Proceedings of the International Scientific Conference “Smart Nations: Global Trends In The Digital Economy”: Volume 2 (Lecture Notes in Networks and Systems) 3030948692, 9783030948696

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Lecture Notes in Networks and Systems 398

Svetlana Igorevna Ashmarina Valentina Vyacheslavovna Mantulenko Marek Vochozka Editors

Proceedings of the International Scientific Conference “Smart Nations: Global Trends In The Digital Economy” Volume 2

Lecture Notes in Networks and Systems Volume 398

Series Editor Janusz Kacprzyk, Systems Research Institute, Polish Academy of Sciences, Warsaw, Poland Advisory Editors Fernando Gomide, Department of Computer Engineering and Automation—DCA, School of Electrical and Computer Engineering—FEEC, University of Campinas— UNICAMP, São Paulo, Brazil Okyay Kaynak, Department of Electrical and Electronic Engineering, Bogazici University, Istanbul, Turkey Derong Liu, Department of Electrical and Computer Engineering, University of Illinois at Chicago, Chicago, USA Institute of Automation, Chinese Academy of Sciences, Beijing, China Witold Pedrycz, Department of Electrical and Computer Engineering, University of Alberta, Alberta, Canada Systems Research Institute, Polish Academy of Sciences, Warsaw, Poland Marios M. Polycarpou, Department of Electrical and Computer Engineering, KIOS Research Center for Intelligent Systems and Networks, University of Cyprus, Nicosia, Cyprus Imre J. Rudas, Óbuda University, Budapest, Hungary Jun Wang, Department of Computer Science, City University of Hong Kong, Kowloon, Hong Kong

The series “Lecture Notes in Networks and Systems” publishes the latest developments in Networks and Systems—quickly, informally and with high quality. Original research reported in proceedings and post-proceedings represents the core of LNNS. Volumes published in LNNS embrace all aspects and subfields of, as well as new challenges in, Networks and Systems. The series contains proceedings and edited volumes in systems and networks, spanning the areas of Cyber-Physical Systems, Autonomous Systems, Sensor Networks, Control Systems, Energy Systems, Automotive Systems, Biological Systems, Vehicular Networking and Connected Vehicles, Aerospace Systems, Automation, Manufacturing, Smart Grids, Nonlinear Systems, Power Systems, Robotics, Social Systems, Economic Systems and other. Of particular value to both the contributors and the readership are the short publication timeframe and the world-wide distribution and exposure which enable both a wide and rapid dissemination of research output. The series covers the theory, applications, and perspectives on the state of the art and future developments relevant to systems and networks, decision making, control, complex processes and related areas, as embedded in the fields of interdisciplinary and applied sciences, engineering, computer science, physics, economics, social, and life sciences, as well as the paradigms and methodologies behind them. Indexed by SCOPUS, INSPEC, WTI Frankfurt eG, zbMATH, SCImago. All books published in the series are submitted for consideration in Web of Science. For proposals from Asia please contact Aninda Bose ([email protected]).

More information about this series at https://link.springer.com/bookseries/15179

Svetlana Igorevna Ashmarina Valentina Vyacheslavovna Mantulenko Marek Vochozka •

•

Editors

Proceedings of the International Scientific Conference “Smart Nations: Global Trends In The Digital Economy” Volume 2

123

Editors Svetlana Igorevna Ashmarina Department of Applied Management Samara State University of Economics Samara, Russia

Valentina Vyacheslavovna Mantulenko Department of Applied Management Samara State University of Economics Samara, Russia

Marek Vochozka Institute of Technology and Business České Budějovice, Czech Republic

ISSN 2367-3370 ISSN 2367-3389 (electronic) Lecture Notes in Networks and Systems ISBN 978-3-030-94869-6 ISBN 978-3-030-94870-2 (eBook) https://doi.org/10.1007/978-3-030-94870-2 © The Editor(s) (if applicable) and The Author(s), under exclusive license to Springer Nature Switzerland AG 2022 This work is subject to copyright. All rights are solely and exclusively licensed by the Publisher, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilms or in any other physical way, and transmission or information storage and retrieval, electronic adaptation, computer software, or by similar or dissimilar methodology now known or hereafter developed. The use of general descriptive names, registered names, trademarks, service marks, etc. in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use. The publisher, the authors and the editors are safe to assume that the advice and information in this book are believed to be true and accurate at the date of publication. Neither the publisher nor the authors or the editors give a warranty, expressed or implied, with respect to the material contained herein or for any errors or omissions that may have been made. The publisher remains neutral with regard to jurisdictional claims in published maps and institutional affiliations. This Springer imprint is published by the registered company Springer Nature Switzerland AG The registered company address is: Gewerbestrasse 11, 6330 Cham, Switzerland

Contents

Smart Business in a “Smart City” Autonet: Digital Transformation of Transport and Logistics Services and the Automotive Business . . . . . . . . . . . . . . . . . . . . . . . . . . A. O. Merenkov, G. A. Lastochkina, and E. A. Malygina

3

Research on Business Models Evolution and Strategies of Digital Companies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . V. V. Godin and A. E. Terekhova

12

Digital Support for Business Decision-Making Due to Sudden Change in External Conditions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . I. M. Tararin

20

Organization of Remote Work of Employees in Modern Conditions . . . D. K. Zakharov “Interdisciplinary Transfer” in Creating an Urban Governance Ecosystem in Digitalization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A. V. Demin, I. V. Rybalchenko, and I. V. Milkina Digital Transformation of the Russian Companies Business . . . . . . . . . . A. N. Krylov, G. P. Kuzina, and A. I. Mozgovoy

26

33 43

Management System Formation for Projects and Programs Implementation in the Digitalization Context . . . . . . . . . . . . . . . . . . . . . A. P. Biryukov, I. S. Brikoshina, and A. G. Geokchakyan

50

Development of Regional Systems of Freight Forwarding and Logistics Business . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A. A. Stepanov, O. A. Tettsoeva, and M. Conde

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Digital Tools for Sustainable Development of Local Communities . . . . . L. A. Shchukin, S. N. Gusev, and N. A. Yushkina

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v

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Contents

The Role of Digital Assets in Transforming Corporate Relations . . . . . . N. S. Kulyasov, V. A. Opekunov, and Yu. P. Tikhonov

72

Smart Technologies for Managing the Urban Environment: The Use of “Digital Twins” . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . T. Yu. Shemyakina, O. A. Gorelova, and T. Yu. Dyudyun

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Promising Trends of Business Processes Automation in Domestic Companies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . V. M. Svistunov and V. V. Lobachev

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Innovative Technology “Smart Hands” as a Factor of Increasing Labor Productivity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . V. V. Degtyareva, S. Y. Lyapina, and V. N. Tarasova

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Mobility of Megalopolis Residents and the Concept of “Smart City-2030” . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 102 A. V. Savin and H. Raza Moscow Central Diameters as Response to Increasing City Demands in Mobility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 109 K. I. Levchenko and A. V. Kurbatova Minimizing Tourism Consequences and New Opportunities for Sustainable Development of Tourist Territories . . . . . . . . . . . . . . . . 115 O. R. Zabolova, A. D. Chudnovski, and V. A. Zhukov Organizational Design of a Modern HR Management Service During the Company’s Reorganization . . . . . . . . . . . . . . . . . . . . . . . . . 123 E. V. Kashtanova, A. S. Lobacheva, and R. A. Ashurbekov Problems of Cultural Tourism Development in the Era of Pandemics and Digitalization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 131 N. A. Zamyatina and O. G. Solntseva Development of an Electronic Tourist Office Model . . . . . . . . . . . . . . . . 137 A. V. Kormishova and M. V. Maltseva Smart Business and Digitalization in Private Otolaryngology Practice . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 145 L. G. Ananina, A. V. Oleinik, and A. A. Khmel Transdisciplinarity of Strategic Business Management . . . . . . . . . . . . . . 153 P. M. Gureev, V. N. Grishin, and A. A. Fayustov Motivation of Project Teams in the Conditions of Remote Work . . . . . . 160 T. F. Chernova, N. V. Titova, and D. Ciric The Transformation of the Company’s Organizational Culture in the Context of Digitalization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 167 L. S. Vereshchagina, L. F. Popova, and S. A. Saninsky

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Digital Marketing Systems Psycholinguistic Aspects of Digital Marketing . . . . . . . . . . . . . . . . . . . . 179 S. V. Lebedeva and V. V. Denisova Marketing in Russia in an Age of Digital Globalization . . . . . . . . . . . . . 189 I. V. Alyoshina Influencer Marketing as a Way to Influence Consumer Behavior . . . . . 198 K. A. Arzhanova, G. V. Dovzhik, and V. N. Dovzhik Demographic Features of Interconnection Between VR and Gaming Experience on Consumer Market . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 205 L. G. Akhmaeva, D. V. Dolgopolov, and A. I. Eremeeva Consumer Behavior in the Digital Environment: New Forms of Society Segmentation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 213 S. A. Grishaeva, T. A. Beregovskaya, and A. V. Kvachko Analysis and Prospects of Using Social Media in the Russian Universities Marketing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 220 V. T. Oloyede, A. I. Ukhova, and I. Y. Okolnishnikova The Impact of Digitalization on Modeling in Marketing Projects . . . . . . 229 M. N. Guseva, E. A. Tyuneeva, and M. Ya. Faysi Prospects of Using Digital Technologies in Gerontomarketing . . . . . . . . 238 E. V. Sumarokova, J. V. Astashova, and L. P. Steblyakova Smart Nations Phenomenon: Social and Business Aspects Asynchrony as a Value of Professional Education in the Digital World . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 249 V. V. Mantulenko and D. V. Aleshkova Social and Psychological Well-Being of Workers During the Fourth Industrial Revolution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 255 I. Polents and O. Koropets Changes in the Students’ Attitude to E-Learning in the Post-Pandemic Period . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 264 T. S. Putilovskaya, E. V. Zubareva, and I. G. Tuchkova Cyberspace as a New Social Reality in the Era of Globalization . . . . . . 274 E. V. Tihonova, T. P. Borisova, and E. G. Bunov Transformation of Educational Communication in the Context of Education Digitalization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 281 L. Kozhevnikova and I. Starovoytova

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Talent Management: Tasks and Challenges for a Digital Tomorrow . . . 288 E. A. Panova, N. N. Oparina, and L. V. Bondareva Russian Universities Applicants’ Behavior Analysis in Web Communication Environment During the Pandemic . . . . . . . . . . . . . . . 295 I. Yu. Aleksandrova and M. V. Orlova Choosing a Regional Strategy for Active Longevity . . . . . . . . . . . . . . . . 304 V. I. Aleshnikova and T. A. Burtseva Assessment of Human Capital in the Information Society Conditions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 314 S. G. Bychkova, L. S. Parshintseva, and N. V. Kokoreva Power Distance as Personnel Subjective Well-Being Factor and Transition to Industry 4.0 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 322 L. Zakharova and I. Leonova The Effectiveness of Online Organization of Educating Psychology Seminars . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 330 E. Z. Imaeva, Yu. V. Kostikova, and N. A. Sukhareva Educational Problems in Russian Universities in the Context of Society Digitalization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 338 A. A. Komarova, E. G. Karpova, and I. M. Zavelskaya Digital Generation: Mechanisms of Socialization and Social Prospects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 346 O. V. Kryshtanovskaya, Yu. A. Chernavin, and I. A. Lavrov Social Modeling of Institutional Transformations and Its Use in Public Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 355 V. V. Markin and D. V. Schelokov Adaptive Digital Educational Environments as Drivers of Remote Staff Training Technologies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 360 O. M. Pisareva, A. G. Leonov, and M. S. Dyachenko Research of Consumers of Higher Education Services . . . . . . . . . . . . . . 367 P. Y. Tazov Features of Promoting a Cultural Product in Vuca Environment . . . . . 375 A. N. Timokhovich and S. S. Filenko Smart Management: Traditional and Distance Learning in Modern Higher School . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 383 S. I. Shkarovskiy, O. A. Kolosova, and O. L. Begicheva Project Activities for the Training of Specialists in the Context of Digitalization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 390 T. V. Salynskaya, A. A. Yasnitskaya, and O. Morasch

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Topical Problems of Education System Adaptation to Actual Social Changes Conditions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 399 S. V. Garnik and O. L. Belova Current Trends in the Youth Labor Market . . . . . . . . . . . . . . . . . . . . . 406 E. A. Mitrofanova, A. E. Mitrofanova, and G. I. Margarov Intercultural Interaction of Smart Nation: Trends, Problems and Decisions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 414 Yu. V. Vorontsova, A. M. Arakelyan, and M. A. Gil Martínez Issues of Assessing the Sustainability of the Educational Ecosystems Potential . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 421 V. V. Borisova and O. V. Demkina Digitalization of Society as a Factor of Changing Consumer Preferences in Tourism . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 429 A. V. Zbarskaya, E. A. Frolova, and J. O. Tsunaeva Author Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 437

Smart Business in a “Smart City”

Autonet: Digital Transformation of Transport and Logistics Services and the Automotive Business A. O. Merenkov(B) , G. A. Lastochkina, and E. A. Malygina State University of Management, Moscow, Russia [email protected]

Abstract. The contribution is devoted to the study of the automotive services market, which in modern interpretation is called Autonet (digital market of the automotive industry). The authors consider the main digitalization trends of the transport complex, analyze the experience of foreign countries and large companies in the field of information technology application. The emphasis is on the best practices in the field of automotive data processing, their composition and purpose. The main directions of using the ecosystem of automobile data turnover, the principles of its functioning are determined. The digitalization prospects for the transport complex of the Russian Federation based on the modernization of the rolling stock fleet are evaluated. In conclusion, the authors formulated recommendations for forming business models of the Autonet market for users. Keywords: Automotive data · Logistics · Digital tools · Software products · Transport · Transport telematics

1 Introduction Currently, the automotive sector is the largest branch of the economy of any state. In the Russian Federation alone, the “classic” automobile business consists of 3,500 dealerships with an annual turnover of about 3 trillion rubles, 300 thousand employees (with families of 1 million households), investments of $15 billion [1]. Nevertheless, the Covid-19 pandemic has had a serious impact on retail like on many other industries. However, despite the pandemic, in general, from the point of view of profit and economy, 2020 can be considered as a successful year for retail, because after the lockdown, an explosive growth in products followed, which, coupled with a shortage of products (as a result of gaps in logistics chains). That allowed dealers to set favorable margins for themselves. The support of the government, which subsidized the industry with car loans and subsidies for the purchase of vehicles, also allowed keeping financial indicators at an acceptable level. At the same time, the automotive industry also actively worked on the development of its own business in difficult conditions. An important aspect was the development of digital competencies, especially in terms of generating customer traffic after the restriction © The Author(s), under exclusive license to Springer Nature Switzerland AG 2022 S. I. Ashmarina et al. (Eds.): Proceedings of the International Scientific Conference “Smart Nations: Global Trends In The Digital Economy”, LNNS 398, pp. 3–11, 2022. https://doi.org/10.1007/978-3-030-94870-2_1

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A. O. Merenkov et al.

was lifted, as well as mastering digital means of communication. The further development of the automotive industry is also associated with the use of modern technologies. The automotive sector is on the verge of a real digital revolution, which is associated with the active development of the fleet of “connected” vehicles, which will allow creating new business models, customer service technologies and new competencies for traditional business [6].

2 Methodology The digital transformation of the automotive sector is currently being actively studied by various scientists around the world. Scientists agree that the digital economy in the traditional business form entails a serious change in economic models, the behavior of business entities, the state and consumers. The market has to adapt to the new conditions [2]. At the same time, the process of digitalization is slow [4], the automotive industry demonstrates a low level of IT penetration which determines its lag and low attractiveness in the eyes of consumers. In this regard, companies need to clearly understand the specifics of doing business, which is moving to the digital format, but also develop their own strategies for working in changing conditions. At the same time, research shows that the interpenetration of IT in the automotive business today allows us to expand the very boundaries of understanding the automotive sphere, where in addition to the sale and production of automotive equipment, options for using cars for the transportation of goods (transport logistics) and people (MAAS) are beginning to appear. The vehicle itself becomes “smart”, digital, and this is also an indisputable truth [3]. The issue of using the data that are generated by the car remains unexplored from the point of view of economics and management. The business models of car companies and dealers are unclear, as well as the specific services that will be provided to the client of the new formation. This work is not just a study of trends in the automotive industry which focuses on the use of automotive data. The study also describes the nature of this data, introduces a definition of the Automotive Information Turnover Market. The authors analyze the main platforms-aggregators of transport data in various countries of the world, as well as transport and logistics startups that are based on them. The study analyzes the experience of digital transformation of the automotive business market in Russia in comparison with foreign experience.

3 Results One of the powerful engines of digital transformation in the automotive industry is the creation of ecosystems for processing and managing transport information based on navigation services. In Russia, such a system is implemented on the basis of the national technological initiative (NTI) “Autonet”, the operator of which is NP “Glonass”. The start of the project dates back to 2012 (Resolution of the Government of the Russian Federation (RF) No. 522 of May 25, 2012 [10]). Currently, NP Glonass is a federal network operator in the field of navigation activities. The founders were the largest companies in the field of IT and telecommunications technologies, as well as service

Autonet: Digital Transformation of Transport

5

providers. To date, there are 7 million vehicles in the Glonass system. Autonet sets a trend not only in terms of digitalization and business model, but also offers a new interpretation of the automotive industry. Thus, according to the Autonet model, the automotive sector consists of the following market segments; MAAS (Mobility Services/People Logistics), transport and logistics services (cargo logistics), as well as digital vehicles/information systems in the transport business (Fig. 1). 160+ companies in the ecosystem

390 billions of rubles - the volume of the ecosystem market

70+ experts of the working group

20+ Companies and leading R&D institutes

NTI "Autonet"

370+ projects

Fig. 1. NTI «Autonet» (Source: authors based on [1]).

According to the study, the general trend for all markets is that cars are becoming “connected” (to navigation services, which allows them not only to consume, but also to generate transport data). Many taxi aggregators and car-sharing services work with large car data generated by the vehicle itself (up to 4 terabytes per day – a regular car and up to 152 terabytes – an unmanned one). The total projected volume of the global market for additional services in the car will exceed $3 trillion by 2030, which makes the car a comfortable environment thanks to the development of leisure and entertainment services for people. At the same time, it is worth noting that 1.2 billion people, on average, spend 50 min driving a car, while 91 h a year car drivers are stuck in traffic jams (INRIX [7]), when they have time to consume various kinds of information content. Thus, the turnover of the global automotive industry will grow mainly due to additional services in the car. In this regard, the operation of automotive and services based on them is becoming a new important market. According to McKinsey experts, by 2022 the total number of connected cars in the world will reach 400 million units, which will also determine the high level of capitalization of this business segment ($600 billion) [9]. Competition for automotive data standards is already developing: C-V2X (actively developing in China on the basis of 5G – the development is thanks to IT companies and telecom) and ITF G5 (distributed in Europe with the support of the major automakers). At the same time,

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another major automotive market, the United States, is conducting an experiment with the verification of two communication standards at once. In addition, there is consolidation and aggregation of automotive data in various formats, which are a kind of “raw material” for new business models in the automotive business. The number of companies specializing in the aggregation and commercialization of this information is also rapidly increasing (Table 1). Table 1. Investment directions within the Autonet industry №

Subject

Object

Example

1

IT

ADAS (driver assistance system)

Intel invests in Mobileye

2

IT

Transport Monitoring Operator

Verizon invests in Telogis

3

Automotive business

Artificial intelligence and machine learning algorithms

GM invests in Cruize Auto

4

Automotive business

Map services

Daimler invests in Here

5

Automotive business

Autonomous driving systems

Hyundai invests in Aptive

Source: authors based on [1].

