Complex evaluation of innovative capacity of the industrial enterprise

У статті досліджено особливості структури інноваційного потенціалу підприємства, а саме: розкрито сутність поняття «інноваційний потенціал», визначено складові системи управління інноваційним потенціалом на підприємстві. Проведено аналіз та узагальнення існуючих підходів до визначення структури інноваційного потенціалу підприємства. Надано характеристику складових інноваційного потенціалу промислового підприємства. Запропоновано методика комплексної оцінки інноваційного потенціалу ПАТ «Одескабель» для визначення чинників щодо підвищення інноваційного потенціалу підприємства. Обґрунтовано доцільність використання запропонованої методики оцінювання інноваційного потенціалу для формування стратегії розвитку інноваційного потенціалу підприємства.

Ключові слова: інноваційний потенціал, складові інноваційного потенціалу, інноваційна діяльність, науково-технічний потенціал.

Исследованы особенности структуры инновационного потенциала предприятия, а именно: раскрыта сущность понятия «инновационный потенциал», определены составляющие системы управления инновационным потенциалом предприятия. Проведен анализ и обобщение существующих подходов определения структуры инновационного потенциала предприятия. Представлена характеристика составляющих инновационного потенциала промышленного предприятия. Предложена методика и расчет комплексной оценки инновационного потенциала ОАО «Одес- скабель» для определения факторов, определяющих уровень инновационного потенциала предприятия. Обоснованна целесообразность использования предложенной методики оценки инновационного потенциала для формирования стратегии развития инновационного потенциала предприятия.

Ключевые слова: инновационный потенциал, структура инновационного потенциала, инновационная деятельность, научно-технический потенциал.

Formulation of the problem

In the current context of accelerating and deepening the process of globalization, the unpredictability of changes that are associated with scientific and technological progress and increased competition in the global market between major players [7], the innovative development is a determining factor for the successful existence and efficient operation of an industrial enterprise, at the same time, one of the basic indicators of the enterprise's susceptibility to innovation shifts is the state of its innovative capacity.

The Blue Ocean strategy was substantiated by Kim Chan and Rene Moborn in 2005 and has not lost its relevance up to date [10]. Considering the variability of the environment and strong competition among enterprises, it is constantly necessary to look for ways to increase the profitability of the enterprise and to develop a strategy for further development that creates the need for innovations [10]. The ability to effectively shape and harness innovative capacity is a decisive factor for an enterprise to enhance its competitiveness not only in the domestic market but also in the world. It is worth noting that the changes that are constantly happening in the world and in the Ukrainian economy today require the owners of the enterprises a strategic vision, which involves the choice of alternatives for future business development, and especially the ability to make the necessary innovative decisions in a timely manner.

The analysis of tendencies of rather slow pace of development of innovation processes in Ukraine shows that domestic entrepreneurs, underestimating the impact of innovative capacity on production efficiency, and for this reason often face a decrease in competitiveness, reduced production and sales, loss of consumers and weakening of position.

Analysis of recent research and publications

Problems of evaluation and management of innovative capacity of enterprises were investigated in the works of domestic and foreign scientists. Issues related to innovation operation and innovation management have been addressed in the works of such foreign scientists as, F. Valenta, M. Heraskin, P. Doyle, P. Drucker, P. Lemerl, B. Twiss A. Thompson, H. Freeman, A. Harman, R. Waterman, J. Schumpeter and others. Important contribution to solving the problems of managing the innovative capacity of the enterprise was made by Ukrainian scientists: M. Bondarchuk, M. Voinarenko, V. Hrishko, V. Stadnyk, V. Zakharchenko, O. Ovechkina, L. Benovska, G. Dobrov, B. Malytskyi, M. Hrinova, S. Grytsulenko, A. Epifanov, N. Chukhray.

However, despite the large number of scientific papers in the field of innovative management, a number of methodological and theoretical problems are still unresolved. There is no precise definition of the concept of innovative capacity of the enterprise, there is no unified methodology for its evaluation, insufficiently developed methodological approaches to managing innovation activity, as well as to determine the level of efficiency of innovative capacity at the enterprise.

The purpose of the proposed research is substantiation the components of a comprehensive assessment of the innovative capacity of the enterprise for practical application while substantiating the necessary directions of innovative development at PJSC “Odeskabel”. The purpose of the research is determining the essence of the innovative capacity of the enterprise, to analyze the approaches to the evaluation of innovative capacity, to evaluate the innovative capacity of PJSC “Odeskabel”, to substantiate measures to increase the innovative capacity of the enterprise.

Presenting main material

The development of innovative capacity plays a significant role in the development of the economic system. The concept of “innovative capacity” has become a conceptual reflection of the innovation phenomenon.

