Peculiarities of Innovative Risk Management at Industrial Enterprises of Ukraine
The article is devoted to the study of enterprise risk management in innovation, which necessitates the study and generalization of innovation experience in Ukraine and other countries. Substantiated and highlighted issues related to improving the process of innovation risk management in the enterpr...
Gespeichert in:
| Veröffentlicht in: | Економічний вісник Донбасу |
|---|---|
| Datum: | 2021 |
| Hauptverfasser: | , , , |
| Format: | Artikel |
| Sprache: | Englisch |
| Veröffentlicht: |
Інститут економіки промисловості НАН України
2021
|
| Schlagworte: | |
| Online Zugang: | https://nasplib.isofts.kiev.ua/handle/123456789/184880 |
| Tags: |
Tag hinzufügen
Keine Tags, Fügen Sie den ersten Tag hinzu!
|
| Назва журналу: | Digital Library of Periodicals of National Academy of Sciences of Ukraine |
| Zitieren: | Peculiarities of Innovative Risk Management at Industrial Enterprises of Ukraine / I. Fomichenko, V. Bashtovyi, S. Barkova, O. Pakhomova // Економічний вісник Донбасу. — 2021. — № 4 (66). — С. 80-88. — Бібліогр.: 22 назв. — англ. |
Institution
Digital Library of Periodicals of National Academy of Sciences of Ukraine| _version_ | 1860245477800280064 |
|---|---|
| author | Fomichenko, I. Bashtovyi, V. Barkova, S. Pakhomova, O. |
| author_facet | Fomichenko, I. Bashtovyi, V. Barkova, S. Pakhomova, O. |
| citation_txt | Peculiarities of Innovative Risk Management at Industrial Enterprises of Ukraine / I. Fomichenko, V. Bashtovyi, S. Barkova, O. Pakhomova // Економічний вісник Донбасу. — 2021. — № 4 (66). — С. 80-88. — Бібліогр.: 22 назв. — англ. |
| collection | DSpace DC |
| container_title | Економічний вісник Донбасу |
| description | The article is devoted to the study of enterprise risk management in innovation, which necessitates the study and generalization of innovation experience in Ukraine and other countries. Substantiated and highlighted issues related to improving the process of innovation risk management in the enterprise. The process of innovation risk management at domestic enterprises is studied. Identified existing problems that arise during this process, and identify the main ways to solve them. Important rules that need to be followed in order to increase the effectiveness of innovation risk management in domestic enterprises are highlighted.
Стаття присвячена дослідженню управління інноваційними ризиками на підприємстві, що обумовлює необхідність вивчення і узагальнення інноваційного досвіду України та інших країн. Обґрунтувано та висвітлено питання, що пов'язані з поліпшенням процесу управління інноваційними ризиками на підприємстві. Досліджено процес управління інноваційними ризиками на вітчизняних підприємствах. Виявлено існуючі проблеми, що виникають під час здійснення цього процесу, та визначено основні шляхи їх розв’язання. Виділено важливі правила, яких необхідно дотримуватися з метою підвищення ефективності управління інноваційними ризиками на вітчизняних підприємствах.
Статья посвящена исследованию управления инновационными рисками на предприятии, которое обусловливает необходимость изучения и обобщения инновационного опыта Украины и других стран. Обоснованы и освещены вопросы, которые связаны с улучшением процесса управления инновационными рисками на предприятии. Исследован процесс управления инновационными рисками на отечественных предприятиях. Выявлены существующие проблемы, которые возникают во время осуществления этого процесса, и определены основные пути их решения. Выделены важные правила, которых необходимо придерживаться с целью повышения эффективности управления инновационными рисками на отечественных предприятиях.
|
| first_indexed | 2025-12-07T18:36:09Z |
| format | Article |
| fulltext |
I. Fomichenko, V. Bashtovyi, S. Barkova, O. Pakhomova
80
Економічний вісник Донбасу № 4(66), 2021
DOI: https://doi.org/10.12958/1817-3772-2021-4(66)-80-88
UDC 005.591.6:334.72(477)
I. Fomichenko,
PhD (Economics),
ORCID 0000-0002-9180-9344,
e-mail: Inna_fomichenko@ukr.net,
Donbass State Engineering Academy, Kramatorsk,
V. Bashtovyi,
director of Druzhkivka Vocational College,
ORCID 0000-0002-4314-8879,
Donbass State Engineering Academy, Druzhkivka,
S. Barkova,
assistant,
ORCID 0000-0002-7894-2108,
e-mail: sveta-barkova@ukr.net,
Donbass State Engineering Academy, Kramatorsk,
O. Pakhomova,
head's assistant,
ORCID 0000-0001-9326-0589,
Donbass State Engineering Academy, Druzhkivka
PECULIARITIES OF INNOVATIVE RISK MANAGEMENT
AT INDUSTRIAL ENTERPRISES OF UKRAINE
Formulation of the problem. The formation of a
market management system and the development of
perfect competitive relations between its subjects in
Ukraine require the introduction of both managerial and
managed organizational and economic mechanism
capable of ensuring stable and efficient high-
profit operation of key structural units – industrial
enterprises – and mobile intensify reproduction
processes both locally and at the global level. Therefore,
in practice it is important to find effective ways to
improve the efficiency of enterprises.
The unpredictability and instability of post-conflict
conditions are forcing companies to find new ways of
economic growth. The implementation of innovative
projects in modern economic conditions is becoming a
key factor in maintaining the position and competi-
tiveness of industrial enterprises in the market. The
implementation of innovative activities is always
accompanied by a number of risks. One of the main
factors hindering the innovative activity of enterprises is
the high level of riskiness of innovative measures.
Analysis of recent research and publications.