At the same time, the type of companies that operate in the new automotive market, as well as the investment directions themselves, are very diverse. In fact, today the participants of this market are both representatives of traditional business (automakers), as well as IT and telecom companies that have the necessary digital competencies to work in the new conditions of the transport and logistics market. As can be seen from Table 1, along with private capital, the state plays an active role in digital transformation which is also one of the interested parties in obtaining automotive data. Such activities are related not only to ensuring security [8], but also to the need to regulate the nascent market. For example, a number of countries of the European Union (EU) are creating national centers for ensuring the access to automotive data, while simultaneously implementing pilot projects for the exchange of information internally between countries (Table 2). Table 2. National centers for the concentration and exchange of automotive data №

Contry

1 2 3 4 5

Aggregator

Initiator

Russia

Autonet

State

Canada

Mojio

Private business

USA

Microsoft

Private business

Korea

Samsung

Private business

Germany

Caruso

Private business (alliance of telecom and automobile business) (continued)

Autonet: Digital Transformation of Transport

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Table 2. (continued) №

Contry

Aggregator

Initiator

6

EU

Automat

State

7

China

Horizon 3 s

State

Source: authors.

As noted above, the main task of this project is to ensure road safety, which is achieved due to the fact that cars connected to this system generated more than 5 million messages about the road situation. The car becomes “smart”, which allows it to collect and transmit the following types of transport information: geolocation data, data on ice, ABS actuation, weather conditions, emergency transport, slippery road, people and animals, special transport, unspecified places of an accident. Analyzing the experience of Russia, it should be noted that similar trends are observed in our country. In particular, it is planned that the share of the fleet of “connected” vehicles in 2022–2023 will be 40% [5]: – – – – –

all rolling stock of public transport, as well as cargo vehicles; 8 million units of transport equipment will be connected to ERA-GLONASS; 3 million cars will be equipped with standard navigation systems; 7 million cars will be equipped with mounted navigation equipment; 10 million cars will be equipped with attachments for security and search systems.

The task of market participants is to create a market for the turnover of automotive data for the state, business and the population. The new data turnover market includes the sale of data on available platforms, the creation and scaling of personalized data processing algorithms, a testing ground for testing new technological solutions, as well as information and financial services for the automotive business. The composition of transport information is diverse in nature. First of all, it is necessary to consider two main types of data from the point of view of personalization (Table 3). Mandatory data – generalized, depersonalized – that contain general information about the movement of vehicles, their technical condition and are used by state bodies to improve the road safety, while planning the road infrastructure, and generally improving the efficiency of freight and passenger transportation. The second category is the personal data of vehicle owners which are transferred to the system voluntarily, including on the terms of commercialization. The composition of the data is generally similar to the first category, but the personal nature of the data allows the business to develop the best solutions for car owners. In such a situation, the fact of consent to the provision of such information is also a desire to get the best customer experience. As noted above, automotive data will enable the implementation of a new generation of intelligent transport systems (ITS) within the framework of the “smart” city concept, as well as the implementation of a new generation of vehicle automation. Similar concepts are being successfully implemented in different countries of the world, in particular in China (Fig. 2), where the Human Horions company presented the 5 C project which shows a new view of transport management in a modern metropolis.

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A. O. Merenkov et al. Table 3. Composition of mandatory and voluntary transport data

Data type

Sphere

Required data (depersonalized) Data on the dynamics of movement

Voluntary data (personalized, can be commercialized by the car owner)

Functional task Road safety, traffic efficiency, road infrastructure planning, passenger transportation

Environmental data

Road infrastructure planning, passenger transportation

Security information

Road safety, passenger transportation

Basic data on the technical condition

Road safety, passenger transportation

Traffic dynamics data (with personalization)

Data exchange sales, smart insurance, MAAS, predictive diagnostics, drone support

Extended data on the technical condition

Data sale on the stock exchange, predictive diagnostics and maintenance, support for drones

Diagnostic data of electronic systems and sensor parameters Data from the head unit

Data sale on the stock exchange, security services, smart insurance, geocontext services, support for drones

Data about the operating mode and the driver’s condition

Data sale on the exchange, security services, smart insurance, geocontext services

Source: authors.

Smart city Smart road Smart car Fig. 2. Subsystems of transport management in the city (Source: authors).

At the same time, the new market player will be “legal representatives of the data owner”, who, along with automakers, can become dealers and service providers. From the point of view of external information systems, which include ITS subsystems, state information systems, as well as information systems of market participants themselves.

Autonet: Digital Transformation of Transport

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The ecosystem of data turnover will effectively form new business models, in case they are publicly available. At the same time, other participants of the transport business are also connected to the data turnover system (Fig. 3). National platforms • mobilitydata.gv.at • ndw.nu • mdm-portal.de • cciss.it • nap.ggt.es

Automakers

Road agencies

Service provider

Business models: Verification Smart insurance Services for car owners Dynamic monitoring and transport telemedicine Green transport Municipal transport Freight transport Fig. 3. Elements of the automotive data turnover system (Source: authors).

4 Discussion For the successful formation of the Autonet market, it is necessary that the car fleet in Russia corresponds to world trends in terms of intellectualization trends. However, at present, the digitalization level of the transport complex of the Russian Federation remains at a low level and significantly lags behind other industries. This applies not only to the quantity of equipment, but also to the quality of transport information (Fig. 4). The data is of poor quality, they are fragmented, which does not allow us to develop high-quality products for consumers and fully meet their needs in the best way. The mass formation of a fleet of connected vehicles leads to the formation of new business models: remote diagnostics of vehicles, smart insurance, traffic management, and so on. The prerequisites for the creation of the automotive data market should be: 1. The rapid growth of the fleet of connected vehicles. 2. The formation of a large amount of data.

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14%

50%

55%

67%

84%

100%

100%

Use of digital technologies by industry in Russia

Fig. 4. Elements of the automotive data management system. (Source: authors based on [5]).

3. The lack of information from the state about the number of cars transmitting data to external systems, which creates significant risks for the public safety. 4. Car manufacturers collect and process automobile data without the information consent of the car owners. 5. Staying in the development pace of domestic artificial intelligence technologies, neural networks, autonomous car driving. 6. Domestic IT companies do not have access to the automotive sales market. 7. Leakage, processing and commercialization of domestic automotive data, improvement of data processing technologies abroad, including artificial intelligence technologies. 8. Lack of access to data for domestic developers of products and services based on auto-profile information.

5 Conclusion The automotive industry today is on the verge of a serious transformation, a process that will affect all market participants. The basis of changes will be a combination of traditional and online business. A modern car is a full-fledged participant in the Internet of Things market which consumes and produces information in large quantities. Such data is the basis, the “raw material”, for building a new market for automotive services. Similar trends are observed in different countries of the world. In Russia, such a transformation is called Autonet – a non-profit association of state structures, business representatives of the automotive market industry, cargo logistics, passenger transportation, IT and telecommunicatios. Data collection and analysis, international cooperation are possible thanks to the creation of data centers – aggregates to which vehicles and companies are connected. Such interaction allows you to create a new ecosystem of the automotive business based on collected data. So, the economics of the automotive business offers the best solutions for the client, transport infrastructure, business and the state.

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References 1. Autonet: NTI “Autonet” initiated the amendment of the international convention of 1968 (2021). https://autonet-nti.ru/media/working-group-events/nti-avtonet-initsiirovala-izm enenie-mezhdunarodnoy-konventsii-1968-goda/. Accessed 18 Apr 2021 2. Carlos, L.: Impact of digital transformation on the automotive industry. Technol. Forecast. Soc. Change 162, 120343 (2021) 3. Chinh, Q., Ho, D.A., Hensher, D., Reck, J.: Drivers of participant’s choices of monthly mobility bundles: key behavioural findings from the Sydney Mobility as a Service (MaaS) trial. Transp. Res. Part C: Emerg. Technol. 124, 102932 (2021) 4. Gerrit, R.: Discovering digital business models in traditional industries. J. Bus. Strateg. 38(2), 41–51 (2016) 5. GKS: Business activity of organizations in Russia in 2021 (2021). https://www.gks.ru/bgd/ free/b04_03/IssWWW.exe/Stg/d02/20.htm. Accessed 18 Apr 2021 6. Gorin, V.S., Stepanov, A.A., Tetssoeva, O.A., Merenkov, A.O.: The philosophy of digital transport and logistics. In: Bogoviz, A.V., Ragulina, Y.V. (eds.) ISCI 2019. LNNS, vol. 115, pp. 91–99. Springer, Cham (2020). https://doi.org/10.1007/978-3-030-40749-0_11 7. Inrix: Scorecard (2021). https://inrix.com/scorecard/. Accessed 18 Apr 2021 8. Lipatov, A.: Digital technology for vehicle safety. Stud. Syst. Dec. Cont. 314, 323–331 (2021) 9. McKinsey: Our materials. https://www.mckinsey.com/ru/our-insights. Accessed 18 Apr 2021 10. Resolution of the Government of the Russian Federation No. 522 of May 25, 2012 (2021). https://base.garant.ru/70182740/. Accessed 18 Apr 2021

Research on Business Models Evolution and Strategies of Digital Companies V. V. Godin(B) and A. E. Terekhova State University of Management, Moscow, Russia {godin,anterehova}@guu.ru

Abstract. The contribution investigates three roles of information and communication technologies (ICT) in the company and their impact on the strategy and the business models being formed. The purpose of the study is to determine how a digital company is formed, how “traditional” and new information systems (IS) and ICTs participate in its formation. The changes of companies in terms of their business models and strategies carried out within the framework of digital transformation and the formation of the digital economy are evaluated. The properties and classes of digital companies, the reasons for the formation and properties of the platform economy are analyzed. The authors consider the economy of digital ecosystems, its properties, classes of digital ecosystems, properties of the ecosystem organizer company. The emergence and development of endto-end technologies, accelerating globalization are radically changing approaches to value creation. Modern business is undergoing a transition from an economy where demand creates supply to an economy where supply creates demand. There is a need to move from building a digital service to designing new digital products based on information and communication technologies. The evolution of the “digital company” - “digital platform” - “digital ecosystem” should continue with the “Internet of organizations”. Keywords: Business model · Digital company · Digital products · Economy of digital ecosystems · Platform economy · Roles of information and communication technologies

1 Introduction The relationship between business and ICT was traced since the emergence of the technologies themselves. The strategy of the company corresponds to the strategy of its actions in terms of information and software products used (SW) and the strategy in terms of computing and communication resources used (HW). A business (company) is constantly trying to find ways to develop existing or build new IS, and IS opportunities are predetermined by the development of ICT. In fact, it is possible to observe a constant scanning of innovations in ICT in the “Business (company) – IS – ICT” chain to determine possible changes in IS and business. © The Author(s), under exclusive license to Springer Nature Switzerland AG 2022 S. I. Ashmarina et al. (Eds.): Proceedings of the International Scientific Conference “Smart Nations: Global Trends In The Digital Economy”, LNNS 398, pp. 12–19, 2022. https://doi.org/10.1007/978-3-030-94870-2_2

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ICT can play various roles in a company, depending on the strength and nature of their impact on the business strategy and business model: ICT as an auxiliary resource, ICT as a restructuring resource, ICT of digital transformation and quantum ICT [3]. Quantum ICT, as technologies of the future, are further omitted from consideration. Currently, ICT play the role of digital transformation technologies and form the digital economy [10]. The task of our research is to determine how cyber-physical systems that form the basis of the digital economy are created and evolve, how “traditional” IS and ICT participate in their formation, which new ICTs have created the possibility of the emergence and development of such systems. And, as a result of the answers to the questions raised, to assess the changes of companies in terms of their business models and strategies implemented within the framework of digital transformation and the formation of the digital economy.

2 Methodology The theoretical basis was the research of scientists on the theoretical and methodological aspects of the use of digital technologies, methods and scenarios of digital transformation [1, 2, 5, 6, 9, 11]. The information base of the study was open sources of information about existing ecosystems. Examples of sources are Alibaba Group, Sberbank, Yandex, Tinkoff Bank, and others. We used specialized publications in the journals Management Science, Organization Science, Strategic Management Journal, Information Systems Research. The methodological basis was general scientific research methods that study reality. In particular, the authors used modeling. Models of their functioning as “ordinary” organizations, digital business organizations, platform organizations and ecosystem organizations were built for a number of organizations in various industries. Within the framework of the ARIS modeling system, an integrated model was built for each of the forms accepted by the organization. A set of diagrams of the model: Value-Added Chain Diagram, organizational models, models of the event chain of processes (eEPC models). In addition, Osterwalder’s business models, value chain models and IT architecture models were built. The authors tracked how a change in the business architecture leads to a change in the information architecture, application architecture and technological architecture. We also evaluated the possible transformation of a particular company into all the described forms and, as a result, a change in the strategy and architecture of the business.

3 Results 3.1 A Digital Business Company The “classical” use of ICT and IS in an “ordinary” company is associated with the need to process information that takes three forms: data, information itself and knowledge. This information pyramid corresponds to the classes of IS that provide appropriate actions with information. At the lower level of the company, automated IS of management (automated processes control systems) are used, forming time series of data from

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technological devices. Next, MES-systems that provide production management work. The next-level IS reflects how the role functions of employees are formed at the operational level of the company, and how the organizational structure of the company is built - according to the functional, process or project principle. Automated control systems, MES systems and the vast majority of ERP, BPMs and EPM/PPM systems modules are transactional IS that work with data. Another part of the IS modules of this level (BI – Business Intelligence/BW – Business Warehouse), as well as ECM systems, decision -making support systems (DSS), and some other IS convert data into information. The Knowledge Management IS, portal solutions, supports working with knowledge in the company and a number of other IS. The development of ICT to the level of digital transformation technologies allowed companies to form, whose products and services, as well as all processes, were digitized and received digital interfaces. These are digital business companies (digital companies). Is the information pyramid and the corresponding IS preserved in the conditions of digital transformation and the formation of a digital business company? It seems so. These companies operate with data and carry out transactions. Therefore, their IT architectures need, firstly, accounting support systems. The task of this level of IS is to process data and reduce the number of chaotic procedures and processes in the company, turning them into described procedures and processes, that is, increasing the formalization and support of routine standard actions in the company. Secondly, we need to support unique processes and ensure a full cycle of managing changes in business processes from design and redesign, monitoring execution, to setting new goals (using BPMs-class IP systems). Thirdly, a system for supporting projects with non-recurring and unpredictable tasks (the concept of case management and the use of ACM – Adaptive Case Management IS class). Generalized properties of the IS architecture of a digital company is a common technological platform that provides, firstly, support for the joint implementation of functions, processes, projects and cases. Secondly, an environment for registering and recognizing business events in order to make decisions on them in real time. Thirdly, a unified environment for social interaction of employees. Fourthly, an adaptive security system. The general directions of transformation of companies into digital companies and ensuring digital leadership concerned three areas: strategy (digital transformation of business), transformation of the business model, organization (formation of a business model and transformation of the company’s operational processes based on digitalization), innovations (strategic digital superiority, first of all – customer experience management). This led to a digital transformation of the management of companies, the products and services they produce, promotion channels and delivery channels. Ultimately, this caused a change in the consumption model that dominates in the economy. The emergence and development of advanced digital transformation technologies (Internet of Things, blockchain, artificial intelligence and machine learning, digital twin, human-machine interaction, etc.) created conditions for the formation of both a number of concepts of the organization of the economy as a whole and its individual segments (for example, Sharing Economy, Maker Economy, Industry 4.0, Smart Cities, etc.), and specific models of digital enterprises (for example, Data Driven Company, decentralized

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autonomous organizations (DAO), Freemium business models, Full-Crowdsourcing, exponential organizations, turquoise organizations, etc.) [7]. 3.2 Platform Economy Competition and the high share of technology costs in the cost of goods and services of digital companies forced them to look for ways to overcome these problems. The development of ICT made it possible to create an infrastructure as a solution to this problem, within which there is a technological possibility of extracting a network effect from the interaction of producers of goods and service providers with their consumers. It was proposed to create an online system for direct mutually beneficial interaction, providing standard solutions and services on the terms of outsourcing. These online systems were called platforms, and economic activity based on platforms was called platform economy. The existence of a platform economy is based on a number of factors [4]. Firstly, on the possibility of building a business model supported by digital technologies. Secondly, on the trusting relationships between the participants. Thirdly, on the possibility of data exchange between the platform’s IS and the participants’ IP based on open API (Application Programming Interface). Fourthly, on the possibility of accumulating and analyzing data, making decisions based on such analysis. This kind of economic activity involves combining the efforts of platform owners and providers (costs of creating, promoting, operating the platform; profit from operating the platform, increasing the level of risk-free income); producers of goods and service providers (costs on joining the platform; benefits from participating in the platform and profits from improved activities); and relevant consumers (benefits related to speed, quality, price, variety of choice; obtaining goods and services that are targeted and focused on their own needs). The tasks of the platform owners and providers are to form the required platform architecture; create rules and standards for its use; manage the rules, not the platform participants; create conditions for the preservation of intellectual property; etc. Possible classification features that form the classes of platforms: firstly, according to the functional purpose of the platform: (exchange and trading platforms (eBay); platforms for financial transactions (Apple Pay); media and music content platforms (YouTube); personnel platforms (LinkedIn); platforms for software standardization (iOS, BIAN-Banking Industry Architecture Network; etc.). Secondly, by the nature of the technological components of the platform (portal solutions, a network of devices based on the Internet of things, etc.) [4, 8]. The following common properties of the platform economy and platform companies can be noted: – there is a rapid and unlimited growth in the activity of platform companies: the development of platform services – the offer of content and software; the constant appearance of new customers; – the dependence of the platform’s competitiveness on the activity of its participants is noted. Since the value of the platforms increases with the growth of the number and activity of its users, the process of joining the platforms is quite easy and is constantly being simplified;

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– simplifying the interaction of platform participants. Ease of registration, clear interfaces, ease of downloading content, simplification of the process of joining the network, finding partners, exchanging information; – the availability of “24 by 7” platforms is ensured; – the difficulties of creating a new unique platform similar to the existing “successful” platform are increasing; – the trends towards openness of companies are increasing. They have to weaken their control over some of their values due to the need to maintain the openness of models for interaction. Due to the need to trust to the platform, constant development of security systems (platform and information protection systems) is required. The analysis of companies participating in the platform economy allows to draw the following conclusions. Digital companies that created platforms received new opportunities for sales growth. These companies changed business models and corporate culture, internal standards, and actually became a Data Driven Company. All participants of the platforms received additional ways to create added value and extract a synergistic effect from mutually beneficial cooperation.

4 Ecosystem Economics At the next stage of economic development, a number of phenomena can be observed. – the business environment is becoming more complex, becoming more heterogeneous, changeable and unpredictable, with a high interconnection of companies; – platform digital companies received proof of the success of their model and its invariance to various areas of the economy; – platform digital companies accumulated experience in operating platforms to ensure the interaction of various companies; – the companies had a sufficient number of technological solutions that could be considered as prototypes of IS. This ensures the availability of technologies by typing solutions for generating new businesses in the field of non-core (not key) markets and products; – new opportunities were created for the development of platform digital companies using new business formats due to a number of factors: the use of economies of scale; the use of the synergetic effect from the interaction of market participants; ensuring the sustainable development of digital companies themselves on the basis of heterogeneity, modularity and redundancy; – market participants still need to get high-quality products and services quickly and with minimal costs and efforts; – market participants are ready to provide personal data to receive customer-oriented goods and services. These phenomena and opportunities led to the transition from a platform economy to an ecosystem economy. The business ecosystem, by analogy with biological systems, is a “living” social system that has viability, flexibility, and the ability to create social capital.

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What is the difference between a digital platform and a digital ecosystem? In technological terms, the difference is small, in organizational terms, first of all, in heterogeneity, modularity, redundancy, as well as expansion into non–core markets, implemented in the ecosystem organizer company. At the same time, it should be borne in mind that ecosystems are still the “heirs” of digital platforms. Each ecosystem is unique due to the specifics of the properties of the participants and the conditions of functioning. However, there are several types of business “ecosystems”. Firstly, it is a set of companies and communities that are directly or indirectly involved in the implementation of a certain value chain. Secondly, it is a trading platform for integrated products and services for customers of a certain profile. Thirdly, a business ecosystem can be called a company that takes the form of a turquoise organization based on the principle of controlled self-government. Within the ecosystem economy, there are prototypes – typical public infrastructure solutions for building ecosystems – for example, the extended SAP Leonardo platform. There are also many private solutions of companies that build ecosystems independently on the basis of various tools “for themselves” (for example, a digital ecosystem based on projects and digital services of Sberbank). An analysis of existing business ecosystems allows to say that in order to create an ecosystem, a company should have a number of properties: – it should be attractive to potential participants of the ecosystem (have a wellknown brand and business reputation, own a large-scale customer base and extensive relationships with customers, ensure mutually beneficial coexistence of participants); – have the resources to build a digital ecosystem platform (openness, flexible IT infrastructure, providing integrative and flexible interaction with partners and customers through the API, staffing, analytics); – be able to solve organizational issues of building and operating an ecosystem based on the principles of self-organization.

