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INNOVATIVE DEVELOPMENT AS A FACTOR IN INCREASING AND
ENSURING THE COMPETITIVENESS OF AN ENTERPRISE
Yusupxodjayeva Gulchekhra Baxadirxodjayevna
DSc, professor, Tashkent State Technical University named after I. Karimov
Abstract:
The article assesses the development indicators of innovative
management of industrial enterprises in Uzbekistan. The organizational and
economic mechanism for the implementation of innovative management of industrial
enterprises was also analyzed, its features and existing problems were identified. In
the future, scientific proposals and practical recommendations have been developed
on the possibility of creative use of advanced foreign experience to improve the
efficiency of innovative management of the country's industrial enterprises.
Key words:
innovations, management, innovation management, research and
development (R&D), information and communication technologies (ICT), science-
intensive products, innovation activity, innovation specialization.
The successful development and functioning of an innovative enterprise in
today’s difficult economic conditions depends on a well-established and effective
management model. Today, the priorities of the reforms implemented in our country
are to accelerate the introduction of innovative projects in various sectors of the
national economy, including the production of innovative products by industrial
enterprises, and the achievement of high economic growth indicators due to the wide
use of management innovations in practice. In particular, "by 2030, it is planned to
include Uzbekistan in the TOP-50 countries in the "Global Innovation Index". In
achieving this goal, the priority task of improving the position of our country in terms
of low indicators recorded in this index is set out in the Development Strategy of
New Uzbekistan for 2022-2026. This situation raises the need to conduct research of
scientific and practical importance aimed at increasing the efficiency of innovation
management of industrial enterprises in our country.
In Uzbekistan, priority is given to measures aimed at stimulating the
implementation of innovative projects, transferring large manufacturing enterprises,
small and medium-sized businesses to the path of innovative development,
developing initial (startup) innovative business projects and providing state support
for their development. In particular, increasing the efficiency of innovative
management at enterprises is considered a factor stimulating economic growth and an
important condition for creating new jobs and ensuring the stability of the national
economy. Also, in the conditions of an increasingly developing market economy,
improving the competitiveness of enterprises at the national and international levels
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requires their economic activity to be carried out in an innovative direction. In recent
years, the development of innovative management of industrial enterprises in our
country has been one of the priority areas of the reforms being implemented.
The rapid development of industrial enterprises in the economy of our country,
the increasing complexity of their organizational structure, including the expansion of
the scope of their types and areas of activity, has led to the complexity of the
management functions of industrial enterprises, which has led to the emergence of
relevant problems in making rational decisions. At the same time, it has raised the
need to increase the efficiency of innovative management of industrial enterprises. In
particular, in the Development Strategy of New Uzbekistan for 2022-2026,
“widespread introduction of innovations into the economy, development of
cooperative relations between industrial enterprises and scientific institutions” are
among the priority goals.
In order to implement the priority tasks set by the President of our country, it is
necessary to increase the efficiency of innovative management of industrial
enterprises. The introduction of an innovative management system in industrial
enterprises and its improvement will ultimately ensure a steady increase in the level
of competitiveness of the enterprise. According to the results of the theoretical
analysis of the factors affecting the efficiency of innovative management of industrial
enterprises, the factors affecting it can be grouped into internal and external factors.
Based on the results of our research, improving the efficiency of innovative
management of industrial enterprises should not only ensure an increase in the
productivity of implementing innovations in the enterprise, but also create sufficient
conditions for the enterprise to achieve national and international competitiveness. In
our opinion, it is necessary to take into account modern conditions, internal and
external factors that influence the efficiency of innovative management of an
industrial enterprise, in the context of the modernization of the economy, the
deepening of competition between manufacturers, including the rapid development of
innovations in the system of economic relations.
The proposed grouping of factors affecting the effectiveness of innovative
management of an industrial enterprise is presented from the point of view of directly
increasing the effectiveness of innovative activity at the enterprise and further
improving its competitiveness. Internal factors affecting the effectiveness of
innovative management of an enterprise include: – entrepreneurial ability (corporate
management efficiency). Entrepreneurial ability is considered a human quality
inherent in the head of the enterprise, heads of departments in it, and it is this ability
that is an important component of the development of innovative activity. That is, the
higher the entrepreneurial ability of a person, the higher his desire to develop
innovations, innovative products and put them into practice. Also, in the process of
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implementing corporate governance at the enterprise, priority is given to financing
their scientific research, experimental and design developments (ITTKI) and
innovative projects, and to motivating the personnel of the enterprise. This, in turn,
creates a unique corporate culture in the enterprise, creating a basis for free creative
activity for its personnel. Ultimately, the efficiency of the enterprise's innovative
activities increases.
World experience in organizing innovation processes at enterprises shows that
the requirements for highly qualified innovation managers are high. Because the
effectiveness of innovation processes has been proven in practice to be inextricably
linked to the professional qualifications and skills of innovation managers. At the
same time, the demand for highly qualified innovation managers, innovation
engineers and scientists is also high; – communication efficiency. In the context of
the development of information technologies and the digitalization of economic
relations in the country, the effectiveness of an enterprise's innovative activities is
directly affected by the state of its communication links. In this case, the enterprise's
communication links must fully cover all links of the organizational structure of the
enterprise in terms of its activities, and ensure the flow of information to the
enterprise on innovative developments and innovative ideas related to its activities.
One of the important factors in ensuring the effectiveness of an enterprise's
innovation management is the market orientation of the enterprise's innovation
activities. That is, based on the existing demand of consumers in the market, the
production of an innovative product and its introduction to the market maximizes the
benefit that the enterprise receives from the innovation project.