Scientific aspects of innovation processes are
considered in scientific works of domestic and foreign
scientists. Among them are researchers: N. Krasno-
kutskaya, V. Ilenkova, V. Popova, T. Skripko, R. Fat-
khutdinova, S. Kravchenko, Yu. Vertakova, I. Afonin,
J. Schumpeter, E. Dandon and others. Issues of risks
during the implementation of innovative projects, the
prerequisites for their occurrence are considered in the
works of many scientists. It should be noted
M. Denisenko, O. Volkov, who outlined in their
textbook on innovation the main trends, features,
strategies and mechanisms of innovation [1]; M. Gra-
chev, S. Lyapin, who highlighted in their textbook the
knowledge that forms the necessary skills, basic
competencies: from risk identification and analysis to
the development of solutions in the organization of risk
management to overcome them, which are necessary for
managers and specialists in innovation management [2].
The purpose of the article there is an analysis of
the features of innovation risks of industrial enterprises
in post-conflict conditions.
Presentation of the main research material. The
formation of economic relations at the present stage of
development in Ukraine requires companies to find new
approaches to their activities, new approaches to
business management and new approaches to meet
consumer needs. The solution of the above problems
should be innovation, which should become a priority of
the enterprise in the face of fierce competition and
marketing orientation of enterprises.
Innovation is a process aimed at developing and
implementing the results of completed research and
development or other scientific and technical
achievements in a new or improved product sold on the
market, in a new or improved technological process
used in practice, as well as related research and
development [3, p. 19].
Management of Innovations
I. Fomichenko, V. Bashtovyi, S. Barkova, O. Pakhomova
81
Економічний вісник Донбасу № 4(66), 2021
The main factor that hinders the successful
implementation of innovation activities by enterprises,
on a par with the lack of financial resources, the weak
effectiveness of state support mechanisms is the
increased innovation risk. Risk is generally associated
with the possibility or threat of deviation of the results
of specific actions or decisions from those expected.
Yes, the risk may be manifested in the fact that in a
particular market or its part of the new product may not
be sold in the amounts that were calculated on based on
the results of insufficient marketing research. Or, when
choosing a pricing strategy to enter new markets, it is
not possible to say with certainty that the company
expects success, because competitors can respond with
adequate action. As a result – the possibility of losses or
loss of income [4]. It should be noted that in foreign
dictionaries to denote the category of "risk" consonant
words are used: in English – "risk", in French – "risque",
in German – "risiko" and so on. According to
philologists, this category comes from the Latin term
"resecum", which means "rock" or "danger", it was used
by ancient sailors to denote the danger of colliding with
a coastal rock. In the modern economic literature, risk
is often defined as an element of uncertainty that may
affect the business of an entity or the outcome of a
particular economic transaction. When carrying out
innovation activities, the company faces various risks:
macro risks (inflation risk; tax risk; risk of instability;
risk of changes in legislation; political risk; foreign
economic risk; environmental risk); micro-risks (market
risk; marketing risk; purchasing risk; sales risk;
competitive risk; assortment risk; price risk; price risk;
communication risk; personnel risk; integrity risk;
financial risk [5, р. 174]. The process of risk
management in the enterprise in the framework of
innovation (innovation risks) should include the
following stages: monitoring and analysis of external
and internal risk factors, assessment of innovation risks,
planning of risk management, development of measures
to reduce innovation risks. Monitoring and analysis of
external and internal risk factors should provide
management with information on the ranking of risk
factors by risk probability and degree of risk.
This is necessary for management decisions
regarding the ongoing monitoring of those factors that
are a source of probable occurrence of high and medium
risk. In order to solve this problem, when monitoring
external and internal risk factors, such indicators as the
probability of risk and the degree of risk should be
analyzed. The map of risk factors depending on the
probability of risk and the degree of risk is presented in
Fig. 1.
Characteristics of risk
probability
minimal small insignificant significant high
No risk
Low
Minor
Average
High C
ha
ra
ct
er
is
tic
s
of
th
e
de
gr
ee
o
f r
is
k
Factors that require great attention during monitoring
Factors that do not require much attention during monitoring
Fig. 1. Map of risk factors depending on the probability of risk and the degree of innovation risk
(compiled by the authors based on sources [2])
The problem of improving production efficiency is
to ensure the maximum possible result for each unit of
labor, material, financial and other resources spent.
Therefore, the criterion for the efficiency of production
on a macroeconomic scale is the growth of social labor
productivity. In general, all measures to improve the
efficiency of enterprises can be reduced to three areas:
1) cost and resource management; 2) development and
improvement of production and other activities;
3) improving the management system of the enterprise
and all its activities. Forming a system of performance
indicators of economic entities, it is advisable to adhere
to certain principles, namely: ensuring an organic
relationship between the criterion and the system of
specific performance indicators; reflecting the
efficiency of use of all types of resources used;
possibilities of application of efficiency indicators to
management of various links of production at the
enterprise (activity in the organization); performance of
the leading indicators of the stimulating function in the
process of using the existing reserves to increase the
efficiency of production (activity) [6, р. 453 – 454 ].
Having studied the directions and measures to
increase the innovative activity of industrial enterprises,
there is a need to specify the directions of action and use
of the main internal and external factors, among which
are: 1) innovation. Technological innovation innova-
tions, especially modern forms of automation and
information technology, have the most significant
impact on the level and dynamics of production
efficiency (services); 2) equipment. The equipment has
a leading place in the program of increase of efficiency
first of all production, and also other activity of subjects
of managing; 3) material resources. Materials and
I. Fomichenko, V. Bashtovyi, S. Barkova, O. Pakhomova
82
Економічний вісник Донбасу № 4(66), 2021
energy have a positive effect on the level of efficiency
if the problems of resource conservation, reduction of
material consumption and energy intensity of products
(services) are solved, management of stocks of material
resources and sources of supply is streamlined;
4) finished products (products). The products of labor
offered by the company for sale must appear on the
market in the right place, at the right time and at a well-
thought-out price. In this regard, the entity should
ensure that there are no organizational or economic
barriers between production (provision of services) and
individual stages of marketing research; 5) employees.