5 Discussion Digital transformation created digital companies, a platform economy and an ecosystems economy. Traditional companies were forced to turn into digital companies, then either create their own digital platforms and digital ecosystems, or join existing platforms and systems. ICT continue to develop, help to improve business models, companies accumulate experience in the ecosystem economy and are looking for new ways to create value for customers and increase profits. In connection with the further development of ICT, at least two areas of further business change can be noted. Firstly, it can be noted that the development of digital ecosystems of companies leads to the formation of digital economy industries with their own ecosystems. Within the framework of such digital industries, infrastructure digital services and applications, digital products and services, and everything that is characteristic of the digital ecosystem are formed. Secondly, digital ecosystems are the current trend of economic development and ensure the sustainable development of companies. However, there is a limit to improvement within the current business paradigm. The further development of the companies

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is in changing the previous operating model and changing the positioning in the market, creating new ways to meet the needs of customers. Shifts in the positioning of companies are associated with shifts in the thinking of employees: the question is not how to use digital technologies to sell more products, but how to apply technologies to change the way we provide value to customers. This means that the company is moving from creating digital services to designing new digital products based on ICT.

6 Conclusion The changes that are taking place and should take place in companies are strategic, not tactical. It is necessary to ensure a continuous process of changes management, with a choice between a leadership strategy or a strategy of following the leader. These changes manifest themselves in different ways in companies of different sizes. In small and medium-sized businesses, the initiator of changes is the owner or manager. The actual change agent is the project manager. In a large business, a change in the corporate culture is required, the support of the owners and the management of the ability to change. The introduction of ICT and IS that expand the boundaries and capabilities of the company is carried out by changing the strategy, business model, operations and culture of the organization. The tasks of management are to ensure this process: determining and realizing the value of digital business transformation, forming a new business model, ensuring digital leadership in the company, training employees and searching for talents, transforming the ICT infrastructure for new tasks. Conceptually, the dialectic of building a company’s strategy can be described as the evolution of strategic ideas to a certain focus of the company in the following sequence: on resources; on the market position, on key competencies, on the business model; on the business ecosystem, and so on. The current state of this process is the company as an ecosystem. The next step: if the Internet of things appeared, then the Internet of everything, then, probably, the Internet of businesses (organizations) should appear as the next concept of the economy. Then the evolution of technological platforms and business ecosystems can be represented in the following sequence of changes: e-mail, web site, e-commerce, e-business, networking, digital ecosystems, and internet of organizations. The emergence and development of end-to-end technologies, accelerating globalization are radically changing approaches to value creation and destroying seemingly unchangeable economic laws. The world is going through a transition from an economy where demand creates supply to an economy where supply creates demand. The one who can make the best offer with the greatest consumer value, wins loyal consumers. Technologies allow to personalize the offer as much as possible, taking into account the peculiarities of individual consumption. The processes described above, on the one hand, form a new image of management – the use of data and decision-making in real time, the use of big data analysis results in management, building a business based on digital ecosystems, and on the other hand, they put forward qualitatively different management tasks at all levels of economic management.

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References 1. Aturin, V.V., Moga, I.S., Smagulova, S.M.: Digital transformation management: Scientific approaches and economic policy. Manager 11(2), 67–76 (2020) 2. Evans, D.S., Schmalensee, R.: Matchmakers: The New Economics of Multisided Platforms. Harvard Business Review Press, Boston (2016) 3. Godin, V.V., Dashkov, A.A., Blinnikova, A.V., Danilina, O.M., Terekhova, A.E.: New management technologies and digital basiness transformation. In: Afanasev, N.V. (ed.), Proceedings of the Conference Current Problems of Our Time: The Relationship Between Man and Society (pp. 262–268). Atlantis-Press, Amsterdam (2020) 4. Godin, V.V., Terekhova, A.E.: Digital ecosystems as a form of modern business transformation. In Becker, J., Matveev, M., Tartukhin, V. (eds.), Proceedings of the 1st International Conference of Information Systems and Design. CEUR Workshop Proceedings, vol. 2570 (19). CEUR, Moscow (2020) 5. Nissen, V., Lezina, T., Saltan, A.: The role of IT-Management in the digital transformation of Russian companies. Foresight STI Govern. 12, 3 (2018) 6. Parker, G.G., Van Alstyne, M.W., Choudary, S.P.: The Platform Revolution: How Network Markets are Transforming the Economy — and How to Make Them Work for You. Mann, Ivanov and Ferber, Moscow (2017) 7. Sibel, T.: Digital Transformation. How to Survive and Succeed in the New Era. Mann, Ivanov and Ferber, Moscow (2021) 8. Smirnov, E.N., Lukyanov, S.A.: Imperatives of global digital platform management. Manager 11(4), 59–69 (2020) 9. Tsenzharik, M., Krylova, Y., Steshenko, V.: Digital transformation of companies: Strategic analysis, influence factors and models. Bull. St. Petersburg Univ. Econ. 36(3), 390–420 (2020) 10. Vorontsovsky, A.: Digitalization of the economy and its impact on economic development and social welfare. Bull. St. Petersburg Univ. Econ. 36(2), 189–216 (2020) 11. Zinder, E.Z.: Expanding enterprise engineering paradigm. Bus. Inf. 4(38), 7–18 (2016)

Digital Support for Business Decision-Making Due to Sudden Change in External Conditions I. M. Tararin(B) State University of Management, Moscow, Russia [email protected]

Abstract. The contribution considers methods of overcoming crises that arise due to the sudden termination of the company’s supply of resources or services that are key to its functioning. Examples of crises whose occurrence and duration cannot be predicted are given. A method of minimizing losses and returning to the optimal mode is proposed, taking into account the lack of information about the possible duration of the crisis that arose. The possibilities and algorithm of the system with elements of artificial intelligence for the most optimal way out of a crisis situation and forecasting possible management decisions in the event of similar crisis situations in the future are considered. Based on the algorithm for overcoming the crisis, an approach to forecasting the direction of the company’s development in a stable situation is suggested. Keywords: Crisis management · Forecasting · Intelligent systems · Supply management

1 Introduction The problems of crises in the world economy, their causes, dynamics and ways of overcoming took a significant place in economic theory for a long time. Cyclical processes were well studied, when periods of economic growth alternate with recessions with different frequency [9, 12]. In addition to the obvious negative consequences, cyclical crises have certain advantages. New methods and approaches to management are emerging, outdated technologies are being replaced, the decision-making system and methods of regulating the economy are being revised [6, 8]. In principle, a sequence of cyclical crises can be considered a smooth transition from one state of equilibrium in the economy to another [5]. In the modern global world, some crises, for example, agricultural ones, are becoming less noticeable, but at the same time some phenomena are becoming global in nature. For example the “financial bubble” in the United States led to the global crisis of 2007–2009. From the sudden crises of recent times, we can recall the situations of quarantine restrictions. For example, the city of Wuhan, where the world’s first quarantine was declared, is one of the largest transport centers of the People’s Republic of China. It is a key supply hub for Chinese heavy industry, the largest river-sea container © The Author(s), under exclusive license to Springer Nature Switzerland AG 2022 S. I. Ashmarina et al. (Eds.): Proceedings of the International Scientific Conference “Smart Nations: Global Trends In The Digital Economy”, LNNS 398, pp. 20–25, 2022. https://doi.org/10.1007/978-3-030-94870-2_3

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terminal. When a strict quarantine was announced, all loading operations stopped, consumers were not supplied with resources, producers could not get empty containers back. This led to a “domino” effect, and no one could guess how long this situation would last [2, 7]. A similar situation arose recently, when the container ship “Ever Given” crashed in the Suez Canal. The movement of tankers in both directions (both with oil and empty ones) was blocked, as a result of which the prices for oil transportation doubled a week later. At the same time, contradictory information about the possible duration of the channel blocking was received all the time.

2 Methodology Elements of the theories of micro and macroenomics, risk management were used. Economic theory data on short and long development cycles were also applied. An analysis method based on the branching calculation algorithm is proposed. The resource delivery plan under consideration is a linear discrete model with a finite number of states. Such models are optimized using the simplex method or its modifications. In addition, methods of mathematical analysis, linear algebra and optimal decision-making were used.

3 Results Let’s consider the case of using n suppliers of the same (or at no additional cost of an interchangeable resource or service) within a single company. Let the vector A0 of size n × 1 contain the possible volumes of resource supplies from each source fixed at some point in time. The price vector B0 of size n × 1 contains the cost of using the resource from each source. AT0 = (a1 ; a2 . . . an ); B0T = (b1 ; b2 . . . bn ). Usually, one of all the suppliers can be singled out, with the best conditions for the consumer. For certainty, we will assign it the first number. The supply is not carried out from alternative sources. In such conditions, the company will be more vulnerable in case of crises, but, as a rule, it will have special conditions with the supplier – discounts for volume, loyalty programs, etc.In addition, in some cases, delivery from several sources is physically impossible, for example, when using transport aviation or sea transportation. AT = (a1 ; 0; 0 . . . 0); BT = (b1 ; 0; 0 . . . 0). In the normal stable mode of operation of the model, the resource is supplied and used in approximately the same, stable in time conditions, i.e. a1 (t + 1) · b1 (t + 1) → 1. a1 (t) · b1 (t)

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We will not consider the processes of development or decline of activity in the market, because of their elongation in time. At some random point in time, the supply of the resource becomes impossible. And it is not known how long it will take for deliveries to resume with optimal and stable conditions. Recently, there have been many examples of accidents, sanction restrictions, unpredictable political and economic decisions that led either to the blocking of traffic flows, or to the prohibition of interaction with specific companies or states. To ensure the functioning, two tasks must be solved simultaneously: n  N  ai (t + j) = N · a1 . 1) i=1 j=0

This is a condition for maintaining the volume of resources received during the crisis. We will assume that the duration of the crisis will be N cycles, but their exact number is unknown in advance. Moreover, this number can often change in the process of eliminating accidents or under the influence of political decisions. n  N  ai (t + j) · bi (t + j) → min 2) i=1 j=0

The second condition is obvious – minimizing the costs of obtaining resources. In the conditions of a sudden crisis, the company is forced to revise the conditions for ensuring its functioning. We have to use all possible sources of supply, not paying attention to the fact that this will certainly violate their optimal regime. ⎞ ⎛ 0 a1∗ (t + 1) . . a1∗ (N − 1) a1 ⎜ a (t) a (t + 1) . . . 0⎟ ⎟ ⎜ 2 2 ⎟ ⎜ A = ⎜ a3 (t) a3 (t + 1) . . . 0 ⎟; ⎟ ⎜ ⎝ . . .. . 0⎠ . 0 an (t) an (t + 1) . . ⎛ ⎞ ∗ ∗ 0 b1 (t + 1) . . b1 (N − 1) b1 ⎜ b (t) b (t + 1) . . . 0⎟ ⎜ 2 ⎟ 2 ⎜ ⎟ B = ⎜ b3 (t) b3 (t + 1) . . . 0 ⎟. ⎜ ⎟ ⎝ . . .. . 0⎠ . 0 bn (t) bn (t + 1) . . In these matrices, the values a1∗ (t + j) are possible deliveries from the previously optimal source, but in smaller quantities, or at higher costs b∗1 (t + j). It is necessary to make a plan for the supply of resources for N cycles ahead, using all possible sources. This plan should be adjusted when information is received about the duration of the crisis and about the capabilities of suppliers. It is probably impossible to make such an adjustment in manual mode, since the volume and speed of incoming information are too large. With an almost unlimited list of suppliers, a variety of route options and a large number of steps N, numerical methods of discrete optimization can be used [3]. To get out of a crisis situation with the least losses, it is necessary to use algorithms and programs with elements of artificial intelligence. With a large, almost unlimited number of alternative suppliers, it is possibly very quickly choose the most reliable (but not optimal) for the time of the crisis.

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a (t+1)·b (t+1) Checking the relations i0 ai (t)·bii0 (t) − 1 < εi0 , where ε is a positive value, 0 0 which, if possible, can be minimized, despite a significant amount of constantly changing conditions. In the sequence ε1 , ε2 , ...εi0 . . . , the program with AI elements is looking for an absolute error of deviation of the desired fraction from one that is closer and closer to zero. The speed and reliability with which the intelligent system is able to perform permutation of all possible variants of the source data file can bring the model as close as possible to the optimal value of the vectors. AT = (a1 ; 0; 0 . . . 0); BT = (b1 ; 0; 0 . . . 0). At the same time, the components a1 b1 should move down through the arrays, while maintaining the collinearity of the data. The learning ability of the system in this case should consist in analyzing and cutting off conditions that are not able to improve the optimality criterion of the model. The system’s “understanding” which will not lead from the suppliers offers to the desired results, and, consequently, excluding them from the search, will significantly reduce the amount of calculations and increase the speed of decision-making. In addition, intelligent software packages are able to work quickly with encoded or implicit information about suppliers.

4 Discussion We can consider the case when the elements of the column vector A0 = (a1 ; a2 . . . an )T are not the volumes of deliveries, but the strategies of behavior in the case of a crisis. For example, in the situation with the blocking of the Suez Canal discussed above, the following options are obvious for oil buyers: a1 - to wait for the crisis to end without doing anything, a2 - to reduce production, a3 - to raise prices, thereby reducing demand, a4 - to conduct tankers by another route, etc. [11]. In this case, the column vector B0 = (b1 ; b2 ...bn )T will contain losses when choosing a specific behavior strategy or a combination of them. The method of analysis will not be changed with this formulation of the problem. Only the optimality criterion will change. N n



ai (t + j) · bi (t + j) → min,

i=1 j=0

since ai they are no longer resource quantities. In this case, you will need to provide the condition ⎫ ⎧ N ⎬ ⎨

bi (t + j) , min ⎭ i ⎩ j=0

which allows to choose one of the possible strategies with the least losses [1].

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You can also jointly consider options for strategies with losses from their application for N steps of the crisis. In this case, the matrix R arises: ⎞ ⎛ 0 r1 (t + 1) . . r1 (N − 1) r1 ⎜ r (t) r (t + 1) . . . 0⎟ ⎟ ⎜ 2 2 ⎟ ⎜ R = ⎜ r3 (t) r3 (t + 1) . . . 0 ⎟, ⎟ ⎜ ⎝ . . .. . 0⎠ . 0 rn (t) rn (t + 1) . . where ri is the risk of using a behavior strategy, determined by the amount of losses over time [10]. In this case, you can choose a strategy (or a combination of them) using methods of analyzing matrix games under conditions of complete uncertainty.

5 Conclusion In the future, expert assessments of narrow specialists will be replaced by software products with AI elements. Long lists (matrices) of actual information about suppliers, with a system of cross-references, with the help of systems with AI elements can be analyzed by simulation methods or with the help of trained neural networks [4]. The intelligent system is also able to check the information presented in matrices A and B for reliability. Based on the algorithms of branching calculations, it is possible to estimate at what point in time the supply of resources from a particular supplier becomes difficult, and with which other supplier it is necessary to continue working. Along with the analysis of input data (matrices A and B), it is possible to develop a model for “predicting preferences” for an artificial intelligence system. The supplied goods or services can be matched with their “ratings”, and the reliability of suppliers can be evaluated according to them. This approach will allow to make a smooth transition to a more promising supplier or enter the market with new services without sudden financial costs (or losses). The proposed approach to the analysis of behavior in crisis situations can be used in other cases. For example, in the case of modernization of production or updating of technological equipment, it is possible to optimize the duration of this N period. In this case, the values ai will be the shares of new equipment. ⎞ ⎛ 1 a1 (t + 1) . . a1 (N − 1) 0 ⎜ 0 a (t + 1) . . . a2 (N ) ⎟ ⎟ ⎜ 2 ⎟ ⎜ A = ⎜ 0 a3 (t + 1) . . . a3 (N ) ⎟, ⎟ ⎜ ⎝. . .. . . ⎠ . an (N ) 0 an (t + 1) . . under the condition n  N  i=2 j=0

n 

ai (N ) = 1 and criteria of optimality

i=2

ai (t + j) · bi (t + j) → max, where bj is the efficiency of new technologies.

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References 1. Danilov, Yu.A., Pivovarov, D.A., Davydov, I.S.: Some results of research on new crisis predictors. Vopr. Ekon. 5, 86–106 (2020) 2. Filina, V.: Modern approaches to assessing the effectiveness of transport projects. Forecast. Prob. 2, 128–136 (2020) 3. Gorskiy, M.: A theoretical approach and a numerical method for finding a quasi-optimal solution to a nonlinear high-dimensional discrete problem. HSE Econ. J. 23(3), 465–482 (2019) 4. Gubereva, E.A.: Neural networks in the analysis of time series. Innov. Invest. 10, 150–153 (2020) 5. Konoplev, D.E.: The asymmetry of information waves in economic thinking: the experience of financial crises. Vopr. Ekon. 1, 111–126 (2020) 6. Kuternin, M.: Modeling of the import substitution and national economy modernization complex process with a management through the natural monopolies of the country. Vestnik Universiteta 9, 39–44 (2017) 7. Levitskaya, L., Zamkovoj, A., Strokov, M.: Cargo distribution in transport based on strategic forecasting of cargo flows. Forecast. Prob. 1, 74–81 (2019) 8. Polbin, A.V., Sinelnikov-Murylev, S.G., Trunin, P.V.: The economic crisis of 2020: Reasons, policies to deal with and further development of the Russian economy. Vopr. Ekon. 6, 5–21 (2020) 9. Polunin, Y., Yudanov, A.: Method for analyzing economic processes in conditions of instability (on the example of analyzing the dynamics of revenue of Russian companies). HSE Econ. J. 24(4), 622–649 (2020) 10. Silaev, A.A., Bukhtoyarova, M.V., Parshikova, G.Y., Atoyan, S.V.: Features of artificial intelligence simulation models and risks when using them. In: Popkova, E.G., Sergi, B.S. (eds.) ISC Conference - Volgograd 2020. AISC, vol. 1100, pp. 394–403. Springer, Cham (2020). https://doi.org/10.1007/978-3-030-39319-9_45 11. Silaev, A.A., Kuternin, M.I., Parshikova, G.Y., Perfilyev, A.A.: Some aspects of forecasting and evaluating the effectiveness of investments in the system of management of oil production and refining industry in the region. In: Popkova, E.G., Sergi, B.S. (eds.) ISC 2019. LNNS, vol. 129, pp. 1653–1663. Springer, Cham (2020). https://doi.org/10.1007/978-3-030-479459_176 12. Voskoboynikov, I.B., et al.: Recovery experiences of the Russian economy: The patterns of the post-shock growth after 1998 and 2008 and future prospects. Vopr. Ekon. 4, 5–31 (2021)

Organization of Remote Work of Employees in Modern Conditions D. K. Zakharov(B) State University of Management, Moscow, Russian Federation

Abstract. This work considers specific features of the organization and registration of remote work of employees who perform the functional duties of managers, specialists and employees of various types of organizations. The author defines concepts of remote work, the general provisions of stages and features of employees’ registration for the specified work form, describes organizational forms of the interaction between an employee and an organization that have arisen in crisis conditions. The contribution also considers expedient directions of the electronic document management organization with the use of various confirmation forms for the organizational and legal security of the functional duties performance. The features of the use of various forms of electronic signature are shown. It also describes specific features of document management using postal (courier) communication, depending on the types and forms of sent documents. The issues of the ownership confirmation organization for intellectual results of employees’ activities are considered. The author presents directions of solving problems related to the possibility and legality of compensating employees for the necessary equipment and office supplies in the conditions of remote work or combined work mode, defines recommended rules for effective management of the employees’ work organization in case of remote working mode. Keywords: Combined work time · Employee cost compensation · Employee-organization interaction · Remote work · Simple and enhanced electronic signature

1 Introduction Remote work is understood as the performance by an employee of those functions that are defined by an employment contract or other document regulating the labor relations of the parties (employer and employee) outside of a stationary, permanent workplace, outside the location of the employer, its representative offices, branches, and other separate structural divisions of the organization (including those located in another area). However, when working remotely, the condition for the use of information and telecommunications networks, including the Internet, public communication networks, should be observed for the performance of labor functions or tasks, as well as for the implementation of interaction between an employee and his supervisor on various issues related to the performance of labor functions. © The Author(s), under exclusive license to Springer Nature Switzerland AG 2022 S. I. Ashmarina et al. (Eds.): Proceedings of the International Scientific Conference “Smart Nations: Global Trends In The Digital Economy”, LNNS 398, pp. 26–32, 2022. https://doi.org/10.1007/978-3-030-94870-2_4

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An employee can conclude an employment contract or an additional agreement to an employment contract by defining for himself one of the modes of performing remote work: permanent work time, temporary (lasting up to 6 months) work time, combined work time [3], an employee performs work remotely outside the location of the organization, its representative offices and branches, other structural divisions, outside the permanent workplace, outside the territory under the control of this organization. In addition, the employee has the right to independently determine the workplace where he will perform remote the work.

