈΡ
ΠΊΠΎΠ»ΠΈΡΠ΅ΡΡΠ²Π΅Π½Π½ΡΡ ΠΎΡΠ΅Π½ΠΊΡ ΠΏΡΠΈΠΌΠ΅Π½ΠΈΡΠ΅Π»ΡΠ½ΠΎ ΠΊ ΠΎΠ±ΡΠ°Π±Π°ΡΡΠ²Π°ΡΡΠΈΠΌ ΠΎΡΡΠ°ΡΠ»ΡΠΌ ΡΠΎΡΡΠΈΠΉΡΠΊΠΎΠΉ ΠΏΡΠΎΠΌΡΡΠ»Π΅Π½Π½ΠΎΡΡΠΈ. Π‘ ΠΏΠΎΠΌΠΎΡΡΡ ΡΠΈΡΡΠ΅ΠΌΠ°ΡΠΈΡΠ΅ΡΠΊΠΎΠ³ΠΎ ΠΎΠ±Π·ΠΎΡΠ° ΠΈΠΌΠ΅ΡΡΠΈΡ
ΡΡ Π½Π°ΡΡΠ½ΡΡ
ΠΈΡΡΠ»Π΅Π΄ΠΎΠ²Π°Π½ΠΈΠΉ ΠΈ Π°Π½Π°Π»ΠΈΡΠΈΡΠ΅ΡΠΊΠΈΡ
ΠΎΠ±Π·ΠΎΡΠΎΠ² Π² ΠΈΡΡΠ»Π΅Π΄ΠΎΠ²Π°Π½ΠΈΠΈ ΠΏΡΠΎΠΈΠ·Π²ΠΎΠ΄ΠΈΡΡΡ ΠΊΠΎΠ»ΠΈΡΠ΅ΡΡΠ²Π΅Π½Π½Π°Ρ ΠΎΡΠ΅Π½ΠΊΠ° ΡΠΊΠΎΠ½ΠΎΠΌΠΈΡΠ΅ΡΠΊΠΈΡ
ΡΡΡΠ΅ΠΊΡΠΎΠ² ΠΎΡ ΠΊΠ°ΡΡΠΎΠΌΠΈΠ·Π°ΡΠΈΠΈ ΡΠ°Π·Π»ΠΈΡΠ½ΡΡ
ΠΎΡΡΠ°ΡΠ»Π΅ΠΉ ΡΠΎΡΡΠΈΠΉΡΠΊΠΎΠΉ ΡΠΊΠΎΠ½ΠΎΠΌΠΈΠΊΠΈ. Π Π΅Π·ΡΠ»ΡΡΠ°ΡΡ ΡΠ²ΠΈΠ΄Π΅ΡΠ΅Π»ΡΡΡΠ²ΡΡΡ ΠΎ ΠΊΠΎΠ»ΠΎΡΡΠ°Π»ΡΠ½ΠΎΠΌ ΡΡΡΠ΅ΠΊΡΠ΅ ΠΎΡ Π΄Π°Π»ΡΠ½Π΅ΠΉΡΠ΅ΠΉ ΠΊΠ°ΡΡΠΎΠΌΠΈΠ·Π°ΡΠΈΠΈ ΠΏΡΠΎΠΈΠ·Π²ΠΎΠ΄ΡΡΠ²Π°. Π ΡΠ΅Π·ΡΠ»ΡΡΠ°ΡΠ΅ ΡΠ°ΡΡΠ΅ΡΠΎΠ² Π°Π²ΡΠΎΡΡ ΠΏΡΠΈΡ
ΠΎΠ΄ΡΡ ΠΊ Π²ΡΠ²ΠΎΠ΄Ρ, ΡΡΠΎ Π³ΠΎΠ΄ΠΎΠ²ΠΎΠΉ ΡΡΡΠ΅ΠΊΡ ΠΎΡ ΡΠΎΡΡΠ° Π²ΡΡΡΡΠΊΠΈ ΠΏΠΎ Π²ΡΠ΅ΠΌ ΠΎΡΡΠ°ΡΠ»ΡΠΌ ΠΏΡΠΎΠΌΡΡΠ»Π΅Π½Π½ΠΎΡΡΠΈ Π΄Π°ΠΆΠ΅ ΠΏΡΠΈ ΡΠ°ΠΌΡΡ
ΠΏΠ΅ΡΡΠΈΠΌΠΈΡΡΠΈΡΠ΅ΡΠΊΠΈΡ
ΡΡΠ΅Π½Π°ΡΠΈΡΡ
ΠΈ ΠΎΡΠ΅Π½ΠΊΠ°Ρ
ΡΠΎΡΡΠ°Π²Π»ΡΠ΅Ρ 1,9 ΡΡΠ»Π½ ΡΡΠ±., Π° ΡΡΡΠ΅ΠΊΡ ΠΎΡ ΡΠ½ΠΈΠΆΠ΅Π½ΠΈΡ Π·Π°ΡΡΠ°Ρ β 1,4 ΡΡΠ»Π½ ΡΡΠ±. ΠΠΎΠ»ΡΡΠ΅Π½Π½ΡΠ΅ ΡΠ΅Π·ΡΠ»ΡΡΠ°ΡΡ ΠΌΠΎΠ³ΡΡ Π»Π΅ΡΡ Π² ΠΎΡΠ½ΠΎΠ²Ρ Π³ΠΎΡΡΠ΄Π°ΡΡΡΠ²Π΅Π½Π½ΡΡ
ΠΌΠ΅Ρ ΠΏΠΎ ΡΡΠΈΠΌΡΠ»ΠΈΡΠΎΠ²Π°Π½ΠΈΡ ΠΊΠ°ΡΡΠΎΠΌΠΈΠ·Π°ΡΠΈΠΈ ΠΏΡΠΎΠ΄ΡΠΊΡΠΈΠΈ ΡΠΎΡΡΠΈΠΉΡΠΊΠΈΡ
ΠΏΡΠΎΠΌΡΡΠ»Π΅Π½Π½ΡΡ
ΠΏΡΠ΅Π΄ΠΏΡΠΈΡΡΠΈΠΉ
Research of key characteristics of project-based firms and their organizational culture
The purpose of the study is to identify specifics of the organizational culture ofproject-based companies. Based on generalizations of the results of existing research, the definition of a project-based company has been clarified. The main characteristics that distinguish project-based firms from process-based firms have been identified. Based on this characteristics, it has been concluded that such companies differ not only in their organizational structure, content of activities and composition of participants, but also in their organizational culture. Among these features of organizational culture, the authors have included: focus on the final result, team interaction, informal communications, internal motivation of employees, active interaction with the customer. The conclusion has been made about the specifics of the project culture