The main source and determining factor in the growth
of efficiency are employees – managers, managers,
specialists, workers. Business qualities of employees,
increase of productivity of their work are in many
respects conditioned by the effective motivational
mechanism at the enterprise, maintenance of a favorable
social microclimate in labor collective; 6) organization
and systems. Unity of labor collective, rational
delegation of responsibility, proper management
standards characterize the proper organization of the
enterprise, which provides the necessary specialization
and coordination of management processes, and hence a
higher level of efficiency (productivity) of any complex
production and economic system; 7) methods of work.
With the predominance of labor-intensive processes,
more advanced methods of work become promising
enough to ensure increased efficiency of the enterprise.
The assessment of innovation risks of industrial
enterprises should include an expert assessment of the
level of risk and risk acceptability. In the system of
innovation risk management of the enterprise
considerable attention should be paid to the subsystem
of planning work on risk management, because the
effectiveness of the innovation risk management system
as a whole depends on this process [7, р. 62]. Planning
of work on innovation risk management should include:
planning of research of external and internal risk factors;
analysis of the parameters of the risk object;
development of proposals for improving the object of
risk; economic justification of work on risk
management; stimulating the performance of works at a
high level; formulation of principles of risk management
organization; development of organizational structure of
risk management; choice of measures and models for
risk management; ensuring the adaptability of risk
management processes; automation of work on inno-
vation risk management; development of information
architecture of risk management system [5, p. 176]. The
development of measures to reduce innovation risks
should include a choice from the total mass of methods
to reduce innovation risks, those whose use is more
appropriate, ie their use can lead to the desired result and
for which the company has the necessary potential.
Methods that should be considered as alternatives
are: preventive methods, risk avoidance method, risk
allocation method (between project co-executors), risk
diversification method, risk source localization method,
risk dissipation method, risk compensation method, risk
compensation method, risk insurance method and
hedging method. You should choose those methods of
reducing the risks of innovation, which received a high
and medium rating of acceptability. It should be noted
that innovation is not only the use of high technology,
but also innovation in the field of management
decisions. To implement the innovative tasks facing the
company requires a reorganization of the enterprise
management system based on new management
technologies – innovative approaches in enterprise
management. The model of innovation organization
management is characterized by the management of
innovations on the scale of the expanded organization,
ie including consumers, suppliers, strategic partners. An
important innovative resource of the enterprise is the
staff, the innovative potential of which is based on the
ability of employees to produce and effectively
implement both their own and third-party new ideas and
projects.
If the innovation is successfully implemented, the
company significantly changes its competitive position
in front of other actors in a particular industry, increases
profits and more. In the textbook "Commodity
Innovation Policy" by S. Ilyashenko and Yu. Shipulina
gives a table of positive and negative features of
innovation risk for the enterprise-innovator (Table 1) [8,
p. 146].
The high level of risk in innovation is explained by
the fact that the implementation of innovations requires
significant costs, while not all innovations bring the
expected profit. It is necessary to take into account the
peculiarities of the implementation of innovative
developments, such as the long period of their
implementation and the significant number of
participants involved in this process, including from
various sectors of the economy and other countries.
There are several types of innovation risks, the most
characteristic of modern business conditions [9]: the risk
of erroneous choice of innovation projects [10].
The reasons for this type of risk may be
insufficiently reasoned choice of priorities of economic
and market strategy of the enterprise. The prospects of
the company's market position and its financial stability
may be erroneously assessed. In addition, the author of
an innovative project often overestimates its importance
to the consumer - in this case, the cause of the risk is an
erroneous assessment of the consumer market; risks of
failure to provide the innovation project with a sufficient
level of funding. Includes the risk of underfunding for
project development and the risk of incorrect choice of
funding sources (inability to implement the project at its
own expense, lack of available sources of borrowed
funds, etc.); risks of non-performance of economic
agreements, namely: the risk of the partner's refusal to
enter into an agreement after negotiations (in the event
of a sharp change in economic conditions), the risk of
concluding agreements on unfavorable terms, the risk of
concluding agreements with insolvent partners, the risk
I. Fomichenko, V. Bashtovyi, S. Barkova, O. Pakhomova
83
Економічний вісник Донбасу № 4(66), 2021
Table 1
Positive and negative features of innovation risk
(compiled by the authors based on source [8, р. 146])
Constraining factor (negative side) Chance of success (incentive side)
– Direct financial losses due to non-acceptance of the
novelty by the market;
– lost opportunities due to the concentration of efforts
on unpromising areas;
– restructuring of the established system of interaction
with economic counterparties;
– difficulties in financing innovation, the outcome of
which is uncertain;
– restructuring of the traditional system of functioning
of the enterprise and its management;
– high costs for attracting highly qualified specialists
from other institutions;
– loss of image due to the failure of innovations
– Outpacing competitors;
– the opportunity to take advantage of the discoverer,
in particular the pricing strategy of "removal of cream";
– expanding the adaptive capabilities of the enterprise-
innovator to change the market situation;
– maintaining the interest of consumers by providing
them with better products;
– growth of the image of the enterprise-innovator;
– penetration into new, most economically attractive
areas of activity;
– realization of creative potential of employees and
managers of the enterprise-innovator;
– improving the organizational structure of
management;
– improving financial results
of non-fulfillment of contractual obligations by partners
in time (mainly due to sharp fluctuations in economic
conditions); marketing risks of current supply and
marketing. This group is quite large, but in most cases
is determined by the lack of professionalism of
marketing services of the company or the lack of such
[11].
A necessary condition for making effective
decisions based on innovation risks is the ability to
manage them, which is not to completely eliminate
them, but to determine acceptable limits, which will
minimize the negative consequences of a risky event.
Innovation risk management is a process by which the
company identifies innovation risks, estimates their
magnitude, monitors and controls, and identifies
measures to reduce their impact [12].
The process of innovation risk management
includes a set of measures aimed at increasing the
effectiveness of innovation activities of the enterprise
and minimizing (or almost complete elimination) of
possible losses (losses) in the process of its
implementation. The process of innovation risk
management requires the implementation of certain
stages. Scientists have developed different approaches
to the division of this process into stages, they do not
differ much in essence, but have certain features. In
Fig. 2 shows the authors' generalized approach to the
process of innovation risk management.
Identification of innovation risks
Analysis of innovation risks
Ranking of innovation risks
Development and implementation of management measures
innovation risks
Monitoring and control of the innovation management process
risks in the enterprise
F
ee
db
ac
k
Fig. 2. The process of innovation risk management in the enterprise
(compiled by the authors based on source [13])
The first and perhaps the most important stage of
the process of innovation risk management is their
identification. Because the timely detection of
innovation risks allows you to make informed
management decisions to minimize their negative
impact on the effectiveness of innovation. The next step
is to analyze the already identified innovation risks. This
stage is the most responsible and methodologically
complex, the effectiveness of the whole process of
innovation risk management depends on the quality of
I. Fomichenko, V. Bashtovyi, S. Barkova, O. Pakhomova
84
Економічний вісник Донбасу № 4(66), 2021
its implementation. At this stage, a qualitative and
quantitative analysis of innovation risks is envisaged.
Qualitative analysis of innovation risks involves
identifying sources and causes, stages and works that
most often cause innovation risk, ie identifying potential
areas of innovation risk, as well as identifying practical
benefits and possible negative consequences that may
arise in the process of innovation. The main task of
qualitative analysis of innovation risk is to identify
factors of innovation risks, as well as to identify its
potential areas [14].
The results of qualitative analysis of innovation
risks serve as an important source of information for the
implementation of quantitative analysis of innovation
risk, which involves the quantification of individual
innovation risks and project risk (decision) as a whole.
Quantitative analysis is performed provided that
sufficient information is available. Quantitative analysis
is based on probability theory, mathematical statistics,
theory of operations research [13]. The task of
quantitative analysis of innovation risks is to
numerically measure the impact of changes in project
factors that are tested on the risk and behavior of project
performance criteria. The main goal is to obtain the
necessary information for making management
decisions on the feasibility of innovative activities and
develop measures to protect the company from possible
losses.
The development of measures to manage
innovative risks requires an assessment of the
acceptability of the risk level and the choice of risk
management methods. It should be noted that in theory
and practice the most common methods of responding
to innovation risks are [13]: avoidance of innovation
risks, most often by eliminating the cause of such risks
(acquisition of property rights for ready-made
innovative developments, involvement of a qualified
contractor in the implementation of an innovative
project, etc.); transfer of innovation risks, which
consists in shifting responsibility for risk to another
party; acceptance of innovative risks, which can be as
passive (when those risks are consciously accepted,
which have a low level of negative impact on the
implementation of the innovation project) and active
(when developing an action plan in case of risks that
threaten the innovation project); optimization
(reduction) of the degree of innovation risks (through
the creation of appropriate reserves, risk insurance, etc.).
Here are six basic rules to follow in order to
improve the efficiency of innovation risk management
(Fig. 3).
The rule of forecasting is necessary
predict the consequences of risk by
comparing the expected outcome
with the possible costs
The rule of efficiency is impractical
risk more for less
Enterprise
The rule of continuity is impossible
carry out the risk management process
fragmentary
The rule of variance - there are no
dead ends, there are always many
solutions - the main thing is to be
able to identify them
The rule of optimality – it is
impractical to risk more than
equity can afford
Rule of proof - a positive
decision is made only in the
absence of doubt
Improving the efficiency of innovation risk management in enterprises
Fig. 3. Rules that must be followed in order to increase the effectiveness
of innovation risk management in domestic enterprises
(compiled by the authors based on source [12])
О. Petukhov and G. Silakov distinguishes the
following types of risks of innovation: risks caused by
R&D and trial launch, or technological (negative R&D
results, failure of tests, non-compliance of the technical
level of production with the requirements of
innovation); risks associated with production
(equipment failure, disruptions in logistics); marketing
risks (incorrect assessment of consumer preferences,
poor product positioning, problems with "naming",
trademark registration); risks of financing an innovation
project (underestimation of project costs, inflation
processes, crisis processes in the economy, increase in
costs); staffing risks (insufficient staff qualifications,
staff turnover, resistance to staff changes); risks of the
organization and management system (significant
transaction costs, unskilled management, problems
within the team, non-fulfillment of instructions and
agreements, failures of suppliers, etc.); legal risks
(infringement of intellectual property rights, problems
of licensing and certification); information risks
(information leakage, information system failures, etc.);
environmental risks (threat to environmental safety in
I. Fomichenko, V. Bashtovyi, S. Barkova, O. Pakhomova
85
Економічний вісник Донбасу № 4(66), 2021
connection with the implementation of an innovative
project) [16].
V. Zhezhukha in his work identifies types of
innovation risks depending on the consequences they
may have for the enterprise-innovator in the process of
direct implementation of the innovation project [17].
Consider them in the form of a table (Table 2).
Table 2
Innovation risks and their impact on innovation projects
(compiled by the authors based on source [17])
The power of
influence on
innovative
projects
Risks
Significant
impact (micro-
environment
risks)
– Organizational risks (inefficient strategy of innovative activity of the enterprise, poor
organization of units engaged in innovative developments, inefficiently constructed channels
of information dissemination in the process of innovative activity, possible conflicts in the
process of innovative developments, unsuccessful leadership styles and forms of government,
etc.);
– marketing risks (ineffective selection of appropriate marketing strategies to promote and
implement innovations);
– product risks (inefficient selection of appropriate technologies, resource suppliers,
contractors, poorly organized inventory management system, etc.);
– financial risks (lack of funds needed for the implementation of innovative projects,
deterioration of the financial condition of the enterprise, the difficulty of obtaining external
loans to finance innovative projects, etc.);
– risks of personnel management (inability of full-time employees of the enterprise to
independently implement an innovative project, staff turnover, inefficient system of motivation
of employees involved in the process of innovation, etc.)
Average
impact (market
risks)
– Difficulty in forecasting the situation in a particular area of activity;
– increasing the level of competition;
– Existence of various barriers to entering the market with innovative products, etc.
Least impact
(macro risks)
–Difficulty in forecasting the situation at the national and global levels;
– change in exchange rates, interest rates;
– change in the principles of taxation;
– change of customs rules;
– political circumstances;
– change of tastes and preferences of consumers;
– reduction of their purchasing power, etc.
A systematic analysis of risks that have a medium
level of impact on innovation shows that post-conflict
conditions do not significantly affect the significance of
these risks. The same situation is observed with regard
to the difficulty of forecasting the situation in a
particular area of activity. It is necessary to dwell on the
analysis of the risk of increasing the level of
competition. It is seen that post-conflict conditions
affect the likelihood of these risks, their overcoming and
avoidance. This is directly related to the loss of
enterprises, and sometimes completely production,
scientific capacity due to military conflict, loss of access
to certain resources necessary for the conduct and
improvement of economic activity, the severance of
economic ties. All these factors have significantly
complicated the competitive position of enterprises in
the Ukrainian market and in the world. Regarding the
existence of different barriers to entering the market
with innovative products, the conditions for these risks
and their overcoming are also different [20].
As a result of the military conflict in eastern
Ukraine, economic relations with Russia as an aggressor
were effectively suspended for some time, so companies
that focused on trade with eastern partners and / or had
production cycles related to Russian companies needed
to find new ones. partners, new markets. The loss of
production capacity, raw materials market and sales
market significantly affected both the overall activities
of the company as a whole and the ability to implement
innovative projects. The least impact on innovation is
exerted by risks that have the same conditions for all
Ukrainian enterprises, in particular the difficulty of
forecasting the situation at the national and global
levels, changing tax risks, reducing the level of
purchasing power.
Conclusions. Thus, innovation risk management is
a complex process that requires clear management
decisions to identify and reduce risks. The problem of
improving the efficiency of production and innovation
of the enterprise as a whole is to ensure the maximum
I. Fomichenko, V. Bashtovyi, S. Barkova, O. Pakhomova
86
Економічний вісник Донбасу № 4(66), 2021
possible result for each unit of labor, material and
financial resources spent. The main factors in improving
the efficiency of the enterprise are to increase its
innovation and technological level, improve
management, organization of production and labor,
change the volume and structure of production, improve
the quality of natural resources and more. Only the
skillful use of the whole system of these factors can
ensure a sufficient rate of growth of production
efficiency and reduce innovation risks.
Literature
1. Волков О. І., Денисенко М. П. та ін. Економіка й організація інноваційної діяльності : підручник. Київ : ВД «Про-
фесіонал», 2004. 960 с.
2. Грачева М. В., Ляпина С. Ю. Управление рисками в инновационной деятельности : учебное пособие. Москва :
ЮНИТИ-ДАНА, 2015. 352 с.
3. Балабанов И. Т. Инновационный менеджмент. Санкт-Петербург: Питер. 2000. 208 с.
4. Захарченко В. І., Корсікова Н. М., Меркулова М. М. Інноваційний менеджмент: теорія і практика в умовах
трансформації економіки: навч. посіб. Київ: Центр учбової літератури, 2012. 448 с.
5. Полонська Л. А., Лохман Н. В. Інноваційна політика торговельних підприємств: теорія та методологія: монографія.
Донецьк. ДонНУЕТ. 2009. 221 с.
6. Економіка підприємства : підручник / ЗА заг. ред. С. Ф. Покропивного. – [вид. 2-ге, перероб. та доп.]. – Київ : КНЕУ,
2011. 528 с.
7. Ілляшенко С. М. Управління інноваційним розвитком: проблеми, концепції, методи: Навчальний посібник. Суми.
ВТД «Університетська книга». 2003.278 с.
8. Ілляшенко С. М., Шипуліна Ю. С. Товарна інноваційна політика : підручник. Суми : Університетська книга, 2007.
281 с.
9. Калиновська Н. Л., Григор’єв О. Ю. Ризики інноваційної діяльності підприємств. Проблеми формування та розвитку
інноваційної інфраструктури: тези доповідей Міжнародної науково-практичної конференції (Львів, 19-21 травня 2011 р.).
Львів: Видавництво Львівської політехніки, 2011. С. 272 – 273.
10. Shalneva M. S., Zaitseva K. A., & Chernysheva M. A. Features of Corporate Innovation Risk Management.
In S. I. Ashmarina, V. V. Mantulenko, M. I. Inozemtsev, & E. L. Sidorenko (Eds.), Global Challenges and Prospects of the Modern
Economic Development. 2021. Vol. 106. Р. 1363-1372. European Proceedings of Social and Behavioural Sciences European Publisher.
DOI: https://doi.org/10.15405/epsbs.2021.04.02.162.
11. Manvelidze A. B. Operating Expenses for Large American Air Carriers. Strategic decisions and risk management. 2018.
Vol. 4. Р. 72-91. DOI: https://doi.org/10.17747/2078-8886-2018-4-72-91.
12. Пастушенко М. В. Удосконалення системи управління ризиками на підприємстві. Збірник наукових праць
Уманського національного університету садівництва. Умань: Економічні науки, 2010. 332 с.
13. Вербіцька І. І. Ризик-менеджмент як сучасна система управління ризиками підприємницьких структур. Сталий
розвиток економіки. 2013. № 5. С. 282 – 291.
14. Штефанич Д. А. Управління підприємницьким ризиком / за заг. ред. Д.А. Штефанича. Тернопіль: Економічна думка,
1999. 224 с.
15. Григор’єва О. Є. Проблеми ризиків, що виникають під час реалізації інноваційних проектів, та методи їхнього
кількісного вимірювання. Вісник Національного університету «Львівська політехніка». 2008. № 628. С. 64 – 71.
16. Пєтухова О. М., Сілакова Г. В. Управління ризиками інноваційної діяльності. Підвищення ефективності діяльності
підприємств харчової та переробної галузей АПК : матеріали Всеукраїнської науково-практичної конференції (м. Київ, 22–
23 листопада 2012 року). Київ : НУХТ, 2012. С. 145–147.
17. Жежуха В. Й. Ризики інноваційної діяльності підприємств. Науковий вісник НЛТУ України. 2009. Т. 19. № 2. С. 177–
182.
18. Падерін І. Д., Горященко Ю. Г. Стратегічні пріоритети інноваційного розвитку підприємництва. Економічний вісник
Донбасу. 2021. № 1 (63). С. 103–107. DOI: https://doi.org/10.12958/1817-3772-2021-1(63)-103-107.
19. Malakhovskyi Yu., Gamaliy V., Kulazhenko V., Cherednichenko M. Assessment of the Risks of Entrepreneurship as a
Prerequisite for the Implementation of Innovation Projects. Journal of Entrepreneurship Education. 2019. Vol. 22. Р. 1-6.
20. The Basics of Innovation Risks: Make Smarter Decisions. (2021). URL: https://www.acceptmission.com/blog/innovation-
risk/.
21. Олексенко Л. В. Інноваційна ультраструктура як необхідний компонент національної інноваційної системи.
Економічний вісник Донбасу. 2021. № 2 (64). С. 156–168.
22. Землянкін А. І., Підоричева І. Ю., Ніколаєнко А. І. Проект нової редакції Концепції розвитку національної
інноваційної системи України (на період 2016 – 2026 років). Економічний вісник Донбасу. 2016. № 3 (45). С. 197–206.
References
1. Volkov, O. I., Denysenko, M. P. et al. (2004). Ekonomika y orhanizatsiia innovatsiinoi diialnosti [Economics and organization
of innovative activity]. Kyiv, PH Professional. 960 р. [in Ukrainian].
2. Gracheva, M. V., Lyapina, S. Yu. (2015). Upravleniye riskami v innovatsionnoy deyatelʹnosti [Risk management in innovation
activities]. Moscow, UNITI-DANA. 352 р. [in Russian].
3. Balabanov, Y. T. (2000). Ynnovatsyonnыi menedzhment [Innovative management]. St. Petersburg, Pіter. 208 р. [in Russian].
4. Zakharchenko, V. I., Korsikova N. M., Merkulova M. M. (2012). Innovatsiinyi menedzhment: teoriia i praktyka v umovakh
transformatsii ekonomiky [Innovative management: theory and practice in the conditions of transformation of the economy]. Kyiv,
Center for Educational Literature. 448 р. [in Ukrainian].
5. Polonska, L. A., Lokhman, N. V. (2009). Innovatsiina polityka torhovelnykh pidpryiemstv: teoriia ta metodolohiia [Innovative
policy of trade enterprises: theory and methodology]. Donetsk, DonNUET. 221 р. [in Ukrainian].
6. Pokropyvnyi, S. F. (Ed.). (2011). Ekonomika pidpryiemstva [Enterprise economics]. 2nd ed., processing and additional. Kyiv,
KNEU. 528 р. [in Ukrainian].
I. Fomichenko, V. Bashtovyi, S. Barkova, O. Pakhomova
87
Економічний вісник Донбасу № 4(66), 2021
7. Illiashenko, S. M. (2003). Upravlinnia innovatsiinym rozvytkom: problemy, kontseptsii, metody [Management of innovative
development: problems, concepts, methods]. Sumy, University book. 278 р. [in Ukrainian].
8. Illiashenko, S. M., Shypulina, Yu. S. (2007). Tovarna innovatsiina polityka [Commodity innovation policy]. Sumy, University
book. 281 р. [in Ukrainian].
9. Kalynovska, N. L., Hryhoriev, O. Yu. (2011). Ryzyky innovatsiinoi diialnosti pidpryiemstv [Risks of innovative activity of
enterprises]. Problemy formuvannia ta rozvytku innovatsiinoi infrastruktury [Problems of formation and development of innovative
infrastructure]: Proceedings of the International Scientific and Practical Conference (Lviv, May 19-21, 2011). (рр. 272 – 273). Lviv,
Publishing House of Lviv Polytechnic [in Ukrainian].
10. Shalneva, M. S., Zaitseva, K. A., & Chernysheva, M. A. (2021). Features of Corporate Innovation Risk Management.
In S. I. Ashmarina, V. V. Mantulenko, M. I. Inozemtsev, & E. L. Sidorenko (Eds.), Global Challenges and Prospects of the Modern
Economic Development, Vol. 106, рр. 1363-1372. European Proceedings of Social and Behavioural Sciences European Publisher.
DOI: https://doi.org/10.15405/epsbs.2021.04.02.162.
11. Manvelidze, A. B. (2018). Operating Expenses for Large American Air Carriers. Strategic decisions and risk management,
Vol. 4, рр. 72-91. DOI: https://doi.org/10.17747/2078-8886-2018-4-72-91.
12. Pastushenko, M. V. (2010). Udoskonalennia systemy upravlinnia ryzykamy na pidpryiemstvi [Improvement of the risk
management system at the enterprise]. Zbirnyk naukovykh prats Umanskoho natsionalnoho universytetu sadivnytstva [Collection of
scientific works of the Uman National University of Horticulture]. Uman, Economic Sciences [in Ukrainian].
13. Verbitska, I. I. (2013). Ryzyk-menedzhment yak suchasna systema upravlinnia ryzykamy pidpryiemnytskykh struktur [Risk
management as a modern risk management system of business structures]. Stalyi rozvytok ekonomiky – Sustainable economic
development, 5, рр. 282-291 [in Ukrainian].
14. Shtefanych, D. A. (1999). Upravlinnia pidpryiemnytskym ryzykom [Management of entrepreneurial risk]. Ternopil,
Ekonomichna dumka [in Ukrainian].
15. Hryhorieva, O. Ye. (2008). Problemy ryzykiv, shcho vynykaiut pid chas realizatsii innovatsiinykh proektiv, ta metody
yikhnoho kilkisnoho vymiriuvannia [Problems of risks arising during the implementation of innovative projects and methods of their
quantitative measurement]. Visnyk Natsionalnoho universytetu «Lvivska politekhnika» – Bulletin of the Lviv Polytechnic National
University, 628, рр. 64-71 [in Ukrainian].
16. Pietukhova, O. M., Silakova, H. V. (2012). Upravlinnia ryzykamy innovatsiinoi diialnosti [Management of risks of innovative
activity]. Pidvyshchennia efektyvnosti diialnosti pidpryiemstv kharchovoi ta pererobnoi haluzei APK [Increasing the efficiency of the
enterprises of the food and processing industries of the agricultural industry]: Proceedings of the All-Ukrainian scientific and practical
conference (Kyiv, November 22-23, 2012). (pp. 145–147). Kyiv, NUHT [in Ukrainian].
17. Zhezhukha, V. Y. (2009). Ryzyky innovatsiinoi diialnosti pidpryiemstv [Risks of innovative activity of enterprises]. Naukovyi
visnyk NLTU Ukrainy – Scientific bulletin of NLTU of Ukraine, Vol. 19, No. 2, рр. 177–182 [in Ukrainian].
18. Paderin, I. D., Horiashchenko, Yu. H. (2021). Stratehichni priorytety innovatsiinoho rozvytku pidpryiemnytstva [Strategic
Priorities for Innovative Development of Entrepreneurship]. Ekonomichnyi visnyk Donbasu – Economic Herald of the Donbas, 1 (63),
рр. 103–107. DOI: https://doi.org/10.12958/1817-3772-2021-1(63)-103-107 [in Ukrainian].
19. Malakhovskyi, Yu., Gamaliy, V., Kulazhenko, V., Cherednichenko, M. (2019). Assessment of the Risks of Entrepreneurship
as a Prerequisite for the Implementation of Innovation Projects. Journal of Entrepreneurship Education, Vol. 22, рр. 1-6.
20. The Basics of Innovation Risks: Make Smarter Decisions. (2021). Retrieved from https://www.acceptmission.com/
blog/innovation-risk/.
21. Oleksenko, L. V. (2021). Innovatsiina ultrastruktura yak neobkhidnyi komponent natsionalnoi innovatsiinoi systemy
[Innovative Ultrastructure as a Necessary Component of the National Innovation System]. Ekonomichnyi visnyk Donbasu – Economic
Herald of the Donbas, 2 (64), рр. 156–168. DOI: https://doi.org/10.12958/1817-3772-2021-2(64)-156-168 [in Ukrainian].
22. Zemliankin, A. I., Pidorycheva, I. Yu., Nikolaienko, A. I. (2016). Proekt novoi redaktsii Kontseptsii rozvytku natsionalnoi
innovatsiinoi systemy Ukrainy (na period 2016 – 2026 rokiv) [Draft of the new edition of the Concept of the Development of the
National Innovation System of Ukraine (for the period 2016-2026)]. Ekonomichnyi visnyk Donbasu – Economic Herald of the Donbas,
3 (45), рр. 197-206 [in Ukrainian].
Фоміченко І. П., Баштовий В. П., Баркова С. О., Пахомова О. В. Особливості управління інноваційними
ризиками на промислових підприємствах України
Стаття присвячена дослідженню управління інноваційними ризиками на підприємстві, що обумовлює необхідність
вивчення і узагальнення інноваційного досвіду України та інших країн. Обґрунтувано та висвітлено питання, що пов'язані з
поліпшенням процесу управління інноваційними ризиками на підприємстві. Досліджено процес управління інноваційними
ризиками на вітчизняних підприємствах. Виявлено існуючі проблеми, що виникають під час здійснення цього процесу, та
визначено основні шляхи їх розв’язання. Виділено важливі правила, яких необхідно дотримуватися з метою підвищення
ефективності управління інноваційними ризиками на вітчизняних підприємствах.
Ключові слова: інноваційна діяльність, інноваційний ризик, підприємство, процес управління інноваційними ризиками
на підприємстві, постконфліктні умови.
Fomichenko I., Bashtovyi V., Barkova S., Pakhomova O. Peculiarities of Innovative Risk Management at Industrial
Enterprises of Ukraine
The article is devoted to the study of enterprise risk management in innovation, which necessitates the study and generalization
of innovation experience in Ukraine and other countries. Substantiated and highlighted issues related to improving the process of
innovation risk management in the enterprise. The process of innovation risk management at domestic enterprises is studied. Identified
existing problems that arise during this process, and identify the main ways to solve them. Important rules that need to be followed in
order to increase the effectiveness of innovation risk management in domestic enterprises are highlighted.
Keywords: innovation activity, innovation risk, enterprise, process of innovation risk management at the enterprise, post-conflict
conditions.
I. Fomichenko, V. Bashtovyi, S. Barkova, O. Pakhomova
88
Економічний вісник Донбасу № 4(66), 2021
Фомиченко И. П., Баштовой В. П., Баркова С. А., Пахомова А. В. Особенности управления инновационными
рисками на промышленных предприятиях Украины
Статья посвящена исследованию управления инновационными рисками на предприятии, которое обусловливает
необходимость изучения и обобщения инновационного опыта Украины и других стран. Обоснованы и освещены вопросы,
которые связаны с улучшением процесса управления инновационными рисками на предприятии. Исследован процесс
управления инновационными рисками на отечественных предприятиях. Выявлены существующие проблемы, которые
возникают во время осуществления этого процесса, и определены основные пути их решения. Выделены важные правила,
которых необходимо придерживаться с целью повышения эффективности управления инновационными рисками на
отечественных предприятиях.
