The transition of companies to innovative management as a driver for improving the stable state of organizations

A. K. Kudrin () and V. I. Habarov ()

Scientific notes of the Russian academy of entrepreneurship, 2025, vol. 24, issue 3

Abstract: The article examines the use of new management as a necessary condition for ensuring the sustainable state of companies in the market in the context of the digital economy. The article focuses on the application of innovations in the personnel management system of organizations. Despite the obvious advantages of the innovative approach, many Russian companies face obstacles in the implementation of innovations, such as a low innovation culture, insufficient funding and staff resistance to change. Modern approaches to innovation management are analyzed, key problems are identified and areas for activating innovation activities are proposed.The purpose of the study is to substantiate the need for Russian companies to transition to an innovation management model in order to ensure sustainable development and increase their competitiveness in the domestic and international markets.The objectives of the study include identifying the main problems and barriers to the transition to innovation management, analyzing foreign and domestic experience, and developing practical recommendations to improve the efficiency of innovation management in Russian organizations.Using the methodology of institutional analysis and a systems approach, the authors found that the key factors for a successful transition to innovation management are the creation of an internal culture of innovation, the formation of an effective risk management system and ensuring constant interaction between different levels of company management. The experience of leading foreign companies shows that the implementation of innovation management can significantly improve business efficiency and provide a long>term competitive advantage.

Date: 2025
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Persistent link: https://EconPapers.repec.org/RePEc:cvt:journl:y:2025:id:1163

DOI: 10.24182/2073-6258-2025-24-3-58-67

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