Project management of the digital transformation of companies
The introduction of digital technologies is accompanied by serious organizational changes, leading to a radical transformation of the principles of doing business at the level of individual companies and entire industries. Most of the research on this topic draws attention to the technological aspect of this large-scale phenomenon. The problem of methods and toolsΒ for managing the digital transformation of companies remains to a muchΒ lesser extent studied. A huge potential for development is contained in the application of methodologies and tools for project management of transformation. This article identifies the specific characteristics of managing the digital transformation of a company and determines which project management tools are best suited for these characteristics. The study is structured as a review of scientific research using qualitative data analysis tools. The results of the study allow us to conclude that digital transformation management is characterized by the need to ensureΒ comprehensive alignment between technological and overall strategy. Another key characteristic is hybridity, aimed at combining flexibility and stability in management, technical and social development of the companyΒ and innovative and regular management
ESTIMATION OF ECONOMIC EFFECTS FROM PRODUCT CUSTOMIZATION OF RUSSIAN INDUSTRIAL ENTERPRISES
The development of digital production technologies, taking place within the framework of the global fourth industrial revolution, creates conditions for increasing the level of customization of industrial production, i.e. the ability to manufacture products that reflect the preferences of small groups of consumers and even individual customers. Product customization, as one of the most important aspects of the fourth industrial revolution, is of great interest for researchers and has been becoming one of the promising trajectories for the development of new production technologies and methods of organizing production. But at the same time, the economic effect of increasing the customization of products remains not fully understood. This study is aimed at identifying various economic effects arising from customization in industrial enterprises, and their quantitative assessment in relation to the manufacturing industries of the Russian industry. Using a systematic review of available scientific research and analytical reports, the study quantifies the economic effects of customization in various sectors of the Russian economy. The results show the colossal effect of further customization in Russian enterprises. The authors conclude that the annual effect of revenue growth in all industries, even under the most pessimistic scenarios and estimates, is 1.9 trillion rubles, and the effect of cost reduction β 1.4 trillion rubles. The results obtained can form the basis of government measures to stimulate the customization of products of Russian industrial enterprises
An exploration of current Ρoncepts and meanings of the entrepreneurial project
A review of academic research studying the relationship between entrepreneurship and project management at the level of interpenetration of concepts, principles, methods, tools and practices has been made. The following is a description of the research methodology, which reflects different aspects of understanding the term βentrepreneurial projectβ and a quantitative analysis of the results of thematic coding. The results of the study have been presented. Conclusions have been formulated that include an interpretation of the findings and the maim points on how the term βentrepreneurial projectβ is currently understood and what trends in the development of the theory and practice of entrepreneurship and project management reflects the current understanding
ΠΠΠ£Π’Π ΠΠΠ ΠΠΠΠΠΠΠ¦ΠΠΠΠΠΠ― Π‘Π£ΠΠΠ£ΠΠ¬Π’Π£Π ΠΠΠ― ΠΠΠΠΠΠΠΠ Π ΠΠ ΠΠΠΠ’ΠΠ₯ Π¦ΠΠ€Π ΠΠΠΠ Π’Π ΠΠΠ‘Π€ΠΠ ΠΠΠ¦ΠΠ
The article aims to investigate the negative impact from organizational subcultural dynamics in digital transformation projects on number of conflicts and quality of communications and to elaborate proposals how to improve cross-subcultural communications within the projects. The methodology of the study includes participatory action research and case study. The network model of project culture helped to identify two cultural coalitions and their values. The model of the subcultural coalitions and their values helped to formulate the scope of communicational trainings and changed in the project communication system. The focus of the measures was on the preservation of the existing subcultures and on the improvement on the cross-subcultural communications. Comparing the number of conflicts within project before implementation of the measures based on the research and after it showed significant positive impact of these measures. The main findings show that in multidisciplinary and complex projects, such as digital transformation projects, subcultural dynamics can lead to formation of different coalition that do not share common values. This can be the source of the conflicts and low quality of communications. However, using the knowledge of coalitionsβ structure and values the management of companies can enhance cross-subcultural interfaces without decreasing positive effect from subcultural diversity.Β Π¦Π΅Π»Ρ ΠΈΡΡΠ»Π΅Π΄ΠΎΠ²Π°Π½ΠΈΡ ΡΠΎΡΡΠΎΡΠ»Π° Π² ΠΈΠ·ΡΡΠ΅Π½ΠΈΠΈ Π½Π΅Π³Π°ΡΠΈΠ²Π½ΠΎΠ³ΠΎ Π²Π»ΠΈΡΠ½ΠΈΡ ΡΡΠ±ΠΊΡΠ»ΡΡΡΡΠ½ΠΎΠΉ Π΄ΠΈΠ½Π°ΠΌΠΈΠΊΠΈ Π²Π½ΡΡΡΠΈ ΠΏΡΠΎΠ΅ΠΊΡΠΎΠ² ΡΠΈΡΡΠΎΠ²ΠΎΠΉ ΡΡΠ°Π½ΡΡΠΎΡΠΌΠ°ΡΠΈΠΈ Π½Π° ΡΡΠΎΠ²Π΅Π½Ρ ΠΊΠΎΠ½ΡΠ»ΠΈΠΊΡΠΎΠ² ΠΈ ΠΊΠ°ΡΠ΅ΡΡΠ²ΠΎ ΠΊΠΎΠΌΠΌΡΠ½ΠΈΠΊΠ°ΡΠΈΠΉ ΠΈ Π²ΡΡΠ°Π±ΠΎΡΠΊΠ΅ ΡΠ΅ΡΠ΅Π½ΠΈΠΉ ΠΏΠΎ ΠΊΠΎΠ½ΡΡΡΡΠΊΡΠΈΠ²Π½ΠΎΠΌΡ ΠΈΡΠΏΠΎΠ»ΡΠ·ΠΎΠ²Π°Π½ΠΈΡ ΡΠ°Π·Π½ΠΎΠΎΠ±ΡΠ°Π·ΠΈΡ ΠΎΡΠ³Π°Π½ΠΈΠ·Π°ΡΠΈΠΎΠ½Π½ΡΡ
ΡΡΠ±ΠΊΡΠ»ΡΡΡΡ. ΠΡΠ½ΠΎΠ²Π½ΠΎΠΉ ΠΌΠ΅ΡΠΎΠ΄ΠΎΠ»ΠΎΠ³ΠΈΠ΅ΠΉ Π²ΡΡΡΡΠΏΠ°Π»ΠΎ ΠΏΠ°ΡΡΠΈΡΠΈΠΏΠ°ΡΠΎΡΠ½ΠΎΠ΅ ΠΈΡΡΠ»Π΅Π΄ΠΎΠ²Π°Π½ΠΈΠ΅ Π΄Π΅ΠΉΡΡΠ²ΠΈΠ΅ΠΌ ΠΈ ΠΈΡΡΠ»Π΅Π΄ΠΎΠ²Π°Π½ΠΈΠ΅ ΠΊΠΎΠ½ΠΊΡΠ΅ΡΠ½ΠΎΠΉ ΡΠΈΡΡΠ°ΡΠΈΠΈ. ΠΡΠ»Π° ΠΏΠΎΡΡΡΠΎΠ΅Π½Π° ΡΠ΅ΡΠ΅Π²Π°Ρ ΠΌΠΎΠ΄Π΅Π»Ρ ΠΎΡΠ³Π°Π½ΠΈΠ·Π°ΡΠΈΠΎΠ½Π½ΡΡ
ΡΡΠ±ΠΊΡΠ»ΡΡΡΡ, ΠΊΠΎΡΠΎΡΠ°Ρ ΠΏΠΎΠ·Π²ΠΎΠ»ΠΈΠ»Π° Π²ΡΡΠ²ΠΈΡΡ Π½Π°Π»ΠΈΡΠΈΠ΅ ΡΡΡΠΎΠΉΡΠΈΠ²ΡΡ
ΠΊΠΎΠ°Π»ΠΈΡΠΈΠΉ Π²Π½ΡΡΡΠΈ ΠΏΡΠΎΠ΅ΠΊΡΠ½ΡΡ
ΠΊΠΎΠΌΠ°Π½Π΄ ΠΈ ΠΈΡ
ΡΠ΅Π½Π½ΠΎΡΡΠ½ΡΠ΅ ΡΡΡΠ°Π½ΠΎΠ²ΠΊΠΈ. ΠΠ° ΠΎΡΠ½ΠΎΠ²Π΅ ΠΌΠΎΠ΄Π΅Π»ΠΈ ΡΡΠ±ΠΊΡΠ»ΡΡΡΡ Π±ΡΠ»ΠΈ ΡΠ°Π·ΡΠ°Π±ΠΎΡΠ°Π½Ρ ΠΊΠΎΠΌΠΌΡΠ½ΠΈΠΊΠ°ΡΠΈΠΎΠ½Π½ΡΠ΅ ΡΡΠ΅Π½ΠΈΠ½Π³ΠΈ ΠΈ Π²Π½Π΅ΡΠ΅Π½Ρ ΠΈΠ·ΠΌΠ΅Π½Π΅Π½ΠΈΡ Π² ΡΠΈΡΡΠ΅ΠΌΡ ΠΏΡΠΎΠ΅ΠΊΡΠ½ΡΡ
ΠΊΠΎΠΌΠΌΡΠ½ΠΈΠΊΠ°ΡΠΈΠΉ. ΠΡΠΈ ΡΡΠΎΠΌ Π°ΠΊΡΠ΅Π½Ρ Π΄Π΅Π»Π°Π»ΡΡ Π½Π° ΡΠΎΡ
ΡΠ°Π½Π΅Π½ΠΈΠΈ ΡΡΠ±ΠΊΡΠ»ΡΡΡΡΠ½ΠΎΠ³ΠΎ ΡΠ°Π·Π½ΠΎΠΎΠ±ΡΠ°Π·ΠΈΡ ΠΈ ΠΏΠΎΠ²ΡΡΠ΅Π½ΠΈΠΈ ΡΡΡΠ΅ΠΊΡΠΈΠ²Π½ΠΎΡΡΠΈ ΠΊΡΠΎΡΡ-ΠΊΡΠ»ΡΡΡΡΠ½ΡΡ
ΠΊΠΎΠΌΠΌΡΠ½ΠΈΠΊΠ°ΡΠΈΠΉ. Π‘ΡΠ°Π²Π½ΠΈΡΠ΅Π»ΡΠ½ΡΠΉ Π°Π½Π°Π»ΠΈΠ· ΠΊΠΎΠ»ΠΈΡΠ΅ΡΡΠ²Π° ΠΊΠΎΠ½ΡΠ»ΠΈΠΊΡΠΎΠ² ΠΈ ΠΊΠ°ΡΠ΅ΡΡΠ²Π° ΠΊΠΎΠΌΠΌΡΠ½ΠΈΠΊΠ°ΡΠΈΠΉ Π΄ΠΎ ΠΈ ΠΏΠΎΡΠ»Π΅ ΠΏΡΠ΅Π΄Π»ΠΎΠΆΠ΅Π½Π½ΡΡ
ΠΌΠ΅ΡΠΎΠΏΡΠΈΡΡΠΈΠΉ ΠΏΠΎΠΊΠ°Π·Π°Π» ΠΈΡ
Π²ΡΡΠΎΠΊΡΡ ΡΡΡΠ΅ΠΊΡΠΈΠ²Π½ΠΎΡΡΡ. ΠΠΎΠ»ΡΡΠ΅Π½Π½ΡΠ΅ ΡΠ΅Π·ΡΠ»ΡΡΠ°ΡΡ ΠΏΠΎΠ·Π²ΠΎΠ»ΡΡΡ ΡΠ΄Π΅Π»Π°ΡΡ Π²ΡΠ²ΠΎΠ΄, ΡΡΠΎ Π² ΠΌΡΠ»ΡΡΠΈΠ΄ΠΈΡΡΠΈΠΏΠ»ΠΈΠ½Π°ΡΠ½ΡΡ
ΠΈ ΠΎΡΠ³Π°Π½ΠΈΠ·Π°ΡΠΈΠΎΠ½Π½ΠΎ ΡΠ»ΠΎΠΆΠ½ΡΡ
ΠΏΡΠΎΠ΅ΠΊΡΠ°Ρ
ΡΠΈΡΡΠΎΠ²ΠΎΠΉ ΡΡΠ°Π½ΡΡΠΎΡΠΌΠ°ΡΠΈΠΈ ΡΡΠ±ΠΊΡΠ»ΡΡΡΡΠ½Π°Ρ Π΄ΠΈΠ½Π°ΠΌΠΈΠΊΠ° ΠΌΠΎΠΆΠ΅Ρ ΠΏΡΠΎΡΠ²Π»ΡΡΡΡΡ Π² Π²ΠΎΠ·Π½ΠΈΠΊΠ½ΠΎΠ²Π΅Π½ΠΈΠΈ ΡΡΡΠΎΠΉΡΠΈΠ²ΡΡ
ΠΊΠΎΠ°Π»ΠΈΡΠΈΠΉ, ΠΊΡΠ»ΡΡΡΡΠ½ΡΠ΅ ΡΠ΅Π½Π½ΠΎΡΡΠΈ ΠΊΠΎΡΠΎΡΡΡ
ΠΏΠ»ΠΎΡ
ΠΎ ΡΠΎΠ³Π»Π°ΡΠΎΠ²Π°Π½Ρ. ΠΠΎ Π·Π½Π°Π½ΠΈΠ΅ ΡΡΡΡΠΊΡΡΡΡ ΠΊΠΎΠ°Π»ΠΈΡΠΈΠΉ ΠΈ ΠΈΡ
ΠΊΡΠ»ΡΡΡΡΠ½ΡΡ
ΡΠ΅Π½Π½ΠΎΡΡΠ΅ΠΉ ΠΏΠΎΠ·Π²ΠΎΠ»ΡΠ΅Ρ ΠΎΠΏΡΠΈΠΌΠΈΠ·ΠΈΡΠΎΠ²Π°ΡΡ ΠΈΡ