2 Methodology The main research objective of this contribution is the application of methodological principles which help employers adjust their place in interaction with the other side of labor relations. This can occur due to the adjustment of traditional relations with the subjects of the labor market when using various forms of employment. One of the ways to solve the problem of ensuring the stability of the organization’s personnel is the choice of a remote form of work. To achieve this task, it is advisable to use the following research methods: – definition of the concept of remote work, based on the generalization of management concepts of various forms of employment; – formation of the organizational principles of the main directions of the personnel policy in the organization based on the use of flexible forms of employment in human resource management; – development of organizational, informational, technical and legal features of the interactions in the labor process, the study of their systemic alignment and the inadmissibility of contradictions; – study of specific features of the structure of the labor process during the transition to remote work. This is necessary to take into account the emerging additional requirements of the parties to the employment relationship and the possibility of meeting them on the basis of a systematic approach to the management process; – identification of strategic features of the remote form of work that contribute to the formation of a long-term basis for its use. In the study of these problematic issues of remote work, the most important principles should be highlighted. The leading among them is the principle of consistency which allows us to take into account requirements of interaction of control system elements that are invariably involved in the work process in any form, including the remote mode. The principle of objectivity is aimed at identifying factors and dependencies in comparison with their practical manifestations in the management process. The principle of compliance of the production system with the management system is also very important when developing tasks for using a remote form of work.

3 Results The employee should determine the future location of the remote work location so that it neutralizes the factor of the distant location of this place. The employee should be

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able to quickly go to the office to implement their functions at the main workplace in the organization. When accepting an employee for remote work in an organization, the HR department must inform the organization’s management about the remote work mode of this employee. The HR department is obliged to register this employee for work in the organization in accordance with the procedure established by the legislation and internal organizational and legal acts of the company [10]. In this case, an employment contract and an additional agreement to it are concluded by exchanging relevant documents between the employee and the organization in the electronic form. An employee who is in the remote work mode gets an official salary, bonuses based on the results of current activities, various kinds of remuneration approved by the organizational regulations of a particular company. In the case of remote work, it is necessary to organize the interaction of the employee and the organization in the form of electronic document management, which requires additional management and certain technical solutions [12]. At the same time, an important point is the design and use of an electronic signature, which can be used in several forms, namely: an enhanced qualified electronic signature, an enhanced unqualified electronic signature, a simple electronic signature. In case of mutual exchange of documents via electronic communication channels, the employee and the organization have to send the necessary confirmations of receipt of electronic documents no later than one working day from the date of sending the electronic document to the addressee. For the implementation of the mandatory state social insurance program, an employee sends to the organization the originals of the required documents in accordance with the legislation, or submits to the organization information about details of the document confirming his disability [3]. When performing remote work, an employee should send the following documents to the organization using postal communication: the originals of those documents that are related to the provision of mandatory insurance coverage for mandatory insurance in case of temporary disability; copies of documents that are subject to notarization; an employment contract with the organization duly executed and signed by the employee on paper. In turn, the organization with the use of postal communication sends to the employee certain fundamental documents, namely: duly certified copies of documents related to legal issues of performing work with a particular employer, a properly executed labor contract on paper; a copy of the order on the termination of the labor contract on paper. Using electronic means of communication, via the Internet, in the form of an electronic document flow signed with an enhanced qualified electronic signature (which is mandatory for the organization and permissible for the employee) and an enhanced unqualified electronic signature (permissible for the employee, unacceptable for the organization), the following documents can be sent: internal regulatory documents of the organization; orders; various notifications about events and meetings held in the organization; administrative documents of the organization that are mandatory for execution; requirements, explanatory notes of the employee and other similar documents that can be sent in electronic form [11]. It is important to note that other written interaction of the

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parties (the employer organization and the employee) is possible in the form of ordinary electronic correspondence using the Internet and a simple electronic signature. The need to use an enhanced qualified electronic signature is determined in the case of using information in electronic form attached to other information in electronic form. An enhanced qualified electronic signature must be designed in such a way that it meets the following parameters [7]: obtaining an enhanced qualified electronic signature as a result of cryptographic transformation of information data using the appropriate electronic key; an enhanced qualified electronic signature should make it possible to identify an official who confirms the relevant information transmitted in electronic form; with the help of an enhanced qualified electronic signature, it should be possible to establish the fact of changes in an electronic document after its approval; it is necessary to specify the verification key of the enhanced qualified electronic signature in the corresponding certificate. The organization can also grant an employee official access to specialized information tools for registering tasks within the framework of performing functions. The employee must give an obligation not to use information tools, e-mail addresses for his personal purposes. Official information, information received and transmitted to the employee, files, e-mails signed with a simple electronic signature are electronic documents that must be executed by the employee taking into account the requirements of internal organizational documents. Each of the parties to electronic communication is obliged to confirm the receipt of electronic organizational documents, for example, no later than the morning hours of the working day following the receipt. In the event that the necessary technical means and electronic equipment fail, or the software does not function correctly, and the parties therefore do not have the opportunity to send documents in a timely manner, the party that has the above circumstances is obliged to notify the other party promptly of the occurrence of these circumstances. In addition, this party should take all necessary measures to eliminate the causes that violate the normal interaction of the employee and the organization. In particular, sending a message in any messenger is considered as a notification [9]. A separate point of interaction between an organization and an employee who is on a remote job is the ownership of the intellectual results of the employees’ activities. The exclusive right to certain results of intellectual activity of employees who are on remote work, created in connection with the performance of labor functions and specific tasks of direct managers, belongs to the organization. Such results may include official inventions, official models, official samples, official achievements, official secrets of production, official performance of specific tasks. In addition, the organization also owns the results created by employees using the material and technical means of the organization, as well as with the help of information owned by the company. The remuneration of employees is their remuneration for the use of the results of intellectual activity.

4 Discussion A particular difficulty in organizing remote work of an employee is tracking the location and time that the employee spends at a remote workplace. A number of organizations

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are already equipped with special tools that notify the departments heads, information services and security services about how much time an employee spent at the workplace, directly in the work network or program. A number of organizations still rely on the integrity of employees and the tasks completed on time serve as a guide for them. To ensure the control over the presence of employees at a remote workplace, the employee should inform the personnel management service and his direct supervisor about the change in the place of remote work. If necessary and there is an appropriate order from the direct supervisor, the employee is obliged to leave the remote work mode to the office for further performance of his labor functions at the workplace within the territory of a particular organization [2]. There is no doubt that the employer organization must compensate the employee for the costs associated with performing labor functions during remote work. The expenses that the employee has should be documented by the corresponding payment documents. The costs of the organization associated with the performance of labor functions at remote work will be justified if the relevant employees determine in advance the following key parameters related to their remote work (Table 1). Table 1. Parameters for switching employees to remote work Name of the parameter

Departments and positions of persons responsible for determining the parameter in the organization

The circumstances that became the basis for the transfer of employees to the remote work mode

Management of the organization, heads of structural divisions

List of employees who are being transferred to Heads of structural divisions remote work mode The period of transfer to the remote work mode (with the possibility of extending this period, but not more than for the period of occurrence of a specific circumstance)

Management of the organization

Determination of the necessary technical means, equipment, software, stationery, information security tools. Establishment of the amount and terms of payment to employees of expenses related to the use of their own technical means and other expenses related to the performance of labor functions in the remote work mode

Heads of structural divisions, economic services of the organization, information support department, financial divisions of the company

Parameters related to the specifics of remote work of organizations in specific fields of activity

Management of the organization, heads of structural divisions

Source: author

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It is quite logical that when an employee uses his property with the consent and knowledge of the management of the organization, compensation should be paid to the employee, including for depreciation of technical means and equipment. Computers and other technical devices (for example, printers), like all technical means, are related to a certain depreciation group and, in this regard, have a useful life. The problem in this case is that, while working remotely, an employee usually uses home office equipment not only for official and professional needs, but also for personal purposes [4]. A solution to this issue may be the payment of compensation for the use of technical means for depreciation attributable to working hours [6]. In addition, employees who are working remotely bear the costs of paying for the Internet, mobile communications, and electricity. These expenses should also be taken into account for the working time period. As for the costs of buying paper, printer cartridges, office supplies necessary for performing labor functions, the amount of compensation can be set in a fixed monthly amount, taking into account the production need for spending these material resources [10]. In order for the employer to pay compensation to the employee for the spent expenses and at the same time not to make unnecessary tax payments, it is important to collect a set of documents that will justify the need for these payments, their size, and the direct relationship with the performance of labor functions. In other cases, such compensation of expenses is recognized as part of the salary or other part of the employee’s income, which is subject to tax and insurance premiums [1].

5 Conclusion The performance of an employee’s labor functions, official duties outside of a stationary, permanent workplace, outside the location of the employer, has long been considered as one of the possible forms of employment, which is an essential motivational element. The attractiveness of remote work for a significant part of the workforce has been the subject of discussions and publications in the scientific and business communities over the past few years [5]. The current conditions of the coronavirus pandemic in a number of countries, the crisis conditions of the labor market have caused the special relevance of the use of remote work [8]. At the same time, this form of labor relations between employees and employers has raised a number of new organizational, legal, technical and even ethical problems. This work is devoted to solving some of them.

References 1. Ågerfalk, P., Conboy, K., Myers, M.D.: Information systems in the age of pandemics: COVID19 and beyond. Eur. J. Inf. Syst. 29(3), 203–207 (2020). https://doi.org/10.1080/0960085X. 2020.1771968 2. Donnelly, R., Johns, J.: Recontextualising remote working and its HRM in the digital economy: An integrated framework for theory and practice. Int. J. Human Res. Manag. 32(1), 84–105 (2021). https://doi.org/10.1080/09585192.2020.1737834 3. Federal Law No. 407-FZ “On Amendments to the Labor Code of the Russian Federation regarding the regulation of remote (remote) work and temporary transfer of an employee to remote (remote) work at the initiative of the employer in exceptional cases” (2020). https:// rg.ru/2020/12/11/udalenka-dok.html. Accessed: 10 Aug 2021

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4. Felstead, A., Henseke, G.: Assessing the growth of remote working and its consequences for effort, well-being and work-life balance. N. Technol. Work. Employ. 32(3), 195–212 (2017) 5. Gurova, I.M.: Remote work as a trend of time: results of mass testing. MIR (Modern. Innov. Res.) 11(2), 128–147 (2020). https://doi.org/10.18184/2079-4665.2020.11.2.128-147 6. Klerk.ru: Whether a remote worker is entitled to compensation for expenses (2021). https:// www.klerk.ru/buh/articles/503823/. Accessed 10 Aug 2021 7. Kozhevnikov, O.A., Chudinovskikh, M.V.: Regulation of telework in Russia and foreign countries. Vestnik Saint Petersburg Univ. Law 11(3), 563–583 (2020). https://doi.org/10. 21638/spbu14.2020.303 8. Kylili, A., et al.: The role of remote working in smart cities: Lessons learnt from COVID-19 pandemic. Energy Sour. A Rec. Util. Environ. Eff. 1, 16 (2020). https://doi.org/10.1080/155 67036.2020.1831108 9. Perry, S.J., Rubino, C., Hunter, E.M.: Stress in remote work: two studies testing the demandcontrol-person model. Eur. J. Work Organ. Psy. 27(5), 577–593 (2018). https://doi.org/10. 1080/1359432X.2018.1487402 10. Sharovatov, Y.: Remote Management. Alpina Publisher LLC, How to manage employees remotely. Moscow (2020) 11. Strebkova, A.A.: Remote work: development, problems, prospects. Ques. Russian Just. 7, 374–381 (2020) 12. Wrycza, S., Ma´slankowski, J.: Social media users’ opinions on remote work during the COVID-19 pandemic. Them. Sent. Anal. Inf. Syst. Manag. 37(4), 288–297 (2020). https:// doi.org/10.1080/10580530.2020.1820631

“Interdisciplinary Transfer” in Creating an Urban Governance Ecosystem in Digitalization A. V. Demin, I. V. Rybalchenko, and I. V. Milkina(B) State University of Management, Moscow, Russia [email protected], [email protected]

Abstract. The authors attempt to apply the scientific method of “interdisciplinary transfer” (“transfer method”) to study the competitiveness of enterprises in the ecosystem of urban management and apply principles and criteria of survival from biological science, primarily the so-called “species”, biological competitiveness, for economic analysis. The aim of the study was to prove the possibility of transferring stable and repetitive patterns in completely different study areas. It is clearly shown that the transfer of patterns identified in the study of biological survival and competitiveness of living organisms retains stability and repeatability and when applied to objects of economic analysis in the study of their competitiveness in the economic environment. Keywords: Competitiveness · Digital transformation · Economic strategy · Environmental potential · Sustainable development · Urban governance ecosystem

1 Introduction In the new development paradigm of the world economy, digital technologies are considered no longer as a tool for improving the efficiency of work processes and managing activities, today digital technologies are becoming the main productive resource that determines the growth of society’s well-being. However, until now, the main constraint in the introduction of digital technologies has been a significant difference not only in working processes, but also in the management objects themselves. Indeed, the management of a large greenhouse farm or the transport component of the urban infrastructure with the help of modern information systems, at first glance, has nothing in common. That is why one of the main challenges facing scientists studying urban management is the question of finding an easy, software- and hardware-implemented algorithm for transferring dependencies, functions and calculation schemes, well studied and described in the form of information systems, from one area of urban management to another.

© The Author(s), under exclusive license to Springer Nature Switzerland AG 2022 S. I. Ashmarina et al. (Eds.): Proceedings of the International Scientific Conference “Smart Nations: Global Trends In The Digital Economy”, LNNS 398, pp. 33–42, 2022. https://doi.org/10.1007/978-3-030-94870-2_5

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2 Methodology In this paper, the authors for the first time propose a solution to this issue, in the form of a methodological approach that makes it easy to transfer and transform information systems [7] created in one area of urban management to other areas. The development of the proposed method will help not only significantly accelerate the “digitalization” of urban management, but also save significant funds that would be needed if we start developing systems for “digitizing” each urban industry independently and from scratch. As a synergistic effect of the proposed method of transferring established relationships, functions, data movement, etc., there will be a solution to the problem of the lack of qualified specialists in the field of digital solutions. Moving from one field of activity to another, specialists will meet with a familiar system, familiar methods of work, etc. It is this trend, in contrast to the slow and cautious introduction of untested systems, that will allow the introduction of reliable and working hardware and software complexes which will lead to a significant acceleration of the creation of Russia’s own digital economy ecosystem [5]. The most important features of social and economic development at the present time should include the acceleration, complication and growth of unpredictability of the processes taking place in society, the economy and the environment. The consequences are the increased environment instability in production, exchange and consumption activities, distortions and difficulties in the distribution of material goods. In such economic conditions, competitiveness is of particular importance, that is, the stability of the enterprise, its ability to continue its effective functioning in external conditions.

3 Results Economic methodology as a science of methods for studying the economic life of economic entities has developed quite fully as a unified understanding of economic reality and as a single set of cognition methods and scientific methods. However, does it follow from this that all methodological aspects of the economic theory are currently studied and developed? Can the existing tools be considered sufficient for knowing the true principles of functioning and development (or degradation) one or another economic system? At the moment, the issue of new forms of scientific methodology in the field of economic theory is practically not discussed in the scientific literature. The study of the scientific literature [11] and the authors’ own research [3] on this issue allows us to conclude that there is a “tacit assumption” of scientists-economists (that is, a generally recognized agreement made in the process of logical argumentation) about the sufficiency of both scientific tools and existing basic methodological approaches for a scientist-economist. Among the main methodological approaches in general economic theory [8], subjectivist (based on subjective idealism) and neo-positivist-empirical (developed from the point of view of non-positive empiricism and skepticism) are usually distinguished. The researcher also offers rationalistic and dialectical-meterialistic approaches in his arsenal. However, such a small set seems to be extremely insufficient, if only because even these few approaches are almost impossible to use together.

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The authors propose a completely new approach based on the method of interdisciplinary parallels, the transfer of scientific relationships from other disciplines which was not previously used in economics. The development of this approach will require a number of studies, so in this paper it is intended to give only examples of its sufficiently high efficiency and the possibility of obtaining additional knowledge about the considered issues. As an example, the study of the criteria for the competitiveness of an enterprise is taken. Of particular value to this approach is the fact that it allows us to some extent to solve one of the main tasks (“demarcation lines”) separating economics and natural science disciplines: this is a problem of scientific foresight. So, if calculations in physics or chemistry are able to give accurate results that have a clear repeatability which means they are able to predict processes and phenomena with high accuracy, then in economics forecasting is much more difficult: economic forecasts often have much less certainty and reliability. At the same time, the transfer of proven and applicable principles from other prognostically powerful sciences by the method of scientific interdisciplinary parallel (which we can also call the “transfer method”) allows us to obtain a prognostically powerful one from a prognostically weak area. Finally, an additional argument to the attempt to study economic processes through scientific parallels is the fact that with the development of management, marketing and finance technologies, many of the economic problems (for example, the competitiveness of an enterprise) have moved from a clearly defined area to the area of total expert assessments, and the criteria for the stability and competitiveness of an enterprise are almost impossible to determine by the method of studying objective indicators, both by calculation and by evidence-based logical conclusions. Moreover, the very formation of competitiveness criteria, even made by expert means, cannot be solved by the forces of only one economic science, without expert reference to other fields of knowledge (psychology, sociology, ecology, cultural studies, etc.). Let us briefly consider the methodological unacceptability of a number of previous approaches to assessing the competitiveness of an enterprise. Thus, the subjectivist approach based on the analysis of a sovereign economic entity acting absolutely independently cannot take into account the complex interrelations of the market, which are expressed not in the individual, but in the aggregate impact on the enterprise, other entities and existence conditions. These conditions sometimes dictate not only the choice of strategy, but also the way of business development. In this case, the main criteria proposed by the subjectivist approach – need, utility as selection criteria – become inapplicable. The economics of competitiveness cannot be a theory of choice, since it is a theory of the market response to numerous multi-level and diverse external influences. In the neo-positivist approach, the main aspect is the technical research apparatus. This means that the chosen mathematical apparatus from the researcher’s tool itself becomes the subject of research. But an economic model, especially one derived empirically or statistically, turning into an independent subject of knowledge, does not have a basic property that is important to the researcher: it is disconnected from the research object, and the scientist can say nothing about the area in which it is applicable, and about the possibility of repeating results obtained under new conditions (forecasting).

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Thus, the new approach, which can be proposed as a methodological basis for the analysis of the competitiveness of enterprises, should be based, firstly, on the possibility of using the principle of “interdisciplinary transfer” (“transfer”) of proven and repeated relationships, secondly, it should not be divorced from a methodologically similar object of research, and thirdly, and allow studying the subject not as “subjectively detached”, but as existing in a complex of relationships and influences. Such properties, according to the authors, have a set of criteria for assessing species competitiveness in biology.