The concept of “innovative capacity” was first proposed by K. Freeman [11], which meant ensuring the growth of the system due to a set of measures for the establishment, development, operation and exhaustion of production, economic, social and organizational potentials. Based on the study of scientific literature and the revealed variety of different formulations, the author identified three approaches to the definition of the “innovative capacity” term: as a set of different types of resources; as abilities, opportunities for innovative activity; as a result of innovation.

In order to determine the optimal size and structure of innovative capacity, which must have an effective economic system, as well as to obtain accurate estimates of the impact of innovative capacity on the development of the national economy, it is necessary to have a clear definition, first, the concept of innovative capacity, and secondly, its composition. To this end, it is necessary to clearly identify all the essential factors that determine its dynamics.

Innovation, innovativeness, innovation activity, innovative capacity can be considered as the main factors that determine the scale and intensity of business activity and, ultimately, the degree of its success or failure, regardless of the form, vectors of development of these activities.

One of the important aspects of innovation activity is managing the innovative capacity of the enterprise, which involves using the results of research and development to create a fundamentally new or upgrade existing products, creation and usage new technologies for its production.

Innovations resulting from the realization of innovative capacity can be used in the practical activity of the enterprise, meet the existing needs of consumers and be a potential source of new innovations to meet the future needs of the market.

Few domestic enterprises have strong innovative capacity, but even fewer are capable of realizing it effectively, which cannot but affect their competitiveness and efficiency of economic activity. In the modern conditions of formation, development and realization of innovative capacity is one of the essential factors of sustainable development of domestic enterprises.

In our view, the innovative capacity of the enterprise, being a set of resources for innovation, including hidden opportunities, is the basis of the pyramid of the enterprise competitiveness. Identifying and implementing new ideas can ensure the competitiveness and efficiency of the enterprise over a long period of time. Increasing the competitiveness and efficiency of industrial enterprises through the management of innovative capacity of the enterprise involves the efficient use of all available enterprise resources (material, personnel, financial, material and technical, intellectual) to improve existing ones, as well as the development and implementation of brand new technical, technological, industrial, financial -economic and organizational-managerial approaches and decisions. Effective management of an enterprise's innovative capacity is able to provide it with efficiency and competitiveness both in the near and long term perspective.

“The purpose of evaluating the innovative capacity of the enterprise is the ability to determine the current level of its development, the choice of directions of innovative development and the formation of innovative strategy of the enterprise in the system of formation of strategic alternatives for its development in general, aimed at increasing the resilience and flexibility regarding changes in the environment” [4, p. 132]. The realization of all the capabilities of the enterprise begins with an adequate to the external and internal environment of the overall management strategy. “An innovative strategy, as a component of the overall, requires special attention and alignment with other processes in the enterprise. The main task is to strike a balance between the development of scientific, technical and industrial potentials” [6, p. 165].

At present, the issue of the formation of innovative capacity in the economic literature is receiving a great deal of attention, but the existing information is often fragmentary and contradictory and has no clear interpretation.

Representatives of neoclassical theory of innovation B. Twiss and G. Less evaluated innovation as the “main impetus” of development coming from new consumer goods, new methods of production and transportation, new markets, new organizational forms in industry. In doing so, they also take into account the cyclical nature of economic development. Thus, B. Twiss understands innovation as a process in which an invention or new idea becomes economically meaningful [5].

P. Doyle defines innovation as the creation and delivery of products or services that offer consumers benefits and are perceived by customers as new or more sophisticated. In addition, P. Doyle distinguishes between invention and innovation. The difference, according to the author, is that invention is a new product and innovation is a new benefit. Consumers need not in a new product, but in solutions that offer new benefits [2].

The author A. Grynev views innovative capacity as “... the sum of all available tangible and intangible assets of the enterprise used in the process of innovation” [1].

According to O. Lomakin, “the innovative capacity of the enterprise is a measure of readiness to fulfill the tasks that ensure the achievement of the set innovative goal, that is, a measure of readiness for the implementation of the project or program of innovative strategic changes” [3, p. 112].

It should be noted that innovation as the main engine of growth, and innovativeness as a key factor in success in business has repeatedly been noted by management practices. Thus, Abby Joseph Cohen, president of the Goldman and Sachs Institute for Global Studies, notes, “there is a statistically valid link between innovation and growth in living standards” [8].

Confirmation of this dependence is devoted to the study “Innovation and Economic Growth: An Empirical Analysis for CEE Countries” [12], the report of the results of which was held at the 4th World Conference on Business, Economics and Management 2015. All large companies such as Toyota. Samsung, etc., not to mention such recognized innovation leaders as Facebook, Google, Skyscanner, Alibaba Group, Uber, etc., in their strategies highlight the key role of innovation and pay particular attention to the problem of increasing company innovation, stimulating innovation in its employees, counterparties and social communities.

