The development of digital production technologies, taking place within the framework of the global fourth industrial revolution, creates conditions for increasing the level of customization of industrial production, i.e. the ability to manufacture products that reflect the preferences of small groups of consumers and even individual customers. Product customization, as one of the most important aspects of the fourth industrial revolution, is of great interest for researchers and has been becoming one of the promising trajectories for the development of new production technologies and methods of organizing production. But at the same time, the economic effect of increasing the customization of products remains not fully understood. This study is aimed at identifying various economic effects arising from customization in industrial enterprises, and their quantitative assessment in relation to the manufacturing industries of the Russian industry. Using a systematic review of available scientific research and analytical reports, the study quantifies the economic effects of customization in various sectors of the Russian economy. The results show the colossal effect of further customization in Russian enterprises. The authors conclude that the annual effect of revenue growth in all industries, even under the most pessimistic scenarios and estimates, is 1.9 trillion rubles, and the effect of cost reduction – 1.4 trillion rubles. The results obtained can form the basis of government measures to stimulate the customization of products of Russian industrial enterprises.
The article aims to investigate the negative impact from organizational subcultural dynamics in digital transformation projects on number of conflicts and quality of communications and to elaborate proposals how to improve cross-subcultural communications within the projects. The methodology of the study includes participatory action research and case study. The network model of project culture helped to identify two cultural coalitions and their values. The model of the subcultural coalitions and their values helped to formulate the scope of communicational trainings and changed in the project communication system. The focus of the measures was on the preservation of the existing subcultures and on the improvement on the cross-subcultural communications. Comparing the number of conflicts within project before implementation of the measures based on the research and after it showed significant positive impact of these measures. The main findings show that in multidisciplinary and complex projects, such as digital transformation projects, subcultural dynamics can lead to formation of different coalition that do not share common values. This can be the source of the conflicts and low quality of communications. However, using the knowledge of coalitions’ structure and values the management of companies can enhance cross-subcultural interfaces without decreasing positive effect from subcultural diversity.
Project management plays an important role in the modern economy and public administration. Trends in project management have a significant impact on the performance of companies, public organizations, and programs for the socio-economic development in Russia. One of the interesting developments in project management is the expansion of hybrid methodologies, which combine tools and approaches of flexible and predictive approaches.This article aims to study the forms, results, and types of hybrid project management methodologies through the lens of the concept of organizational ambidexterity. Methodologically, the research is based on a systematic review of the Russian-language scientific literature on project management hybrid methodologies and organizational ambidexterity, as well as a qualitative content analysis of selected papers.The results of the study indicate that there are significant similarities between key aspects of hybrid methodologies and organizational ambidexterity. The authors conclude that hybrid project management methodologies can be considered as the instruments of organizational ambidexterity. As practical recommendations, the authors propose to expand the use of hybrid methodologies in the management of not only project-based firms, but also in other organizations, as well as in the management of socio-economic programs, especially in conditions of high uncertainty. The potential of hybrid methodologies to improve organizational ambidexterity and thereby simultaneously ensure the stability and flexibility organizations makes them invaluable tools to increase the resistance organizations and strategic programs to technological disruptions, socio-economic crises, and global shocks.
Project management plays significant role in modern economy and public administration. Project management trends have a great impact on the performance of projects and enterprises, methods and tools of management, training programs for managers. The ≪Pulse of the Profession ≫ survey, regularly published by the Project Management Institute, allows tracking current trends in project management practice. In 2021, the ≪Pulse of the Profession≫ was dedicated to a new concept — the ≪gymnastic≫ enterprise. In this article, the authors analyze the text of ≪Pulse of the Profession≫, 2021 using mixed research methods including qualitative and quantitative content analysis tools. The results show the closeness of the ≪gymnastic≫ enterprise concept to the concept of organizational ambidexterity. A content analysis helped to identify the key organizational practices of ≪gymnastic≫ enterprise, such as the situational use of hybrid project management methodologies and methodological pluralism, the combination of structural coherence and flexibility in project management processes, the active use of entrepreneurial and innovative methods and approaches, as well as tools and techniques for talent management, organizational change and learning. The indicated practices allow ≪gymnastic≫ enterprises to achieve better results in comparison with ≪traditional≫ companies. The results also indicate the ability of the ≪gymnastic≫ enterprise concept to influence project management practice, educational and training programs and consulting services in the field of project management.
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