4 Discussion The authors first took for analysis the environmental competitiveness factors of organizations as the most obviously close to biological science. However, in the future it will be shown that a number of relationships and criteria applicable for assessing the stability of biological organisms under external influence are methodically applicable to the study of not only environmental, but also other completely different aspects of an enterprise – managerial, personnel, financial, etc. A study of scientific papers on the analysis of the environmental impact on the competitiveness of enterprises has shown that with sufficient knowledge of environmental problems in the field of enterprise management, there is still very little work on managing competitiveness issues. As Grigorkiv points out [6], territorial production complexes actively use natural resources in their activities, thereby affecting natural objects and causing irreparable damage to the environment. It means that the influence of an enterprise on nature and, conversely, natural factors on the economic activity of a market entity is not only mutually and bilaterally directed, but also fundamentally, which is of vital importance for the very existence of the enterprise (and sometimes the industry as a whole). Let’s try to determine the level of eco-destructive impact of economic systems. Under this impact we understand the level of production greening (processes of production and consumption of products). Environmental friendliness of production means the share of environmental costs in the total costs of the enterprise. At the same time, the very process of increasing the environmental intensity of products (the totality of environmental costs in a unit of product cost) is ecologization. Obviously, the peculiarities of the production development in recent years are the extremely high production greening [10], the emergence of new incentives in the form of social, legal, moral and ethical responsibility of producers for the consequences of their work. Failure to take these factors into account in the development of the enterprise will not only make it uncompetitive, but can lead to the complete destruction of the enterprise because of the decision of regulatory authorities, artificial environmental disasters, and for other reasons. However, the approximation of this logic to the economic situation of economic entities leads to an interesting conclusion: the struggle of enterprises for existence (for the sales market, resource market, for comfortable environmental conditions that allow them to exist without fines and disasters) is like a biological competition in the plant and animal world, where there is also a struggle for the food base and habitat territories.

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Wouldn’t such logic allow us to “spy”, to apply here some laws from biology that are significant for determining competitiveness? Does this not mean that the factors, signs and criteria related to the assessment of the competitiveness of biological species will also be applicable to the competitive interaction of enterprises? It seems appropriate to begin with investigating the possible similarity in the most obvious area – the environmental aspects of the efficiency of the enterprise, taking into account how the concepts relate to each other, because competitive stability is much broader than efficiency. Blinov gives the following definition of environmental factors, calling individual properties and elements of the environment “environmental factors”, and the influence is the ability of these factors to cause any reaction in living organisms [1]. Such factors should include all aspects of reality, including human society and its activities. The scientist’s approach is clear and obvious when the research object is a living organism. But is it fair to evaluate economic entities in the same way, based on the results of existence and activity in a certain ecological environment? Will it be scientifically justified to assess the subject of economic activity from the perspective of changes in the conditions and results of their functioning not in the economic, but in the environmental area? And vice versa? Can we assume that the economic environment for an enterprise is akin to the ecological environment for living organisms? The answer to this question is assumed to be positive. Taking into account the environmental factor in the enterprise management mechanism today depends not only on its profit, but also on the level of risks that the enterprise has. In addition, the enterprise that forms the ecosystem of urban management, like a living organism, operates in a dynamic environment where environmental requirements are constantly growing and supporting life. We will define the main blocks of competitiveness factors that follow from the proposed approach, which should be called the method of interdisciplinary transfer (“scientific transfer”), and in application to the transfer of biological relationships – “biological” or “naturalistic”: The first set of factors is associated with anthropogenic risks, to be more precise, with the ecological and economic effects of human activity for the enterprise. Here it is necessary to note the business risks that follow environmental risks, and the economic costs of preventing and compensating for the negative consequences of such activities, primarily pollution. The first set of factors includes the most serious risks for territorial production complexes, which are reflected in a decrease in financial and economic indicators. In this case, the environmental factor is a consequence of the eco-destructive activity of the enterprise itself, but at the same time, it actively affects the efficiency of its work. In natural competition, an analog is, for example, natural displacement, when, with the development of the crown of a coniferous plant, it affects its own environment so significantly that grass stops growing under the tree, it is displaced by a layer of coniferous litter that performs the most important mulching (protective, nourishing) properties for the root system of the tree.

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The second block is associated with obtaining a competitive advantage due to an increase in economic and financial indicators - trust from the state, society (and therefore buyers of products), investors. In biology, the analog is the increased interspecific attractiveness of individuals with pronounced signs of health – size, voice, clean skin, etc. In the case of an enterprise, its environmental “health” leads to a higher consumer and investment attractiveness. This means that the eco-oriented activity of the enterprise will reduce the cost of borrowed and attracted funds. The third block. Just as in the biological world, the basis of biological processes is the intercellular exchange, so most of the processes of ecological and economic interaction at the national level are caused by the economic activity of the microeconomic level. Therefore, it is important to choose criteria for assessing the impact of environmental factors on the parameters of the financial stability of the enterprise. The fourth and fifth blocks. Environmental factors of the environment in biology are usually divided into two groups: the so-called factors of inert (inanimate) nature-abiotic (or abiogenic) - we will combine them into the fourth block; factors of living nature biotic (or biogenic) - we will include them in the fifth block. As Zhibinova notes [12], in the abiotic part of the habitat (in inanimate nature), all factors, first of all, can be divided into physical and chemical. However, to understand the essence of the phenomena and processes under consideration, it is convenient to represent abiotic factors as a set of climatic, topographic, space factors, as well as characteristics of the composition of the environment (water, land or soil). It should be agreed that most of these abiotic (abiogenic) factors are no less important for the functioning of the enterprise (even landscape indicators can be added to them, which are important for choosing the territory of production, offices and warehouses, as well as logistics organization). Scientists divide biotic (biogenic) factors into those that depend or do not depend on the number and density of organisms. But isn’t this a direct analogy with the competitiveness of the market for an enterprise? On the other hand, an important biogenic factor of the competitiveness of living organisms is epidemics (mass diseases), which are caused by various pathogenic microorganisms – and the significance of this factor directly depends on their number in the habitat. But in the same way, in the economic environment, the survival of enterprises directly depends on their number – and in the event of a market collapse because of diseases, catastrophes, social restrictions or other reasons, only those entities whose position in the market was close to monopoly survive. Developing this logic, it is possible to find analogs to chemical, physical and edaphic (soil) factors (that are significant in biology) with competitiveness indicators. For example, what could be more important for an agricultural enterprise than the edaphic factor of the soil condition, and for a modern solar power plant – the transparency of the air? In the sixth block, it should be said about biological biocenoses – a complete analogy of self-regulating organizations, cartels and holdings, as the most important way of adapting to changing economic conditions and competitive influences. The integrity of the biocenosis is as important a condition for the preservation of the ecosystem as the full provision of the enterprise with the necessary resources, including proper management and personnel.

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The seventh block is prompted by the division of the animal world into homoiothermic – warm-blooded, and poikilothermic – cold-blooded, having a variable temperature depending on the ambient temperature. If we literally take the expression “bleed” an enterprise, that is, deprive it of financial resources, then it becomes obvious that the analogy of this is organizations whose competitiveness depends on the availability of their own funds and current liquidity (industrial enterprises), and organizations that are not sensitive to this (managing organizations of apartment buildings). In the next, eighth block, it is necessary to consider the techniques characteristic of biological species and the possibility of extending them to the competitiveness of the enterprise. At the same time, these are not methods and processes of protecting plants and animals from competitive influence that are important to us, but precisely such indices that can become criteria for assessing the competitiveness of enterprises. In other words, we transfer from the biological environment to the economic one not the useful properties of the animal world, but the ways of assessing the fitness of organisms to external influences. So, for example, it is important that the body can fall into anabiosis under unfavorable conditions – the ability to tolerate a period of prolonged lack of environmental factors in a state of a sharp decrease in metabolism. But if we assume the same importance of environmental factors for the enterprise, it is obvious that the concept of “organizational behavior” of enterprise management is a complete analogue of suspended animation in biology. The development of this indicator means the ability of the enterprise to survive a long, but the temporary impact of the eco-factor, for example, the suspension of transport operations when a snow “charge” falls for a day or two, but this does not entail the liquidation of the motor transport enterprise and the dismissal of drivers. The biological principle of ephemerality is extremely interesting for transfer to the economic sphere. Ephemerality is the reduction of ontogenesis (the development cycle) if favorable conditions for development are present only 1–2 months a year. The ability to exist ephemerally is an extremely important feature for enterprises as well. Thus, the hotel business of the Russian Primorye region practically stops during the “off-season”, and ski rental points, on the contrary, bring profit only in winter. Can we assume that the mechanistic transfer of the criteria of biological competition into an economic model without assessing the degree of their applicability is effective? To investigate this question, we will try to apply the reverse method (“from the reverse”), answering the obvious questions: – Can we assume that competitive activity in the animal and plant world is a consequence of the implementation of a particular strategy, and not reactive behavior? Should the adaptability of a living organism be considered as a consequence of the strategic program laid down in it, or are these only more or less complex reactions to influences? On the one hand, it would seem that the answer to this question is obvious – in the development of living organisms, unlike enterprises, there is no meaningful and consciously defined strategy. But this question becomes far less obvious with the emergence of the selection concept and the work of breeders who bring out new competitive varieties of living organisms precisely as a result of a consciously developed strategy. On the other hand, biological polymorphism (diversity), variability of species is formed (or not formed) depending on the strength of the influence

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of hereditary inclinations (genotype) and environmental conditions (environmental factors). Is it possible to consider hereditary qualities (including the ability to change) as an analogue of the strategy when creating an enterprise, and environmental impacts as an analogue of conscious changes in the economic environment (state regulation) for enterprises functioning (perhaps, it is a subject for further research). – Is active competitive behavior characteristic for the living world? (Competitive behavior is understood as a sequence of actions related to the reaction to external influences and the use of emerging circumstances to improve its stability). Is it possible to find an analogy for such behavior of organizations that have honed and brought their competitive behavior to the conceptual level of technology? The answer to this question may be the accelerate growth of trees in the shade to get more of the necessary sunlight. Examples are also the changing color of the foliage of groundcover plants growing in the shade and in the light, opening and closing flower buds depending on the activity of pollinating insects during the day and at night, etc. – Is it possible to find in the world of economics an analog of an important criterion of biological competitiveness (the creation of stocks by animals for the winter period, or stocks of fat and water by animals in deserts)? But isn’t the same criterion applied in economics when analyzing the accumulation of competitive assets, including when taking into account the working experience in a particular market? – Is it possible to find analogues in the living world of constant work on strengthening competitive advantage? But isn’t it such an example that a tree that has grown only slightly larger than its neighbor during the first years begins to suppress its neighbor? Competitiveness criteria, which are universally applicable both to the living world and in the field of economics, can be the adequacy of actions of the studied object to the state of the external environment and its own potential, as well as the speed of reaction to changes. Nevertheless, the proposed theory is not universal from the point of view of the possibility of transferring all possible criteria from one area to another, despite the fact that in most cases it is possible and effective. First of all, the differences are manifested in areas where important are the meaningfulness of the taken actions which is inaccessible to plants and animals (even their non-standardness), and a deep system analysis. In addition, in biological organisms, it is impossible to systematically monitor competitive activity inherent in economic entities with early warning signals even about its minor disturbances. The development of the reaction of the central nervous system, even in higher biological organisms, cannot be an example here, since the very concept of analysis implies a comparison of the data obtained with the available knowledge, which cannot be inherent in plants and animals. Summing up, we can say that biological and economic competitiveness, with a fundamental difference in the research objects, demonstrate systemically similar features. As well as biological survival, economic survival is achieved by the entire complex of means available to the enterprise. Competitiveness, estimated in the aggregate of environmental factors “peeped” from wildlife is a generalizing indicator of the viability of an enterprise. First of all, it is the ability of management to effectively use the potentials of the enterprise (organizational, production, financial, social) [4]. Then, and only then, the company becomes competitive and receives vital advantages over competitors in

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the market. In addition, the philosophical and evolutionary aspect of the application of interdisciplinary transfer deserves special attention. The author of the evolutionary theory, Darwin, defined three types of struggle for existence, in relation to living nature: this is an interspecific and intraspecific struggle, as well as a struggle with external circumstances, in fact, for survival in adverse conditions [2]. The evolution theory, called classical evolutionism, soon found a living embodiment, first in sociology, and then in economics. So, back in the 19th century, sociologists began to consider that human society as a living organism. This allowed us to consider and even treat society as a living orgasm, but, however, it did not become a methodological tool, and did not lead to the emergence of an interdisciplinary transfer of applied rules, procedures, laws and relationships, although there were all grounds for this back in the 19th century. The sociology and economics of that time stopped at what it claimed about the deterministic cluster structure of society, consisting of elements united by some socio-economic ties. And although the need to move from the study of connections between the elements of society to the Darwinian struggle for survival of each of the elements (intraspecific, interspecific and with the outside world) seemed to be obvious, even then this was not done. Even one of the most powerful researchers of the applications of Darwinian theory to the life of society, the English sociologist Spencer, whose aim was to correct the primitiveness of the original social biologism and describe social evolution as part of the general theory of evolution, stopped at studying the logic of the process of the emergence of new complex socio-economic forms, without explaining the mechanism of their struggle for sustainable development [9]. Without analyzing the need for internal and external competitiveness of the elements of economic life, Spencer introduced the concepts of differentiation (the appearance of heterogeneity) and integration (the selection of stable relations). At the same time, the obvious idea of the universality of these relations arising in the process of evolution, the possibility of their interdisciplinary transfer was not voiced by him.

5 Conclusion Since the 20s of the last century, after short-lived attempts to combine classical Spencer evolutionism with related fields of knowledge, primarily genetics, attempts to create a unified (synthetic) theory of evolution have gradually come to naught, so up to now no attempts have been made in scientific publications to return it to methodological significance. At the same time, the methodological potential of the transfer of concepts, relations and interactions from related sciences is not exhausted and should be reanimated. For example, it is obvious that the proposed principle of “transfer by analogy” of the criteria for assessing competitiveness can also be applied to larger objects. For example, we can consider the stability of urban biocenoses in the formation of a comfortable urban environment [4]. In addition, the classic phrase “the banking system is the circulatory system of the economy” is of interest to the researcher. Does this not mean that it is possible to study the country’s economy as a single organism in which banks perform the functions of life support? In our study, we did not set the task of assessing the impact of the obtained

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results on the development of the country as a whole. The results presented here provide not only an opportunity to significantly simplify research activities (since the search for new laws and relationships now consists not in fundamentally new discoveries, but only in determining the application areas of already known laws from other areas of scientific search), but above all, they can significantly accelerate the further development of the digital economy paradigm, change the relationship between the subjects of socioeconomic and legal relations, for the first time putting the created digital ecosystem in the central place.

References 1. Blinov, O.A.: On the role of entrepreneurial activity in improving the environmental situation/Russian. Econ. J. 7, 55–69 (2017) 2. Darwin, C.: The Origin of Species by Natural Selection or the Preservation of Favorable Races in the Struggle for Life. Nauka, St. Petersburg (1991) 3. Demin, A.V., Rybalchenko, I.V.: State and municipal management of the urban environment suburbanization system. Mun. Acad. 5, 104–109 (2019) 4. Demin, A.V., Milkina, I.V., Kosarin, S.P.: Improving the electronic system of public procurement in the provision of housing and communal services. In: Popkova, E.G., Sergi, B.S. (eds.) ISC 2020. LNNS, vol. 155, pp. 1099–1107. Springer, Cham (2021). https://doi.org/10.1007/ 978-3-030-59126-7_121 5. Grabovoi, P.G.: Economics and Management of Housing and Communal Services. Moscow: Publishing House ASV, “Enlightener” (2018) 6. Grigorkiv, M.V.: The influence of the environmental factor on the functioning of the enterprise. Young Sci. 5(64), 258–261 (2014) 7. Kosarin, S.P., Tereliansky, P.V., Titor, S.E.: New technologies of state supervision over labor in the context of economic digitalization. In: Popkova, E.G., Ostrovskaya, V.N., Bogoviz, A.V. (eds.) Socio-economic Systems: Paradigms for the Future. SSDC, vol. 314, pp. 169–179. Springer, Cham (2021). https://doi.org/10.1007/978-3-030-56433-9_19 8. Musayelyan, I.K., Raychenko, A.V., Latfullin, G.R., Maslennikov, V.V., Horin, A.N.: Management cycles: Their concept, essence and role in modern economy. TEM J. 9(2), 625–632 (2020) 9. Vassilieva, A.S.: The idea of evolution in the philosophy of Herbert spencer. Bull. Med. Int. Conf. 8(1), 26–27 (2018) 10. Zaitseva, N.A., Larionova, A.A., Takhumova, O.V., Eroshenko, V.I., Lebedeva, Y.A., Stadolin, M.E.: Problems and directions of application of environmental technologies in the service sector. Ekoloji 28(107), 489–494 (2019) 11. Zelentsova, L., Tikhonov, A.: A methodology for assessing the innovative potential of a hightech organization under the economy digitalization impact. Qual. Access Succ. 21(174), 7–13 (2020) 12. Zhibinova, K.V.: Economic Foundations of Ecology. Krasnoyarsk: KrasGAU (2005)

Digital Transformation of the Russian Companies Business A. N. Krylov1(B) , G. P. Kuzina1 , and A. I. Mozgovoy2 1 State University of Management, Moscow, Russia

[email protected] 2 Moscow City Teacher Training University, Moscow, Russia

Abstract. The research purpose is to identify the problems of digital business transformation of Russian companies and ways to solve them in the context of the transition to the digital economy. The contribution presents the results of a study of the digital transformation processes of twelve companies in various fields of activity and the level of digitalization. The research methodology includes observation, conducting surveys, interviewing experts, methods of diagnostic analysis, expert-analytical methods. The results obtained indicate that the most important obstacles to the digital transformation of a business are: lack of understanding of the purpose of digitalization, lack of competencies and knowledge, internal resistance of employees and fear of changes, lack of strategy and lack of qualified personnel. To overcome these obstacles, it is necessary to revise the vision and mission of the company, to form a value system, define targets, and bring the organizational culture of the organization, the organizational management structure, and business processes in line with the requirements of the digital economy. Keywords: Business process · Digital transformation · Digitalization · Organizational culture · Organizational management structure

1 Introduction Digital transformation is a strategic managed process of transforming the business model of an organization using innovative digital technologies for data collection and processing in order to qualitatively change the company’s activities in accordance with the new requirements of society digitalization. Digitalization implies significant changes in the processes both in the internal and external environment of the enterprise and covers interaction with all interested parties (stakeholders). This is a big job that requires significant investments, with high risks both in terms of the expected economic effect and the risks of losing business. At the same time, the lag in digital transformation is fraught with a loss of competitiveness. Traditional automation of business processes using various corporate information systems (including ERP systems, automated process control systems) is the first step on the way to digitalization, but their effectiveness is limited by the existing frameworks of © The Author(s), under exclusive license to Springer Nature Switzerland AG 2022 S. I. Ashmarina et al. (Eds.): Proceedings of the International Scientific Conference “Smart Nations: Global Trends In The Digital Economy”, LNNS 398, pp. 43–49, 2022. https://doi.org/10.1007/978-3-030-94870-2_6

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the enterprise. Digitalization can provide breakthrough productivity growth due to the synergy of management restructuring and innovative digital technologies. To ensure a breakthrough increase in efficiency, it is necessary that new algorithms for processing big data correspond to the real processes, behavior and expectations of stakeholders. Otherwise, digitalization can lead to unpredictable catastrophic consequences. Digital transformation should go in parallel with the optimization of all business processes, ensuring the integration of technological, production and management processes into unified business processes. Digitalization should not be a goal in and of itself, it should ensure the fulfillment of the organization’s mission and targets. If we consider the system properties of the organization, such as integrity, complexity, organization, manageability, connectivity, uncertainty of activity, we can see that digitalization has the greatest impact on manageability. Due to the use of algorithms, manageability contributes to the growth of organization in the event if the accepted algorithms include variables of potentially possible connections. The information mechanism should correspond to the structural mechanism, ensure the processes of planning and achieving target indicators. In this regard, there are tasks of a radical rethinking of business, its mission, the values of the organization, organizational culture, business processes, organizational management structure, the development and implementation of new information technologies, the involvement of all stakeholders in these processes. Russian enterprises are trying to carry out digital transformation in the conditions of the global and Russian economic crisis, which demonstrates the inefficiency of existing systems and business processes. Digital transformation is a management tool. In order to achieve a breakthrough improvement of the situation and get out of the crisis, it is necessary to firstly determine the targets of the digital economy. In this regard, the authors posed the following research question: due to what factors digital transformation can increase the business competitiveness of Russian companies. As part of the research work, the authors conducted a study of the digital transformation of Russian enterprises during 2019–2020. The purpose of this study is to identify the problems of digital business transformation of Russian companies and ways to solve them in the context of the transition to the digital economy. To achieve this goal, the following research tasks were formulated: analysis of objective conditions for ensuring digital transformation; diagnostic analysis of the management system, including the level of automation of management processes; analysis of the organizational structure of digital transformation management, the degree of involvement of company personnel and the level of business process development; analysis of organizational culture and its ability to digital transformation.

2 Methodology The research methodology is based on the study and generalization of the experience of Russian and world practice, fundamental and applied works of national and foreign researchers, scientists, practitioners in the field of management, digital transformation, digital economy. The methods of diagnostic analysis, expert-analytical methods, methods of structural adjustment of control systems [15], methods of functional-cost analysis [17] were used in the study from the standpoint of a systematic approach. In

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addition, it is necessary to highlight the methodology of business process reengineering [9], the methodology for building an organizational culture profile – OCAI [10], as well as methodological recommendations for organizing digital transformation at Russian enterprises [8]. The research methodology includes some empirical methods, including conducting surveys, interviews, and interviewing experts. The research is based on a number of theoretical methods, including system analysis, the method of comparing the analyzed phenomena and processes, the method of synthesis, generalization, and economic analysis of data. The experts were employees of twelve Russian companies of various fields of activity located in Moscow and the Moscow region: an industrial enterprise, an energy company, a real estate agency, a higher educational institution, an engineering service company, an IT company, a container operator, a company selling medical equipment, an advertising agency, a commercial bank, a design bureau, a marketing company. A total of 392 people from the middle and lower management levels were interviewed. This number also included specialists from the main structural divisions. Anonymous employee surveys were conducted using both closed and open questions. During these interviews, employees raised new questions and identified problems that concern them not only at the enterprise, but also in life.

3 Results 3.1 Assessment of the State of Digital Transformation of Russian Enterprises In what areas are the digital transformation works being carried out? What problems of digital transformation are typical for Russian enterprises? What is the impact of digital technologies on business? What requirements does the digital economy put forward for the organizational culture of the company? What skills are required from the company’s employees in the digital economy? Based on the results of the survey conducted on Fig. 1, the directions of digitalization of Russian companies are presented. The diagram shows that the selected areas are evenly distributed, it is noteworthy that the largest share is the introduction of digital technologies and data-based management, although it was expected that the digitalization of business processes would be in the first place. Digitalization of business processes takes the third place in terms of average indicators, but for individual companies such as an energy company, an engineering service company and a container operator, this direction takes the first place, which is partly due to the fact that this direction was developed in industrial companies that have implemented ERP systems. Insufficient attention is currently being paid to managing the value of products and services, as well as customer experience. But in general, the data obtained indicate a positive dynamics of digital transformation. The digital transformation was accelerated by events related to the coronavirus pandemic, when enterprises were forced to use digital technologies during remote work of employees and online interaction with customers, suppliers and other stakeholders using digital channels and Internet technologies [7]. Modern digital technologies allow us to establish two-way channels of interaction with stakeholders, using social networks, mobile Internet, CRM systems of interaction.

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Digitalization of business processes 21,67% 20,83% 16,67%

Data based management Client experience management

22,50%

18,33%

Products and services value management Digital infrastructure (digital technologies)

Fig. 1. Diagram of the distribution of the directions of digitalization of Russian companies (Source: authors).

The main problems that arise during the digital transformation of business. A generalized analysis of the experts’ answers to the open question “What problems of digital transformation are typical for Russian enterprises?” allowed identifying five groups of answers that received the largest number of answers. The results obtained are presented in Fig. 2. The greatest share was given to such a problem as the lack of competencies and knowledge, the second place is occupied by internal resistance in the company, the fear of changes. These two problems surpassed even such an important factor as the lack of funding. Based on the data obtained, it was revealed that the problem of lack of competencies and internal resistance to changes switch places for different enterprises, but have a significant share.

Lack of skills and knowledge 20,00% 25,83% 17,50% 13,33% 23,33%

Internal resistance in the company, fear of changes Lack of strategy Lack of qualified personnel Lack of financing

Fig. 2. Distribution diagram of the main problems of digital business transformation in Russian companies (Source: authors).

Internal resistance and fear of changes are explained by the fact that digital transformation raises a lot of questions not only in the business community, but also in society as a whole. This was especially evident during the coronavirus pandemic, when restrictions affected the rights and freedoms of legal entities and individuals, which caused social tension and protest moods in society. In this regard, it is necessary to develop moral and ethical norms of digitalization, the use of personal data, the economic security of business, to strive to increase the level of trust in society and in business [13]. The results of

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the survey showed that a specially created organizational structure for managingdigital transformation was not formed at the studied enterprises, the work is carried out within the traditional management structure of the IT departments with some support from the management of the enterprises. Figure 3 presents the results of a survey of experts on the assessment of the impact of information technologies (IT) on the business of Russian companies. The abovementioned data indicate that due attention is not paid to innovative technologies, mainly the issues of the efficiency of the business itself are considered, and this is not a disadvantage, since there is an understanding that digitalization is a mean of business management, and not a fundamental goal.

IT provide basic hardware and software

11,67%

IT meet business requirements 15,83% 12,50% 10,00%

50,00%

IT bring new business opportunities IT create and maintain a single digital business platform IT provide business process reengineering

Fig. 3. Diagram of the impact of IT on the business of Russian companies (Source: authors).

The survey results showed that there are contradictions in the understanding of the digitalization process between IT departments and functional management. On average, 50% of experts believe that IT departments provide basic technical and software tools, about 16% of experts believe that IT creates and maintains a single digital business platform and only 10% believe that they meet the requirements of the business.

4 Discussion The elimination of the identified contradictions is possible only if a digital transformation strategy is developed within the framework of the company’s business development strategy. The lack of a business development strategy makes digital business transformation meaningless. Only under the condition of developing a business strategy, defining targets and directions for the development of business processes, it is possible to calculate the amount of funding and indicators of the effectiveness of digitalization. To do this, it is necessary not only to use the potential of all employees, but also to attract additional employees with competencies in implementing digital technologies. Business modeling will allow optimizing existing business processes, identifying areas for innovations and breakthrough technologies [10]. Therefore, it is necessary to form a matrix organizational structure for managing the digital transformation process, which ensures

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the interaction of functional divisions and divisions of the company for digitalization. The strategy of business development in the conditions of the digital economy determines the inevitability of the transformation of the organizational culture of the company [11]. A study conducted earlier on the enterprises under consideration [12] showed that their average organizational culture is clan-bureaucratic, it stops digital transformation. In the conditions of the digital economy, it is necessary to strengthen the adhocratic properties of organizational culture, such as creativity in work, self-learning, the ability to think outside the box, get new results, and innovation. Thus, the transformation of digital culture will allow forming and accumulating new knowledge and skills of personnel in the context of digital business transformation, forming a competence model, creating competence centers [4, 14, 16]. Such a transformation of organizational culture can be the basis for the introduction of the concept of “smart enterprise” [6]. The general identified trends of the Russian digital transformation and digitalization in general differ from the global ones [1, 5], but at the same time they correlate with studies in the field of digitalization of the Russian industry [2], as well as some of its branches [3].

5 Conclusion Digitalization of business processes and work with data, as well as customer experience management should become priority areas of digital transformation of Russian companies. The main factors for the success of digital transformation are: the presence of a strategic plan, clear management of transformations, the introduction of values and principles of “digital culture”. There should also be changes in the organizational culture. In contrast to patchwork digitalization, successful transformation implies harmonious development in several directions at once. The key here is the presence of a strategy, a digital transformation management body and the creation of a new digital culture. Digital transformation involves the transition of an organization to a new state of constant changes. A trained team is needed to implement these changes in life. Many employees note that insufficient attention to the development of competencies increases the level of stress and reduces the effectiveness of transformations. The employees of the studied organizations discussed the increasing of the adhocratic organizational culture. This will increase the degree of involvement and motivation, reduce fear and resistance to changes associated with the digital transformation of companies’ businesses. Thus, the main factors of success in implementing the company’s digital transformation are the development of employee competencies, management support for digital transformation processes, organizational culture, an effective company management system and digital transformation, as well as a clear vision, mission and business strategy.

References 1. Gureev, P.M., Degtyareva, V.V., Prokhorova, I.S.: National features of forming a digital economy in Russia. In: Popkova, E.G., Sergi, B.S. (eds.) ISC Conference - Volgograd 2020. AISC, vol. 1100, pp. 13–20. Springer, Cham (2020). https://doi.org/10.1007/978-3-030-39319-9_2 2. Ivanov, I., Lukyanova, T., Orlova, L.: Digitalization as a driver of innovation for industrial enterprises. IOP Conf. Ser. Mater. Sci. Eng. 753(7), 082023 (2020)

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3. Ivanov, I.N., Belyaev, A.M., Belyaev, E.D.: Trends in production processes digitalization in metallurgy. Steel 7, 72–75 (2020) 4. Kashtanova, E.V., Lobacheva, A.S., Makushkin, S.A., Ridho, T.K.: A competency model in the field of information technology. In: Bogoviz, A.V., Suglobov, A.E., Maloletko, A.N., Kaurova, O.V., Lobova, S.V. (eds.) Frontier Information Technology and Systems Research in Cooperative Economics. SSDC, vol. 316, pp. 545–551. Springer, Cham (2021). https://doi. org/10.1007/978-3-030-57831-2_58 5. Kolesnikov, A.V., Zernova, L.E., Degtyareva, V.V., Panko, I.V., Sigidov, Y.I.: Global trends of the digital economy development. Opcion 36(26), 523–540 (2020) 6. Kovaleva, I.A., Eremina, T.N., Roos, A.: Organizational transformation of culture of the “smart” enterprise. In: Popkova, E.G., Sergi, B.S. (eds.) ISC 2020. LNNS, vol. 155, pp. 832– 841. Springer, Cham (2021). https://doi.org/10.1007/978-3-030-59126-7_93 7. Krylov, A.N., Kuzina, G.P., Golyshkova, I.N., Yazintsev, R.A.: Improving the efficiency of business communications based on the use of digital channels. Bull. Univ. 6, 19–26 (2019) 8. Kuzina, G.P., Mozgovoy, A.I., Krylov, A.N.: Organization of digital transformation of Russian enterprises. Bull. Moscow State Pedag. Univ. Ser. Econ. 4(26), 69–82 (2020) 9. Oikhman, E.G., Popov, E.V.: Reengineering of Business: Reengineering of Organizations and Information Technologies. Finance and Statistics, Moscow (2013) 10. Quinn, C.R.: Diagnostics and organizational culture change. St. Petersburg, Peter (2001) 11. Svistunov, V.M., Kuzina, G.P., Lobachev, V.V.: Inevitability of company’s corporate culture transformation under conditions of new management technologies. In: Ashmarina, S., Mantulenko, V., Vochozka, M. (eds.), Engineering Economics: Decisions and Solutions from Eurasian Perspective. Engineering Economics Week 2020. Lecture Notes in Networks and Systems, vol. 139, pp 221–229. Springer, Cham (2021). https://doi.org/10.1007/978-3-03053277-2_73 12. Svistunov, V.M., Kuzina, G.P., Lobachev, V.V.: Features of organizational culture of Russian companies transformation under conditions of digitalization. In: Ashmarina, S.I., Mantulenko, V.V. (eds.) IPM 2020. LNNS, vol. 161, pp. 221–229. Springer, Cham (2021). https://doi.org/ 10.1007/978-3-030-60926-9_29 13. Svistunov, V.M., Kuzina, G.P., Lobachov, V.V.: The level of trust of the company staff as the factor of the increase of social and economic systems management efficiency. In: Proceedings of the XXI International Conference “Complex Systems: Control and Modeling Problems (CSCMP)”, pp. 799–802. New Jersey IEEE (2019) 14. Svistunov, V.M., Lobachev, V.V., Manukyan, S.: New expertise and skills of manager in the context of digital business transformation. In: Popkova, E.G., Ostrovskaya, V.N., Bogoviz, A.V. (eds.) Socio-economic Systems: Paradigms for the Future. SSDC, vol. 314, pp. 911–921. Springer, Cham (2021). https://doi.org/10.1007/978-3-030-56433-9_96 15. Syroezhin, I.M.: Methods of Structural Adjustment of Production Management Systems. Economics, Moscow (1977) 16. Temnyshov, I.A., Belyaev, A.M.: Business modeling in business operations of manufacturing company. IOP Conf. Ser. Mat. Sci. Eng. 753(8), 082027 (2020) 17. Vlchek, R.: Functional and Cost Analysis in Management. Economics, Moscow (1986)

Management System Formation for Projects and Programs Implementation in the Digitalization Context A. P. Biryukov, I. S. Brikoshina, and A. G. Geokchakyan(B) State University of Management, Moscow, Russia {kaf_up,is_brikoshina,geokchakyan}@guu.ru

Abstract. Digitalization generates absolutely new processes in the entire system of the national economy. Digitalization allows automating production and management processes. It enables to “intellectualize” them, optimize and increase the efficiency of the entire economic system. In project management, certain digital tools have been used for a long time and quite successfully, these are various software types. The authors consider not only the automatization of processes of the project implementation, but also a very complex and important aspect – the digitalization of the management system of the project and program implementation. The implementation is a key stage of the project life cycle and determines the success of the entire project. The authors consider various elements of the project activity which in their totality and interrelation represent an integral implementation management system, and various digitalization processes are superimposed on them. In addition, the contribution provides a detailed analysis of the formation and interaction of various elements of the proposed system, both with a subject and an object of the management, and among themselves. In conclusion, the authors consider the possibility of evaluating the effectiveness of such a “digital” system in terms of its impact on the success of a project as a whole. Keywords: Digital management · Forecasting · Management system · Project control and monitoring · Project implementation · Project management

1 Introduction In the modern world, scientists and practitioners recognize project management as one of the most effective and promising approaches to management in a dynamic and unstable external environment. However, all the same, the issues of meeting deadlines, cost, quality, and improving the efficiency of managing individual projects are acutely on the scientific agenda. First of all, the processes of managing the implementation of projects and programs require improvement, since it is the realization that involves the physical implementation of the project, the implementation of the main amount of project costs, the use of all resources types, the fulfillment of all customer requirements. In addition, nowadays there are still few studies on methods and problems of the effective project © The Author(s), under exclusive license to Springer Nature Switzerland AG 2022 S. I. Ashmarina et al. (Eds.): Proceedings of the International Scientific Conference “Smart Nations: Global Trends In The Digital Economy”, LNNS 398, pp. 50–56, 2022. https://doi.org/10.1007/978-3-030-94870-2_7

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implementation, as well as the development of new project management methods at the implementation stage. And this is due precisely to the difficulty of programming and standardization of these processes, since it is necessary to manage the progress of the project implementation taking into account current trends. Rightfully, the implementation of the project occupies a central place in the life cycle of projects and programs, that is why it is so important to consider issues of improving management processes at this stage. Most of the modernization and optimization processes in the modern economy are somehow connected with the digitalization. Digitalization, which covered almost all spheres of the human activity a few years ago, provides new unique opportunities for improving management processes [5]. Such digital economy tools as Big Data, industrial Internet of things, intelligent software, e-commerce, and others are already used in project management. In order to improve the efficiency of the project and program management, it is advisable to consider not just the digitalization of individual management processes and procedures, but the digital transformation of the entire project management system in the organization [1]. Digitalization of project management is not automation of its processes, it is aimed at obtaining new results. According to available research, the digitalization of project management allows reducing production costs by 10–30%, logistics – by 10–30%, the cost of ensuring the quality of the project product – by 10–20%. It enables to reduce the time to market new products, increase the effectiveness of interaction with customers, promote the effect of “economies of scale”, use resources more efficiently [9].

2 Methodology To consider the issues of forming a management system for the implementation of projects and programs, it is necessary to identify and analyze the main management processes which are carried out at this stage. These include: project team management, monitoring and control of the implementation process, ensuring the required level of quality, procurement and supply, change management, ensuring communications within the project and with its external environment, risk management and anti-risk measures. The main methodological concept of this study is the concept of “systems” in its various interpretations. In general, a system is a set of elements that are in relationships and connections with each other, and form a certain integrity, unity. A management system is a systematized set of means for collecting information about the management object and means of influencing it by the management subject, collectively aimed at achieving certain goals. The task of this study is to comprehensively determine the object and subject of management, as well as the means of influencing the project at the implementation stage, taking into account the factors of digitalization. The organization’s project management system is a combination of three main components: the regulatory framework and methodological support for management processes; information systems and technical support for management processes; organizational design and qualified personnel. These elements together form the basis for the formation and functioning of a corporate project management system.

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The “digital” management system is a combination of the following elements: the management process (business task); the availability of technologies for the implementation of the management process (task execution); the availability of the necessary information to achieve goals and implement appropriate actions [6]. Within the framework of the conducted research, it is planned to study the main elements of the project and program implementation management system in the conditions of digitalization. The scientific novelty is represented by the developed model of the “digital” management system for the implementation of projects and programs. This model characterizes the entire range of actions of the project team on the project at the stage of its implementation. The authors used a number of general scientific and specific methods in the course of the study, such as the study and analysis of the available literature on the considered problem, generalizations of the results of the collected material, comparative analysis of traditional and “digital” management systems, building a model of a “digital” management system, the economic analysis of the efficiency, etc.

3 Results In the course of the study, the authors determined the content of the conceptual “digital” management system for the implementation of projects and programs. The “digital” management system for the implementation of project activities is a set of elements that control and regulate the progress of project implementation, interact with each other, primarily with the help of modern information technologies. This system can be represented in the form of large three components, which together form a “digital” system for managing the implementation of projects and programs. These elements are: a project management information subsystem (PMIS); a project participants’ interaction subsystem (PPIS); a resource management subsystem (RMS). In addition, the subject and the object of the implementation management are distinguished, and the subsystems presented above are peculiar tools (methods) of the subject’s influence on the control object. This model is based on the considered concepts of “project management systems”, “digital management systems”, as well as specific features of the processes of project and program implementation. Figure 1 presents a conceptual model of a “digital” management system for the project and program implementation. In general, managing the implementation of projects and programs based on the proposed model will increase the overall efficiency of the project, reduce costs through the use of digital economy tools and the automation of most processes. The main effects obtained through the application of this model include: – retention of an increase in the project implementation period; – retention of the increase in costs and the total cost of the project implementation; – the increased level of satisfaction of the project team members from the work carried out on the implementation of the project; – increasing the degree of compliance with the customer’s requirements and technical specifications; – improving the image and business reputation of the organization that carries out the overall management of the project implementation.

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To carry out a quantitative assessment of the effectiveness of the proposed model, we can use the “classical” approach to the calculation of the improvement effectiveness for a management system, which is estimated by comparing the expected increment of the effect of its functioning with the costs of its formation: E=

Pd + Cs , Cc + Cd

where Pd is the amount of additional profit received from the implemented organizational changes, Cs is the cost savings due to organizational changes, Cc is the capital costs of improving the management system, Cd is the additional current costs of operating a new management system. MANAGEMENT OBJECT – subject area (basic plan of project implementation)

THE SUBJECT OF MANAGEMENT is the project team committee for implementing project changes project participants’ interaction subsystem (PPIS)

Project Management Information Subsystem (PMIS) software products for monitoring the progress of project implementation automated control and monitoring system for project execution parameters

means of remote communication channels of distribution and transmission of information electronic document management system

project progress forecasting tools Resource management subsystem (RMS automated resource allocation system

electronic procurement and trade system

Fig. 1. Conceptual model of the “digital” project and program implementation management system ( Source: authors).

This indicator allows us to answer the question of how appropriate it was to implement these organizational changes in the structure of the organization. It is obvious that the evaluation of the effectiveness of the research object in solving the tasks should be carried out in a comprehensive manner – from the point of view of the economic

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efficiency of the research object and the positions of organizational efficiency and satisfaction of performers. The most comprehensive assessment of the effectiveness of this model can be carried out according to Myslyakova [7]. This integrated approach allows us to evaluate the effectiveness from an organizational, informational, social and industrial point of view.

4 Discussion The management subject (the control subsystem) in this model is the project team that exerts a managerial influence on the management object [4]. The committee for implementing changes to the project is singled out separately, since change management is one of the main processes of the project implementation stage. The success of its implementation depends on how timely decisions are made on the implementation of a particular change to the project or program. The management object (the managed subsystem) is the project itself, its subject area, specifically, the project implementation plan which reflects all aspects of the project implementation. The management entity influences the progress of the project implementation in accordance with the principles, tools and processes reflected in the implementation plan. The remaining elements of the proposed system are methods and tools of managerial influence. The project management information subsystem (PMIS) is a set of tools and means designed for storing, searching and processing project information, and allows you to automate the processes of planning and implementing a project in order to make timely management decisions and use effective control methods. The main element of the PMIS is software products that are the basis for it and act as an aggregator and processor of all incoming information [10]. The choice of the used software product is left to the management of the organization and the project. This choice is determined by a number of factors, and, first of all, the price. Depending on the capabilities of the selected software, the entire PMIS is built. An important element is an automated system for controlling and monitoring project execution parameters – it is built directly for each project individually. The basis of such a system is a set of sensors, an RFID method, etc., which together represent an automated control of the execution of work on the project. With the help of the Internet of Things technology, this system is able to remotely transmit information to software products and those, in turn, use it to prepare the necessary answers to the project team [2]. An important element of the PMIS is tools for predicting the progress of the project. They allow you to adjust the basic project implementation plan based on the available information in accordance with the current trends in the project implementation, as well as calculate the projected time and cost of the project upon its completion. This is necessary for making important decisions about the further implementation of the project, and also for timely identification of necessary changes for the project. The project participants’ interaction subsystem (PPIS) is a set of tools and technologies that most effectively ensure relationships and interactions within the project team, as well as between the team and external participants (stakeholders) of the project. Such participants include the customer, investor, contractors, suppliers, potential consumers, regulatory authorities, the media, etc. The main interaction tool in the “digital” world is

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means of remote communication which provide remote communication and interaction between stakeholders (the experience of the COVID-19 pandemic has proved the need for this type of communication). Such means have traditionally included telephone communication, with the development of the Internet – e-mail, Skype, electronic signatures have recently begun to appear, etc. These communication means determine the channels of distribution and transmission of information, and they are transformed under new conditions [8]. Digital means of communication record all incoming and outgoing information. Information transmitted through such means of communication leaves digital traces. Therefore, when transmitting information, the addressees should correctly choose the appropriate channels. An important communication means are electronic document management systems (EDMS). They play a serious role in the process of approving, making and documenting decisions on the project. EDMS significantly reduce the time for the development and coordination of management decisions. E-commerce is both one of the tools for interaction between project participants and a resource management tool. In addition to e-commerce, the resource management subsystem (RMS) should include an automated resource allocation system that, based on the Internet of Things and remote “communication”, interacts with the monitoring system of the implementation progress and software products and offers the project team solutions for allocating a particular resource for specific project work [3]. At the same time, the formed resource allocation database provides information to the project manager and the person responsible for the purchase, what and in what quantity it is necessary to purchase. E-commerce allows you to speed up the procurement process, which in turn has a positive effect on the final indicators of the project or program.

5 Conclusion Summing up the results of the conducted research, it is necessary to emphasize once again the importance of using the opportunities provided by the processes of global digitalization. These processes have such a serious impact on the entire management process that we have to talk about “digital” control systems, or a new type of management – smart management. Affecting the sphere of project management, digital transformation is subjected to almost all its stages, processes and subsystems. In this contribution, the issue of forming a “digital” management system for the implementation of projects and programs was considered. The formation of such a system takes a lot of time, requires a high level of qualification of specialists, and therefore it is obvious that it is advisable to implement it in project-oriented companies that carry out a large number of projects for a long time. However, the advantages that such a system provides justify the costs of its formation and application of individual “digital” tools in the activities. The process of forming a “digital” implementation system includes the integration of such basic processes and implementation elements as controlling and monitoring the progress of the project, project forecasting and implementation of changes in the project, interaction and communication of project team members and external participants during the project implementation, project team management, regulation and timely provision of

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the project with the necessary resources, using Big Data technologies, industrial Internet of Things, electronic trading platforms, remote communication tools, etc. It is obvious that the use of the conceptual model proposed by the authors requires testing for the scope of the company’s activities and the specifics of the projects being implemented. This is done by specialized project structures in companies (project department, project office, project activity department), which not only implement individual tools of the “digital” economy, but also develop new approaches to project management in such conditions. However, there is no doubt that this model meets the interests and requirements of modern project management in terms of project implementation management. First of all, the application of this model should be aimed at meeting the deadlines and cost of the project, as well as meeting all the customer’s requirements for the project results. Further use and improvement of the proposed approach requires a separate study.

References 1. Brikoshina, I.S., Birukov, A.P., Geokchakyan, A.G.: Smart transformation of the project management system and processes as a factor in increasing the efficiency and competitiveness of the project. In: Popkova, E.G., Sergi, B.S. (eds.) ISC 2020. LNNS, vol. 155, pp. 1614–1622. Springer, Cham (2021). https://doi.org/10.1007/978-3-030-59126-7_176 2. Brikoshina, I.S., Geokchakyan, A.G.: Project management 4.0: Transformation of project management in the conditions of the fourth industrial revolution. Act. Prob. Econ. Manag. 2(26), 10–21 (2020) 3. Geokchakyan, A.G.: Modern technologies of the “digital” economy and the possibilities of their application throughout the life cycle of projects and programs. In: Proceedings of the International Scientific Forum “Step into the Future: Artificial Intelligence and the Digital Economy. A Revolution in Management: A New Digital Economy or a New World of Machines”, 2, pp. 427–434. SUM, Moscow (2018) 4. Grigoriev, S.G., Lukin, V.V., Lukin, D.V.: Development of human capital in the context of digitalization. E-management 1(2), 13–19 (2018) 5. Khalimon, E., Guseva, M., Kogotkova, I., Brikoshina, I.: Digitalization of the Russian economy: first results. In Mantulenko, V. (ed.), Proceedings of the International Scientific Conference GCPMED 2018 - Global Challenges and Prospects of the Modern Economic Development. The European Proceedings of Social and Behavioural Sciences, vol. 57, pp. 199–213, European Publishing, London (2019) 6. Maslenniov, V.V., Lyandau, Y., Kalinina, I.A.: Formation of the organization’s digital management system. Bull. Plekhanov Russian Univ. Econ. 6(108), 116–123 (2019) 7. Myslyakova, Yu.G.: Organization of the introduction of managerial innovations at an industrial enterprise. PhD Thesis. Yekaterinburg: Ural Branch of the Russian Academy of Sciences (2007) 8. Roehrich, J.K., Davies, A., Frederiksen, L., Sergeeeva, N.: Management innovation in complex products and systems: the case of integrated project teams. Ind. Mark. Manage. 79, 84–93 (2019) 9. Rojko, A.: Industry 4.0 concept: background and overview. Int. J. Interact. Mobile Technol. 11(5), 77–90 (2017) 10. Sycheva, S.M., Chernova, T.F., Evdokimova, Y.A.: Project management transformation in the digital economy. Socio-econ. Syst. Parad. Fut. 314, 269–277 (2020)

Development of Regional Systems of Freight Forwarding and Logistics Business A. A. Stepanov1(B) , O. A. Tettsoeva1 , and M. Conde2 1 State University of Management, Moscow, Russia

[email protected] 2 King Mohamed VI University, Conakry, Guinea

Abstract. High costs of goods movement and poor quality service have led to the need to introduce a logistics approach to the economy. The constituent elements of the logistics infrastructure and transport complex should be synthesized into a regional transport and logistics system in order to solve regional problems of goods movement. The contribution investigates the main problems of regional transport and logistics systems functioning and development. The goal and main tasks of their development within the region are formulated and substantiated in this work. The authors identify some development opportunities for the transport and logistics business systems to ensure the balanced regional growth, evaluate possibilities of regional transport and logistics systems in creating an effective system for the movement of freight flows in the region, as well as its effectiveness for the satisfaction level of the region’s economy in transport and logistics services. Keywords: Cargo flows · Commodity movement · Freight forwarding services · Infrastructure · Logistics management · Transport and logistics system

1 Introduction In Russia, which has huge territories, a complex geography of transport routes, a developed industry structure with an in-depth division and cooperation of labor, and a huge raw material potential, the problem of transport complex infrastructure has not been solved yet in the context of issues related to the development of freight forwarding and logistics business systems, taking into account the regional aspect [6]. Traditionally, the economic and geopolitical division that has developed in Russia determines the need to unite freight forwarding and logistics systems at the regional level. High costs of commodity movement and poor-quality service led to the need to introduce a logistics approach into the economy [1]. The constituent elements of the freight forwarding and logistics infrastructure and the transport complex that ensure the movement of goods in the sphere of regional circulation should be synthesized into a regional system in order to solve regional problems of commodity movement. It is not easy for Russia to integrate into the global transport space and fully realize its transit potential, to build integration based on the development of the region’s freight © The Author(s), under exclusive license to Springer Nature Switzerland AG 2022 S. I. Ashmarina et al. (Eds.): Proceedings of the International Scientific Conference “Smart Nations: Global Trends In The Digital Economy”, LNNS 398, pp. 57–65, 2022. https://doi.org/10.1007/978-3-030-94870-2_8

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forwarding infrastructure. The main conditions for the growth of the country’s economy are: – formation of a transport framework network without gaps and bottlenecks on the main national transport corridors; – elimination of imbalances in the level of the transport infrastructure development in certain regions of Russia (creation of uniform standards for the transport development); – connecting the transport and forwarding infrastructure of the region with national and international transport corridors. The existing significant socio-economic differences in the development of Russian regions, the regional transport and forwarding infrastructure are in most cases determined by a number of objective factors. The most significant of them are: – geographical location of the region, climatic conditions, availability of raw materials potential; – socio-economic development of the region, the development of transport and freight forwarding infrastructure of the region and engineering communications, etc. The large length of the Russian Federation and the complex administrative and territorial structure make it difficult to form a unified transport and logistics system of the country [5].

2 Methodology The theoretical and methodological basis of this research is formed by the scientific works of leading domestic and foreign authors who study the essence, goals and fundamentals of transport and logistics systems functioning in the regional aspect [3]. The contribution uses a systematic approach to the study of the main trends in the development of modern transport and logistics business. The work is based on statistical data on the efficiency of the regional freight forwarding and logistics systems functioning, conclusions which are made on the experience generalization, and the results of the brainstorming and strategic sessions. The problems of creating regional freight forwarding and logistics systems have always been solved only on the basis of a systematic approach involving integration and centralization as the main method of managing the transport system at the regional level. However, the experience of creating regional logistics systems shows that the main requirement of a market economy is the independence of subjects, therefore, the development of techniques and methods for the practical implementation of market laws by transport logistics entities will ensure the functioning efficiency for a regional freight forwarding and logistics system. The development of the world economy leads to an increase in production and increased requirements for freight forwarding services [2]. In these conditions, there are problems of forming the optimal transport and forwarding infrastructure of the region.

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That directly affects the economy of the region, the stability of its development (which is determined by the introduction of innovative technologies in the industrial and transport sectors), the quality of transport and logistics infrastructure, the management processes of information and communication support in it, the effectiveness of telecommunications interaction [7]. The implementation of a unified methodological approach to the development of regional transportation and logistics systems make it possible to build a national freight forwarding system within the framework of international transport corridors, a service that meets the current European standards. The integration of the region’s freight forwarding infrastructure forming the Eurasian transport corridors has a significant impact on both the regional and national economy. Improving the efficiency of the region’s freight forwarding infrastructure is one of the main goals. The modern understanding of the problems of the regional freight forwarding system proceeds from the possibility of formation, functioning and development only on the basis of a systematic approach from the standpoint of integrated and regional logistics. This will make it possible to form and provide the necessary level of service that guarantees the involvement of international cargo transportation, including transit, in the freight forwarding system of Russia. As a strategic approach to the formation of the transport and forwarding system of the region, it is necessary to use an approach based on the gradual creation of “growth points”. Enterprises, terminals, ports, railway stations, airports, etc., which act as key elements of the support frame, can act as “growth points”. The framework is a kind of connecting mechanism that provides stable relationships between the elements of the considered system. Its development directly depends on the development power and pace of the “growth points” that it connects. For the region, the most important growth points are: – production and economic base of the region; – socio-economic structure of the region; – the infrastructure basis, which includes the transport framework of the region, the role of which is performed by roads and railways, air and waterways. The spatial framework of the transport and forwarding infrastructure of the region, which is an integral element forming a nationwide integral framework, is intended to become the basis for sustainable socio-economic development of the Russian Federation [12].

3 Results The concept of integrated logistics forms the basis for the formation of transport and logistics systems. Modern integrated logistics is characterized by the maximum integration of participants of the regional freight forwarding and logistics system into the management of commodity flows based on a marketing strategic approach and ensuring an output synergetic effect (Fig. 1).

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Development of the principles of a systematic approach in determining the reference points

Development of services that meet the modern technical and technological level on the basis of digitalization

Development of Internet platforms for the implementation of online services (online bidding, electronic selection of suppliers)

The concept of a regional freight forwarding and logistics system

Accounting for total logistics costs throughout the entire logistics chain

The ability of regional logistics systems to adapt to an uncertain external environment

Implementation of a strategic marketing approach in the development of the regional transport and logistics system

Fig. 1. The concept of a regional transport and logistics system (Source: authors).

The basic principles of the formation of the freight forwarding system are as follows: 1. The formation of a freight forwarding system is based on a systematic approach. The regional freight forwarding and logistics system is considered in the structure of the global labor division and cooperation, being an element of the global transport system that takes into account the infrastructure of international transport corridors as a whole and their parts integrated into the regional transport network. At the same time, its practical implementation and development are realized taking into account with regional peculiarities, including the state of the transport industry, specific material flows, the participation of the region in the export, import of the country and transit, the intensity and direction of internal flows. 2. The freight forwarding and logistics system of the region is structurally part of the general transport system of the country, taking into account the geographical features of the regions, the structure and the development level of regional economies, the structure of the placement of transport facilities and logistics centers and the functioning peculiarities of the transport and logistics system at the territorial level. 3. The main elements of regional transport logistics systems are transport, forwarding and warehouse enterprises which, interacting with each other, implement effective options for the delivery of goods in terms of time and total costs. 4. The system, in the aggregate of all its constituent objects, should be linked to the socio-economic strategy of the region. The level and opportunities for the development of the regional economy, the demographic characteristics of the population in the region, its mobility degree, transport infrastructure create prerequisites for the formation of growth points of the regional freight forwarding and logistics system.

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The interests of all its participants should be taken into account in the system. The implementation and development of a regional freight forwarding and logistics system proceeds from taking into account the total costs of managing commodity flows and involves optimizing the use of all types of resources based on the introduction of digital technologies. As a mechanism for the development of competition and within the framework of a regional entity that integrates information with a variety of performers, the use of Internet platforms for online bidding with expanded access to information and an electronic supplier selection system is highlighted when choosing suppliers or organizing freight forwarding services, providing rational business solutions for the implementation of the optimal functioning of the regional transport and logistics complex (Fig. 2).

RTLS

I n f o r m a t i o n f l o w s

Warehousing

IP

Forwarding

Transportation

So ft wa re an d inf or ma tio n su pp ort

Electronic selection of suppliers, online bidding

Fig. 2. Information flows of the regional freight forwarding and logistics system (Source: authors).

At the same time, the synergetic effect is expressed in improving the quality of service, increasing the offer, reliability of service, responsibility of the contractor and winning at scale. The creation of mechanisms of reputational control over the activities of market participants of the regional freight forwarding system. The creation of a database of participants should cover all active participants in the transport and logistics services market, which will allow removing unscrupulous participants from the market and strictly disciplining the market as a whole.

4 Discussion In a comprehensive study of the formation of the regional transport and forwarding infrastructure, it is necessary to use the development model for reference points [8]. Monitoring of the development of freight forwarding infrastructure at all levels is carried out on the basis of a qualitative forecast of “growth points” development taking into

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account the influence of external factors, including the development level of transport frameworks in neighboring regions and Russia as a whole. At the regional level, individual objects (that make up the selected growth points) are monitored, on the basis of which operational, intellectual control of the structure and functioning of objects within them is carried out [11]. The most effective subsystem, which allows collecting, identifying and authenticating data received from the elements of the forwarding infrastructure of the region, identifying objects or subjects by their identifier and positioning objects, is a subsystem based on the use of the GSM / UMTS radio communication network and the NAVSTAR GPS and GLONASS global navigation systems. The stability and success of the economic activity of each enterprise in our country is directly related to the need for daily transportation of significant volumes of various goods – raw materials, semi-finished products, blanks, equipment, finished products, etc. In the current realities, it is transport that is one of the key factors affecting the development of the country’s economy and individual enterprises. Market rules put forward a number of important requirements for the delivery process of any product: delivery should be carried out on time, in full, while maintaining all the quality characteristics of the product. Such clear requirements bring to the fore questions about the quality of freight forwarding services, the choice of optimal delivery parameters [4]. Thus, modern society forms increasingly high requirements for the transportation and forwarding of various cargo types. Now, in order to withstand competition in their niche, forwarding companies are forced to deal not only with the delivery management process, but also be responsible for coordinating the work of many delivery participants, while pursuing the goal of minimizing the costs of delivery itself. It should be noted that the rapid development of technological aspects of modern society has caused a new wave of the above-mentioned processes, the introduction of new aspects in the process of cargo transportation and forwarding in the storage of both cargo and information, processing of information flows, in the moments of delivery planning and preparation of rolling stock, in improving quality and reliability, as well as in the context of many other aspects of providing freight forwarding services, that ultimately contributed to the development of new approaches to the labor division [13]. There is also another equally important aspect – the synthesis of the economies of individual states into a single global economic community, which caused the formation and development of certain requirements and approaches to the process of creating logistics systems. The interest in the organization of freight forwarding services is growing, thereby forming an increased interest in the training of highly qualified personnel who will be able to solve all the tasks of freight forwarding services. The insufficient elaboration level of development aspects for the freight forwarding management and coordination of the participants’ interests in this system allowed us to formulate the main scientific ideas and research directions, to consider the role of freight forwarding services in the transport services market. The growth and development of the scale and branches of production, the change in the forms of economic organization, the increase in the number of operations performed during the movement of goods from the manufacturer to the buyer predetermined the allocation of various functions and types of preparatory and related operations to the transportation process into a separate concept

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of “forwarding activity”, which includes not only the direct delivery of cargo, but also all auxiliary work accompanying this process. And if at the stage of the formation of the transport services market, freight forwarders were only intermediaries between the senders of cargo, carriers and recipients, then a modern freight forwarder provides a comprehensive door-to-door delivery service freeing other participants in the transportation process from many functions. The key role of the transport market at present is forwarding services. The main task of freight forwarders is to provide the most complete range of additional services necessary for the client, if transport is used efficiently on the way from the shipper to the consignee within the framework of their own logistics, as well as in case of control over the cargo and related operations along the entire route. For the implementation of freight forwarding services, road, rail, water and air modes of transport are used. Different types of transport have separate features and qualities that determine their carrying capacity. The location of bases, technical equipment and the type of rolling stock depend on the transport properties. Various types of transport closely interact with each other making up a single logistics scheme of a cargo flow. At the same time, each type of vehicle carries out transportation in the most favorable area for it. For the convenience of interaction of various vehicles, transport distribution nodes are created. The clarity of the nodes’ operation affects the efficiency of the logistics transport scheme. Competent coordination of interrelated technological processes of transportation increases the profitability of the entire transport process. An insurance, security or information company, as well as a bank, a cargo terminal, an organization offering packaging and packaging services, or a transport agent can act as an auxiliary logistics partner. The external environment has a strong influence on the formation of freight forwarding activities, which fundamentally distinguishes it from the products of other economic sectors. The subjects of freight forwarding services can be individuals, organizations or the state, while the objects of this process are represented by such categories as inventory items and passengers. The demand for freight forwarding services is characterized by industry, socio-demographic and territorial factors. The needs of a modern client go far beyond the need to simply transport cargo, they want to receive a full range of services, starting with documentation, loading, packaging of goods or cargo, ending with its transfer to the consignee. For long-distance shipments, there is a need to notify about the location and timing of cargo delivery, mutual settlements, customs clearance, etc. These needs are determined by the reluctance of shippers to perform functions that are not directly related to their business types, to cooperate with a large number of organizations that provide the transport process. In the conditions of fierce competition, transport companies have a need to meet such “additional” needs of customers in order to maintain their loyalty level [10]. It is noteworthy that in 2020, many experts predicted that the growth of the cargo transportation sector would slow down in response to the decline in most macro parameters of the national economy, however, these forecasts for the most part turned out to be erroneous [14]. Despite the fact that because of the global pandemic, the maintenance and functioning of a number of directions and supply chains have deteriorated, there have been no serious disruptions in the transportation of food and non-food products.

