The study applies institutional approach to economic history. The world experience of political connections using by top entrepreneurs in different institutional environments is overviewed. Political connections are a resource that provides competitive advantages in economic markets. These connections also carry certain risks for their holders. We consider countries with developed as well as emerging markets. There are two main modes of political connections using, which are determined with the institutional parameters of political and economic systems. Top entrepreneurs receive regulatory advantages through organized lobbying of their private interests in developed countries. These advantages arise with the adoption of laws those set preferences. Lobbying is proactive, when top entrepreneurs impact policy-makers to "push" beneficial legal acts. Reactive lobbying means that top entrepreneurs act against adopted laws that worsen their competitive advantages. Relationships between top entrepreneurs and political actors are predominantly personalized in the emerging economies. As a result privileged regimes are arising. The hybrid institutional characteristics of emerging markets are manifested in the absence of functional division between market, political and administrative transactions, and the dual role of both political and economic actors. Our special research focus is on the experience of Russia regarding the use of political connections. The long stage of evolution within the Soviet type centrally controlled economy significantly influenced the nature of the relationship between economic and political actors.
The paper features the problems of strategic management of social and economic development at the regional and municipal levels. Currently, the legal and the regulatory framework that ensures the management of socio-economic development at the regional and municipal levels is quite dynamic and corresponds with the current conditions and challenges. The legal and regulatory framework in the field of strategic management is formed not only as an institutional basis for socio-economic development: it also represents a thoroughly developed system of methods and tools for developing strategic documents and ensuring their implementation. However, normative legal documents reflect, as a rule, a traditional view of the implementation of the strategic planning process, formed within the scientific schools of design and planning, with the inclusion of individual elements of advanced technologies of strategic management. Federal authorities have consistently formed the basis for the actual strengthening of the role of the methodology of strategic management in regional and municipal management. The consistent implementation of the program-target approach, the methodology of strategic planning, the principles of project management in the practice of state and municipal management forms the basis for applying the principles of agile public administration as the basis for strategic management in real-time. Independence, initiative, innovation, openness, agile, competence, and high motivation will increasingly determine success in the practice of state and municipal government. Hence, successful work on overcoming the resistance of the administrative bureaucratic management system will be a pledge of effective implementation and application of mechanisms and technologies of project management and agile public administration.
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