In this case, it is necessary to pay attention to the innovative marketing activities
and their implementation in the enterprise; – the level of sufficiency of resources for
innovations. In most cases, in practice, the development of the innovative activities of
the enterprise is manifested by a lack of financial, information, raw materials,
qualified personnel and other types of resources. Especially in small and medium-
sized industrial enterprises, the lack of financial resources limits their ability to
implement long-term innovative projects. If we analyze the practice of developed
countries, in conditions where such problems arise, enterprise managers achieve the
implementation of innovative projects by attracting venture capital investments.
The next group of factors affecting the effectiveness of innovation management
of industrial enterprises is external factors, among which we have included the
following:
● advisory and consulting services. This involves the establishment of centers
for the organization of innovative activities in industrial enterprises, priority areas of
their development, and the development of innovative developments by the state. In
particular, in developed countries, highly qualified and leading specialists in
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innovative activities of retirement age are attracted to such organizations. For
example, in the USA, 389 such advisory centers operate, where the services of 11,400
highly qualified pensioners who worked in the field of innovative activities of
enterprises are used. The "Japan Organization for Industrial Construction" has been
established in Tokyo, which is engaged in providing scientific and practical
assistance to small and medium-sized industrial enterprises in developing new
technologies, creating innovative products, implementing innovative projects, and
ensuring the participation of enterprises in innovative processes. A similar
organization has been established under the European Commission, where leading
experts visit innovative businesses in European Union countries to study the current
situation and provide relevant advice.
● financial support. At various stages of organizing innovative activities at an
enterprise, developing an innovative project and its implementation, it is necessary to
attract financial resources from external sources that are considered optimal for the
enterprise. This can include using tax incentives allocated by the state for the
development of innovative activities at enterprises, attracting investments from
external sources, obtaining loans using banking services, leasing and other similar
financial instruments;
● stimulation of innovative activities. This implies the implementation of state
programs aimed at supporting the innovative activities of industrial enterprises. As
the practice of developed countries shows, in countries such as the USA, Canada,
Germany, Japan, France and Great Britain, it is established that the state supports all
types of innovative activities of industrial enterprises through active state programs.
In these countries, 20-50 percent of the costs of small innovative business entities
starting to engage in innovative activities are covered by the state;
● legislation. This implies the existence of legal and regulatory documents on
the organization and development of innovative activity in the country's economy and
the features of their implementation. In particular, it is necessary to have a regulatory
and legal framework regarding the areas and directions of innovative activity of the
enterprise, the benefits provided by the state for innovative activity, programs aimed
at supporting them, innovations and any economic relations related to them.
Analysis shows that the innovative development model implemented in the
country has a direct impact on the factors affecting the efficiency of management of
innovative activities of industrial enterprises. Today, three different models of
innovative development have been formed in the countries of the world. The first
model is considered a model typical for the world leaders in science and innovation,
and is based on the implementation of fundamental and applied research. This type of
innovative development model is typical for the USA, England and France. This
group of countries achieves the development of an innovative economy by
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encouraging the implementation of fundamental and applied research. The second
model is characterized by the development of an innovative economy by creating
favorable conditions for the development of innovations, and is typical for countries
such as Germany, Sweden and Switzerland. The third model is considered a model of
an innovative economy specializing in the scientific and technological development
of the world economy, and is a model typical for countries such as Japan and South
Korea. It should be noted that the innovative development models implemented in the
countries determine the directions of the innovative activities of the enterprise and its
specialization. In the world economy, an interconnected micro- and macro-level
mechanism for implementing innovative activities in industrial enterprises operates.
The micro-mechanism of implementing innovative processes in an enterprise is
manifested in the practice of enterprise management through the mechanisms for the
adoption of innovations. The scale of implementing innovations in its practice is
inextricably linked to the innovative potential of the enterprise, which takes into
account the volume of their innovation development and the desire to adopt new
products.
This type of grouping of internal and external factors affecting the effectiveness
of an enterprise's innovation management also includes factors that affect the
improvement of the enterprise's competitiveness at the national and international
levels and its innovative potential in the long term.
Also, factors affecting the effectiveness of the enterprise's innovative
management create the basis for increasing the enterprise's innovative potential. In
the economic literature, industrial enterprises are divided into low, medium and high
levels according to the level of development of their innovative potential. Low-level
innovative potential is characteristic of industrial enterprises that are not adapted to
the development or adoption of innovations, and in the practice of this type of
business entities, innovative management is underdeveloped or not organized at all.
That is, engaged in business activities in the traditional form, the desire to implement
innovations in practice is almost imperceptible. Medium-level innovative potential is
characteristic of industrial enterprises that, by implementing innovations in their
practice or developing them, strive not to lose their position in the market and
strengthen it. In the management practice of this type of industrial enterprises, their
speed and duration of adaptation to innovative changes are characterized by a
somewhat slow pace and duration. High level of innovative potential is characteristic
of industrial enterprises that have their own innovative position in the market, are
able to immediately implement innovative developments in their practice, and are
constantly leading in the development of innovative products.
This type of enterprise is distinguished from others by its specialization in full
innovation management. In our opinion, taking into account the above ideas and
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proposals, the organization of innovative management at industrial enterprises in our
country will not only achieve high efficiency in the long term, but also create
appropriate conditions for further improvement of the competitiveness of local
producers in the world market. In particular, as a result of the development of export-
oriented industrial production in our country due to the development of new markets
by local producers, the volume of exports of products with high added value will
increase.
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