Π²Π·Π°ΠΈΠΌΠΎΠ΄Π΅ΠΉΡΡΠ²ΠΈΠ΅ Π±Π΅Π· ΠΏΠΎΡΠ΅ΡΠΈ ΠΏΠΎΠ»ΠΎΠΆΠΈΡΠ΅Π»ΡΠ½ΠΎΠ³ΠΎ Π²Π»ΠΈΡΠ½ΠΈΡ ΠΎΡ ΡΡΠ±ΠΊΡΠ»ΡΡΡΡΠ½ΠΎΠ³ΠΎ ΡΠ°Π·Π½ΠΎΠΎΠ±ΡΠ°Π·ΠΈΡ Π½Π° ΡΡΡΠ΅ΠΊΡΠΈΠ²Π½ΠΎΡΡΡ ΠΈ ΠΊΡΠ΅Π°ΡΠΈΠ²Π½ΠΎΡΡΡ ΠΊΠΎΠΌΠ°Π½Π΄
Current Trends in Project Management: Mixed Research of βGymnasticβ Enterprise Concept
Project management plays significant role in modern economy and public administration. Project management trends have a great impact on the performance of projects and enterprises, methods and tools of management, training programs for managers. The βͺPulse of the Profession β« survey, regularly published by the Project Management Institute, allows tracking current trends in project management practice. In 2021, the βͺPulse of the Professionβ« was dedicated to a new concept β the βͺgymnasticβ« enterprise. In this article, the authors analyze the text of βͺPulse of the Professionβ«, 2021 using mixed research methods including qualitative and quantitative content analysis tools. The results show the closeness of the βͺgymnasticβ« enterprise concept to the concept of organizational ambidexterity. A content analysis helped to identify the key organizational practices of βͺgymnasticβ« enterprise, such as the situational use of hybrid project management methodologies and methodological pluralism, the combination of structural coherence and flexibility in project management processes, the active use of entrepreneurial and innovative methods and approaches, as well as tools and techniques for talent management, organizational change and learning. The indicated practices allow βͺgymnasticβ« enterprises to achieve better results in comparison with βͺtraditionalβ« companies. The results also indicate the ability of the βͺgymnasticβ« enterprise concept to influence project management practice, educational and training programs and consulting services in the field of project management
- β¦