From the above mentioned, it is possible to formulate the definition of innovative capacity, which most fully reflects its essence. Innovative capacity is a system of interacting and interconnected resources of an enterprise that is needed in the process of innovative activities, given their limited nature and possible (positive or negative) impact on the end result of the enterprise. Considering the innovative capacity of the enterprise from the standpoint of a systematic approach, rather than simply as a set of resources, allows to understand more deeply this complex crisis phenomenon and to reveal its main feature, which is manifested in the synergistic effect caused by internal interactions of the elements of the potential.

Innovative activities is of high importance for the degree of risk and uncertainty of obtaining a positive result. Only a stable economic system can finance such work. It is much easier to implement another area of innovation - to acquire innovative products (information) from the one who has already solved these tasks, and to implement them in their production. It is no secret that the long terms of development and introduction of innovations in the domestic macro system have led to the lag of our economy from the economies of the leading countries of the world. In addition, the prolonged periods of development, creation and implementation of innovations have largely contributed to the dispersion of resources intended to provide innovative activities.

In the event that the company makes the decision to independently develop a new product and introduce it into production, then reducing the risk of failure to innovate in the market or reducing it to zero, ideally, can help the proper use of marketing concepts. Although many propositions of marketing theory appear to be rather controversial, especially in terms of scientific and technological progress, the inclusion of marketing resources of an enterprise in its innovative capacity is quite justified because it allows improving its quality.

Thus, the innovative capacity, which is a complex dynamic system, requires characterizing the elaboration of many theoretical, methodological and methodical issues related to the determination of its rational size, structure, assessment of the degree of mutual influence of the macro system on innovative development and innovative activities - on development the macroeconomic system.

In order to develop an effective mechanism for managing the innovative capacity of the studied enterprise PJSC “Odeskabel” it is proposed to evaluate the innovative capacity by the following components:

where Nhed - number of specialists with higher education, people.

Nams - number of administrative and managerial staff of IPU, people.

Let us calculate SGhed = 85/102 = 0.83

The specific gravity of AMS younger than 50 years (SG>50) in their numbers is determined:

The share of scientific and technical specialists who have a scientific degree and scientific rank in the number of such specialists is:

where SGr&d - the share of internal R&D expenditures and technology acquisition in total production expenditures,°/o;

SGr&d sector - the average sectoral indicator of internal R&D expenditures and technology acquisition in total production expenditures,%.

SGR&D = 2701 thous. UAH. / 100108 thous UAH. * 100 = 1.6% SGR&D sector indicator for cable enterprises is 3%, so: SGfin.ec.= 1.6 / 3 = 0.53.

SGr&d = 2701 thous. UAH. / 100108 thous UAH. * 100 = 1.6%

SGr&d sector indicator for cable enterprises is 3%, so:

SGfin.ec.= 1.6 / 3 = 0.53.

- to calculate the marketing component (SGm) the indicator of the specific gravity of manufacture of products for a period of up to 10 years is used, which is calculated:

where Nssinstalled - installed specialized software;

Nssrequired - specialized software required;

Out of the 10 required software packages, 9 programs are installed and used in the enterprise, but there is a need to buy a CRM system to facilitate the work with consumers. Therefore, the indicator will be:

Nss = 9/10 = 0,9

Taking into account the equal wight of these indicators, the overall assessment of innovative capacity by organizational and managerial component (SGo mn ) will be:

SGorg.mng = 1/2 * 0.47 + 1/2 * 0.9 = 0.685.

As we can see from the figure, the innovative capacity of the enterprise is of critical importance for such components as material and technical and marketing. That is, they should be the basis for the development of a set of measures aimed at counteracting threats and increasing the level of innovative capacity of the enterprise, and, accordingly, expanding its adaptive capacity to changing conditions of economic activity, creating conditions for stable functioning and development. It is the material and technical and marketing component that will lead to improvement of the innovative capacity of the enterprise.

Conclusions

One of the most important components of an innovative development management system is innovative capacity, the formation of which is a conceptual reflection of the process of innovative development.

Determining the structure of innovative capacity is an important problem in forming a comprehensive evaluation of the innovative capacity of an industrial enterprise. The composition of the evaluation indicators should provide the necessary and sufficient information on the state of the innovative capacity and its individual components in order to make timely and objective management decisions regarding the further effective management of its innovation development.

The purpose of a comprehensive evaluation of the innovative capacity of an industrial enterprise is the ability to select and implement a strategy of innovative development, which allows increasing its level of competitiveness in the market. Comprehensive assessment of the level of innovative capacityl of the enterprise will allow: