economypromЭкономика промышленности / Russian Journal of Industrial EconomicsRussian Journal of Industrial Economics2072-16332413-662XMISIS10.17073/2072-1633-2021-1-97-107economyprom-873Research ArticleЭкономика предприятийBusiness economicsПодход к инвестированию в интеллектуальный капитал производственной компании на основе моделей создания ценностиValue creation model-based approach to investment in intellectual capital of a manufacturing companyhttps://orcid.org/0000-0001-9082-5118ДеглесХ. С. М.DeghlesH. S.M.

Деглес Хани Самех Мохаммед – аспирант

620002, Екатеринбург, ул. Мира, д. 19

SPIN-код: 2086-3439,

AuthorID: 1081425

Hani S.M. Deghles – Graduate Student

19 Mira Str., Yekaterinburg 620002

hani.doghlas@mail.ruhttps://orcid.org/0000-0001-7278-026XКельчевскаяН. Р.KelchevskayaN. R.

Кельчевская Наталья Рэмовна – доктор экономических наук, профессор, Институт экономики и управления

620002, Екатеринбург, ул. Мира, д. 19

SPIN-код: 6523-2066,

AuthorID: 341109

Natalia R. Kelchevskaya – Dr. Sci. (Econ.), Professor, Institute of Economics and Management

19 Mira Str., Yekaterinburg 620002

n.r.kelchevskaya@urfu.ruУральский федеральный университетРоссияUral Federal UniversityRussian Federation20210204202114197107Copyright © Деглес Х.С., Кельчевская Н.Р., 20212021Деглес Х.С., Кельчевская Н.Р.Deghles H.S., Kelchevskaya N.R.Данная работа распространяется под лицензией Creative Commons Attribution 4.0.This work is licensed under a Creative Commons Attribution 4.0 License.https://ecoprom.misis.ru/jour/article/view/873

Наряду с физическими и финансовыми компонентами значительную роль в ресурсном портфеле компаний играют элементы интеллектуального капитала: компетенции сотрудников, формализованные источники знания, а также взаимоотношения с ключевыми стейкхолдерами. Однако многочисленные исследования показывают, что в производственных и сервисных компаниях элементы интеллектуального капитала распределены неравномерно, а процессы инвестирования в данные компоненты подчинены различной логике. Целью данной статьи является разработка теоретического подхода, согласно которому подобные различия рождаются на уровне моделей создания ценности, являющихся фундаментальными переменными организации, определяющими сущность и структуру реализуемых бизнес-моделей. В фокусе исследования находятся производственные, продукт-ориентированные компании, которые одновременно могут поддерживать несколько моделей создания ценностей. Новизна работы заключается в применении дифференцированных стратегий инвестирования в интеллектуальный капитал в цепочках, мастерских и сетях ценности, которые повышают уровень управленческой рефлексии в отношении различий, лежащих в определении роли и приоритета отдельных ресурсов в поддержании конкурентоспособности производственной компании. Предложенный подход обладает практической значимостью, поскольку вносит вклад в методическое обеспечение процесса управления портфелем инвестиционных проектов производственной компании по развитию человеческого, структурного и отношенческого капиталов.

Alongside with physical and fi nancial components a signifi cant role in a company’s resource pack belongs to the elements of intellectual capital: employees’ competence, formalized sources of knowledge and relations with the key stakeholders. However, numerous studies reveal that in manufacturing and service companies the elements of intellectual capital are distributed unevenly and the process of investment in those components is organized differently. The article is aimed at developing a theoretical approach according to which such differences appear at the stage of value creation models. These are considered as the fundamental organizational variables determining the essence and structure of the business models implemented. The research is focused on manufacturing product-oriented companies which can maintain several value creation models simultaneously. The novelty of the study lies in using differentiated strategies of investment in intellectual capital through value chains, workshops and networks, which raise the level of management reflection towards the differences in determining the role and priority of certain resources in maintaining a manufacturing company’s competitiveness. The approach suggested is of high practical significance as it contributes to methodological support for managing the set of a manufacturing company’s investment projects on developing human, structure and relation capital.

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The authors declare that there are no conflicts of interest present.