Ключевые слова: инновационная деятельность, инновационный риск, предприятие, процесс управления
инновационными рисками на предприятии, постконфликтные условия.
Received by the editors: 12.11.2021
and final form 16.12.2021
|
| id | nasplib_isofts_kiev_ua-123456789-184880 |
| institution | Digital Library of Periodicals of National Academy of Sciences of Ukraine |
| issn | 1817-3772 |
| language | English |
| last_indexed | 2025-12-07T18:36:09Z |
| publishDate | 2021 |
| publisher | Інститут економіки промисловості НАН України |
| record_format | dspace |
| spelling | Fomichenko, I. Bashtovyi, V. Barkova, S. Pakhomova, O. 2022-07-28T08:23:09Z 2022-07-28T08:23:09Z 2021 Peculiarities of Innovative Risk Management at Industrial Enterprises of Ukraine / I. Fomichenko, V. Bashtovyi, S. Barkova, O. Pakhomova // Економічний вісник Донбасу. — 2021. — № 4 (66). — С. 80-88. — Бібліогр.: 22 назв. — англ. 1817-3772 DOI: 10.12958/1817-3772-2021-4(66)-80-88 https://nasplib.isofts.kiev.ua/handle/123456789/184880 005.591.6:334.72(477) The article is devoted to the study of enterprise risk management in innovation, which necessitates the study and generalization of innovation experience in Ukraine and other countries. Substantiated and highlighted issues related to improving the process of innovation risk management in the enterprise. The process of innovation risk management at domestic enterprises is studied. Identified existing problems that arise during this process, and identify the main ways to solve them. Important rules that need to be followed in order to increase the effectiveness of innovation risk management in domestic enterprises are highlighted. Стаття присвячена дослідженню управління інноваційними ризиками на підприємстві, що обумовлює необхідність вивчення і узагальнення інноваційного досвіду України та інших країн. Обґрунтувано та висвітлено питання, що пов'язані з поліпшенням процесу управління інноваційними ризиками на підприємстві. Досліджено процес управління інноваційними ризиками на вітчизняних підприємствах. Виявлено існуючі проблеми, що виникають під час здійснення цього процесу, та визначено основні шляхи їх розв’язання. Виділено важливі правила, яких необхідно дотримуватися з метою підвищення ефективності управління інноваційними ризиками на вітчизняних підприємствах. Статья посвящена исследованию управления инновационными рисками на предприятии, которое обусловливает необходимость изучения и обобщения инновационного опыта Украины и других стран. Обоснованы и освещены вопросы, которые связаны с улучшением процесса управления инновационными рисками на предприятии. Исследован процесс управления инновационными рисками на отечественных предприятиях. Выявлены существующие проблемы, которые возникают во время осуществления этого процесса, и определены основные пути их решения. Выделены важные правила, которых необходимо придерживаться с целью повышения эффективности управления инновационными рисками на отечественных предприятиях. en Інститут економіки промисловості НАН України Економічний вісник Донбасу Management of Innovations Peculiarities of Innovative Risk Management at Industrial Enterprises of Ukraine Особливості управління інноваційними ризиками на промислових підприємствах України Особенности управления инновационными рисками на промышленных предприятиях Украины Article published earlier |
| spellingShingle | Peculiarities of Innovative Risk Management at Industrial Enterprises of Ukraine Fomichenko, I. Bashtovyi, V. Barkova, S. Pakhomova, O. Management of Innovations |
| title | Peculiarities of Innovative Risk Management at Industrial Enterprises of Ukraine |
| title_alt | Особливості управління інноваційними ризиками на промислових підприємствах України Особенности управления инновационными рисками на промышленных предприятиях Украины |
| title_full | Peculiarities of Innovative Risk Management at Industrial Enterprises of Ukraine |
| title_fullStr | Peculiarities of Innovative Risk Management at Industrial Enterprises of Ukraine |
| title_full_unstemmed | Peculiarities of Innovative Risk Management at Industrial Enterprises of Ukraine |
| title_short | Peculiarities of Innovative Risk Management at Industrial Enterprises of Ukraine |
| title_sort | peculiarities of innovative risk management at industrial enterprises of ukraine |
| topic | Management of Innovations |
| topic_facet | Management of Innovations |
| url | https://nasplib.isofts.kiev.ua/handle/123456789/184880 |
| work_keys_str_mv | AT fomichenkoi peculiaritiesofinnovativeriskmanagementatindustrialenterprisesofukraine AT bashtovyiv peculiaritiesofinnovativeriskmanagementatindustrialenterprisesofukraine AT barkovas peculiaritiesofinnovativeriskmanagementatindustrialenterprisesofukraine AT pakhomovao peculiaritiesofinnovativeriskmanagementatindustrialenterprisesofukraine AT fomichenkoi osoblivostíupravlínnâínnovacíinimirizikaminapromislovihpídpriêmstvahukraíni AT bashtovyiv osoblivostíupravlínnâínnovacíinimirizikaminapromislovihpídpriêmstvahukraíni AT barkovas osoblivostíupravlínnâínnovacíinimirizikaminapromislovihpídpriêmstvahukraíni AT pakhomovao osoblivostíupravlínnâínnovacíinimirizikaminapromislovihpídpriêmstvahukraíni AT fomichenkoi osobennostiupravleniâinnovacionnymiriskaminapromyšlennyhpredpriâtiâhukrainy AT bashtovyiv osobennostiupravleniâinnovacionnymiriskaminapromyšlennyhpredpriâtiâhukrainy AT barkovas osobennostiupravleniâinnovacionnymiriskaminapromyšlennyhpredpriâtiâhukrainy AT pakhomovao osobennostiupravleniâinnovacionnymiriskaminapromyšlennyhpredpriâtiâhukrainy |