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Its transparency and accessibility for a wide range of customers is relevant for a successful transportation market. In addition to large, small and medium-sized businesses, ordinary citizens, as well as large manufacturers and suppliers of food and non-food products from Europe and Southeast Asian countries regularly turn to the services of Russian cargo carriers.

5 Conclusion The existing development model of regional transport and logistics systems, focused on meeting the transport demand of the raw materials sectors in the domestic economy, is giving way to a socially-oriented one which assumes maximum use of the competitive advantages of various transport types to serve all market participants on the principles of “just in time” and “door to door” [9]. In order to fulfill the entire set of tasks for the development of the regional freight forwarding and logistics systems in a short time in conditions of limited resources, it is necessary to form and develop a federal management system that will accumulate information flows of regional transport and logistics complexes, ensuring its availability to territorial subjects. The information and communication system in the new reality, ensuring the efficiency and security of information flows, is a determining element of ensuring the efficiency of the functioning of regional transport and logistics systems. An intelligent transport and logistics system at the regional level will make it possible to identify the bottlenecks of the regional freight forwarding and logistics systems, optimize the routes of goods flows and transport and logistics infrastructure, centralize and optimize information flows, reduce the negative impact of transport on the environment, increase the efficiency of logistics terminals and freight forwarding enterprises.

References 1. Afanasyeva, V.G.: Specificity of the transport-logistical system of Russia in conditions of sanctions. Fin. Bus. 3, 131–132 (2015) 2. Arvanitis, S., Tzigkounaki, I.S., Stamatopoulos, T.V., Thalassinos, I.E.: Dynamic approach of capital structure of European shipping companies. Int. J. Econ. Sci. Appl. Res. 5(3), 33–63 (2012) 3. Breckova, P.: Family business in the Czech Republic. Europ. Res. Stud. J. 19(4), 3–16 (2016) 4. Delbufalo, E.: Outcomes of inter-organizational trust in supply chain relationships: a systematic literature review and a meta-analysis of the empirical evidence. Supply Chain Manag. 17(4), 377–402 (2012) 5. Freidman, O.A.: Transformation of the transport and logistics system as a condition for the sustainable development of the region. News Irkutsk State Acad. Econ. 26, 557–565 (2016) 6. Gorin, V.S., Stepanov, A.A., Tetssoeva, O.A., Merenkov, A.O.: The philosophy of digital transport and logistics. In: Bogoviz, A.V., Ragulina, Y.V. (eds.) ISCI 2019. LNNS, vol. 115, pp. 91–99. Springer, Cham (2020). https://doi.org/10.1007/978-3-030-40749-0_11 7. Grischenkov, A.I., Fedotenkov, D.G., Lobanovsky, A.M.: The basic principles of the formation of the transport and logistics system of the region. Bull. Bryansk State Univ. 2, 325–330 (2015) 8. Kataeva, Y.: Integral assessment of the level of development of the transport infrastructure of the region. Bull. Perm Univ. Econ. 4(19), 66–73 (2013)

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9. Korchagin, V.A., Novikov, A.N., Lyapin, S.A., Rizaeva, Y.: Complex self-developing transport. World Trans. Technol. Mach. 2(53), 110–116 (2016) 10. Kuzmenko, Yu.G., Turlayev, R.S.: About the prospects for the development of regional transport and logistics centers in the context of the active development of international transport corridors. Herald of the Uighur. Series Econ. Manag., 9(1), 178–184 (2015) 11. Kuzmenko, Yu.G., Greiz, G.M., aKalenteev, S.V.: Transport and logistical system as a subject of social and economic development of the region. Izvestiya Ural State Univ. Econ. 46(2), 115 (2013) 12. Loginov, A.N., Goykher, O.L.: The concept of spatial polarized development: the point of growth, the growth pole, transport, communication and information and communication corridors. Reg. Prob. Econ. Transf. 11, 105–111 (2015) 13. Osipov, V.S., Skryl, T.V., Evseev, V.O.: An analysis of economic issues of territories of priority development. Res. J. Appl. Sci. 11(9), 833–842 (2016) 14. Transport strategy of the Russian Federation until 2030. 2008. Approved by the Decree of the Government of the Russian Federation No. 1734-r. https://docs.cntd.ru/document/902 132678. Accessed 16 Apr 2021

Digital Tools for Sustainable Development of Local Communities L. A. Shchukin, S. N. Gusev, and N. A. Yushkina(B) State University of Management, Moscow, Russia [email protected]

Abstract. The purpose of the study is to suggest an interpretation of the local community as a polysubject environment favorable for the development and implementation of various information systems and services aimed at streamlining and intensifying social interaction. Research objectives: 1) to reveal the features of using the paradigm of post-non-classical rationality for analyzing the process of introducing digital technologies into the life of local communities; 2) to identify promising areas of digitalization of social interaction of subjects of local community development. The methodological basis of the study was the theory of types of scientific rationality, adapted in relation to the management of self-developing systems. The digitalization of social relations within the local community is considered on the example of social interaction at the everyday level, economic interaction of mainly individuals and mainly legal entities, as well as financial interaction. It is shown that the developed digital environment is not only a source of improving the quality of life of the population, but also a tool for capitalizing the potential of local communities. Keywords: Digitalization · Information systems · Local community

1 Introduction Nowadays, the digitalization of the sphere of local self-government most often involves the introduction of three types of information systems: systems for providing municipal services in electronic form; intelligent management systems in various spheres of life, such as “Smart and safe city” and interactive platforms for cooperation of local selfgovernment bodies with residents of the territory, in particular “Active citizen”. Recently, there was a trend towards centralization and unification of the use of information systems: software complexes developed for the tasks of individual state and municipal bodies are being replaced by federal-level systems, such as the Portal of the MSP Corporation (https://corpmsp.ru), a unified information system in the field of the development of volunteering (https://dobro.ru), the All-Russian database of vacancies “Work in Russia” (https://trudvsem.ru). These systems ensure the unification of activities in their areas, but they do not always take into account the specifics of the needs of local communities in everything. © The Author(s), under exclusive license to Springer Nature Switzerland AG 2022 S. I. Ashmarina et al. (Eds.): Proceedings of the International Scientific Conference “Smart Nations: Global Trends In The Digital Economy”, LNNS 398, pp. 66–71, 2022. https://doi.org/10.1007/978-3-030-94870-2_9

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The term “digitalization of management” reflects the external side of the ongoing transformations – the introduction of digital technologies, but does not reveal their internal content: in whose interests these technologies are being implemented, how much they meet the needs of specific people, whether they do not contradict the principles of sustainable and safe development of territories. In this regard, there is a need to find out how it is possible to more fully unlock the potential of digitalization of local self-government, so that at the same time the humanistic orientation of the use of information technologies, their orientation to meet a wide range of human needs as a resident of the local community, is implemented. It is very important that, in addition to the “digitization” of the administrative and control functions of the authorities, the development of information technologies at the level of local communities should be aimed at creating electronic platforms for social interaction. Information systems, which will be discussed later, should not only meet the needs of people, for example, in certain goods and services, but also become a tool for harmonious spatial development [8]. Nowadays, digital technologies are able to provide accurate geolocation, fast delivery of necessary goods, distance learning and remote work, which makes it possible to compensate for the shortcomings of life in remote areas. In order for the local community to be not just a place of residence, but a viable economically self-sufficient unit, a source of human potential and a point of application of intellectual creative work, it is necessary to ensure the availability of modern information technologies, networks and devices, and on this basis to develop and implement a number of information systems and electronic services. The widespread introduction of information technologies into everyday life, at least, will provide an attractive external image of “smart settlements”, which is especially important for young people. Unfortunately, now they are talking more about a “smart city” and the concept of a “smart village” was not yet developed, although the spread of high-speed Internet could significantly smooth out the contradictions between the city and the village. Nevertheless, we can hope that digitalization will not be limited to external attributes and will create deep foundations for strong and long-term social interaction. So, the purpose of this work is to offer an interpretation of the local community as a polysubject environment favorable for the development and implementation of various information systems and services aimed at streamlining and intensifying social interaction. Achieving this goal involves solving the following tasks: 1) to reveal the features of using the paradigm of postnonclassical rationality to analyze the process of introducing digital technologies into the life of local communities; 2) to identify promising areas of digitalization of social interaction of subjects of local community development, which allows meeting a wide range of their needs, while ensuring harmony between man and the environment. The scientific novelty of the study is that it reveals the directions of digitalization of social interaction at the level of the local community, which is considered as a polysubject environment within the framework of the paradigm of postnonclassical rationality.

2 Methodology The methodological basis for understanding the processes of digital transformation of local communities was Stepin’s theory of classical, nonclassical and postnonclassical

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types of scientific rationality [10]. This theory was later adapted by Lepskiy in relation to the field of management to characterize the corresponding three types of systems: simple, complex self-regulating and complex self-developing [7]. At the same time, simple systems are characterized by subject-object relations, complex self-regulating by subject–subject relations and complex self-developing - by subject-polysubject relations. This paradigm allows interpreting the system of local self-government as a poly subject, and the local community in which it functions as a poly subject environment. In this sense, the activity of local self-government, which is characterized by both an imperious and social character, fits under the concept of soft management, not hierarchical, which is characterized by the ability not to command, but to negotiate. The regulators of relations between social groups at the local community level are social networks in their original philosophical understanding, which also requires taking into account the more widespread meaning of this concept associated with the virtual environment and virtual relationships. It seems that the current trend towards the digitalization of the economy and public life, expressed in the active introduction of various types of information systems and services into the life of people in the field, certainly regulates and simplifies social interaction, giving it a new form, which can collectively be called an “electronic urban community” [3]. At the same time, the external transformation does not fundamentally change the designated poly subject nature of local communities and local self-government. In this regard, there are two possible scenarios for the development of social relations in connection with their digitalization. The first scenario is the strengthening of social trust in the virtual space, the intensification of constructive interaction between individuals and groups, an easier way to provide charitable and other assistance. The second scenario is the formalization of social relations and the emasculation of their deep anthropocentric content, the replacement of primordial morality with the external side of “network” politeness. The approach presented below is based on the assumption that the process of digitalization of people’s life activities within local communities proceeds according to a humanistic scenario.

3 Results The starting point of our reasoning is the local community. Ideally, the local community should be not just a territorial and economic unit, but an integral social organism, whose residents are aware of the importance of living together and the need for socially transformative activities. Therefore, the concept of a local community is more complex and unclear than “municipality” or “locality”. A local community is more than just a collection of households. In order for it to develop, the efforts of the municipal administration are not enough, we need a polysubject, which can act as a territorial public self-government. What should the local community ideally be like? Speaking about the ideal for a modern city, Carter points out three signs: inclusiveness, creativity and sustainability, which can be achieved through joint production and creative use of digital technologies, applications and services [2]. The expression of these characteristics in the local community is an important condition for the implementation of its polysubject potential, which, in turn, allows for the rapid introduction and effective use of digital technologies.

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The introduction of digital tools for economic and social interaction involves, first of all, the spread of information technologies in all localities that need it, taking into account profitability not only at the moment, but also in the long term. In this regard, public grant for infrastructure projects for laying high-speed fiber-optic lines and the introduction of modern digital technologies are very important. The prepared digital environment creates conditions for solving a socially oriented and creative task, which is precisely the subject of our attention – this is the digitalization of traditional social relations. We distinguish four projections that can be considered as directions of digitalization of social relations in the interests of building the potential of local communities: social interaction at the everyday level, economic interaction mainly of individuals, economic interaction mainly of legal entities and financial interaction. Currently, it is problematic to determine the ideological foundations of social interaction within the local community, as a result of which there is an ideological vacuum in society. Under these conditions, the most acceptable category of social solidarity seems to be the one that originates from the works of Leap and Diego, and the concept of a solidary society built on its basis. Social solidarity [6] is the ideological basis on which information systems and services should be built, designed to technologize social interaction in the local community at the everyday level. A number of information systems can be created that organizes and simplifies everyday social interaction, such as staff reproduction system; support system of contract labor (in the absence of legal obstacles), a system of support for gifted children and young people; charitable portal; reciprocally systems, involving a “barter” exchange of services outside of commodity-money relations [4]. The digitalization of everyday social interaction makes it possible to “equalize the rights” of culture and the economy, assigning the role of the basis of economic relations to culture and spirituality, and the role of the guarantor of the financial stability of the socio–cultural environment to the economy. Systems of economic interaction primarily of individuals are necessary for the local community to ensure its sustainability and meet the diverse needs, such as the system of the inhabitants of the territory with goods and services, giving the possibility of collective purchases at wholesale prices; the system of purchases on the recommendations, on the basis of social trust within the community; the electronic system of mutual share accountability within the consumer co-operation; the support system of artisans. The economic interaction of mainly legal entities requires a driving force external to the local community – production organizers, financial experts and investors who create their enterprises on this territory, but at the same time are focused not on maximizing profits, but on a combination of economic and social effects. Clusters are the most optimal form of such structures that meet the interests of government, business and society at the same time. The activity of cluster structures in modern conditions will also not be effective without its digitalization by creating information systems that provide the following functionality: a map of free market niches, a system for forming collective purchases, a system of subcontracting, a system of tender purchases for business. We emphasize that the basis for the functioning of the systems of economic interaction of legal entities should be the benefit of the local community. This means that within the framework of such systems, there simply cannot be any other business other than socially responsible.

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The adjustment and digital transformation of the system of financial interaction in the interests of the local community involves the creation of an alternative to the classical banking system, which makes it difficult for production workers to access long and cheap money. As examples of relevant information systems, we can offer electronic mutual credit societies (mutual benefit societies); a system of scattered investments like Kickstarter (https://www.kickstarter.com), Planets.ru (https://planeta.ru) and similar, but administered in the interests of the local community; a system of transformative investment, which should be built taking into account the balance of interests of private business, government, local self-government and the local community [1] and attract investors interested not only in the consumption of the territory’s resources, but also in its long-term development. The formation of a conceptual vision of the prospects of specific local communities, the development and implementation of digital systems and services, information and consulting work with citizens and other subjects in the fields, conducting opinion polls, making suggestions for changing legislation - all this requires the unification of groups of specialists of various profiles for the implementation of specific projects [5]. The goal of such alliances is to implement a strategy of “smart specialization” [9]. Of course, financing of developments is a difficult issue. In some cases, active socially responsible entrepreneurs who are aware of themselves as members of local communities can initiate and pay for the development of information systems and services. The model is more real, but also more complicated, when associations of developers invest their labor efforts in the hope of a financial result from the functioning of the systems they have created in the future. In this case, developers are included in the share of created organizations with property rights to their intellectual products.

4 Discussion The proposed model of digitalization of socio-economic relations within the local community radically changes the idea of key economic categories. Thus, the purpose of the functioning of the economic system is not profit as an exclusively material benefit, but the benefit in the form of a high quality of life of the population. It is expected that the results of the implementation of the considered digital tools for the development of social and economic interaction at the local level will be economically wealthy communities of active citizens. The development of authentic information resources and electronic services developed taking into account the needs of specific local communities, together with the achievement of economic self-sufficiency, will protect against the dominance of mass culture, digital inequality and “digital slavery”. In general, we consider the proposed digital services as a tool for capitalizing the natural, human and social potential of local communities, including, in the future, using financial and exchange instruments.

5 Conclusion The process of digital transformation of local communities was comprehended within the framework of the paradigm of postnonclassical rationality, from the position of which the local community appears as a complex self-regulating and self-developing polysubject

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environment. The introduction of digital technologies does not fundamentally change the existing nature of social interaction, but makes it more orderly and intensive. Social networks based on personal contacts are increasingly moving into the virtual plane – and at the same time, it is very important that members of local communities become the owners of electronic interaction platforms, and Internet communication channels. The analysis of the nature of social interaction within local communities allowed asserting that the effectiveness of such interaction in the internal circuit should be described by the term “good”, and not “benefit”, i.e. in ethical, not economic categories. In this model, various subjects – active citizens, ideological immigrants, representatives of socially responsible business, experts, etc. - strengthen each other’s potential and at the same time preserve the resources of their territory for future generations, minimally affecting the environment. At the same time, the sphere of economic laws remains and even expands on the external circuit, since in this case we are talking about the capitalization of the territory and the corporatization of human and other capital. Thus, the functioning of digital platforms that are small in scale and segment of activity opens up opportunities for successful integration into large information systems. In the future, this study can be expanded, in particular, by analyzing the demand for various information systems and services based on empirical sociological data.

References 1. Agrawal, A., Hockerts, K.: Impact investing: review and research agenda. J. Small Bus. Entrep. 33(2), 153–181 (2021) 2. Carter, D.: Urban regeneration, digital development strategies and the knowledge economy: manchester case study. J. Knowl. Econ. 4(2), 169–189 (2013) 3. Kharchenko, K.: Electronic urban community as a combination of folk traditions and modern technologies. City Gov. Theor. Pract. 1, 50–59 (2014) 4. Koczberski, G., Curry, G.N., Bue, V., Germis, E., Nake, S., Tolden, G.M.: Diffusing risk and building resilience through innovation: reciprocal exchange relationships, livelihood vulnerability and food security amongst smallholder farmers in Papua New Guinea. Hum. Ecol. 46, 801–814 (2018) 5. Latova, N.: Russian workers through the prism of human capital theory. Soc. Sci. 49(3), 24–41 (2018) 6. Leap, B., Diego, T.: Social solidarity, collective identity, resilient communities: two case studies from the rural U.S. and Uruguay. Soc. Sci. 7(12), 25 (2018) 7. Lepskiy, V.: Analytics of the Assembly of Development Subjects. Kogito-Center, Moscow (2016) 8. Markin, V., Malyshev, M., Zemlyansky, D.: Monitoring regional strategies for the spatial development of Russian cities: modeling political and administrative practices. Part 1 Monit. Enforcement 3(36), 51–65 (2020) 9. Soulard, C.-T., Lardon, S.: Action-research helps researchers foster smart rural development: two case studies on local food policy. Syst. Pract. Action Res. 32(2), 155–166 (2018) 10. Stepin. V.: Theoretical Knowledge. Progress-Tradition, Moscow (2000)

The Role of Digital Assets in Transforming Corporate Relations N. S. Kulyasov1(B) , V. A. Opekunov2 , and Yu. P. Tikhonov2 1 Plekhanov Russian University of Economics, Moscow, Russia 2 State University of Management, Moscow, Russia

[email protected], [email protected]

Abstract. The contribution considers the role of digital assets in the transformation of contemporary corporate relations. The prerequisites for the emergence of digital assets in the modern economy are studied in this work, various approaches to the interpretation of the definition of digital assets, including at the legislative level, are presented. Tokens are allocated as one of the objects derived from digital assets. The authors describe distinctive features of the concept of centralization and decentralization that are used in the creation and functioning of corporate structures. A hybrid model of the corporate platform is presented. It combines the principles of a cooperative and a fund and is based on the concept of decentralization. The concept of a decentralized autonomous organization is considered as one of the promising forms of corporate relations development, taking into account the influence of such digital assets as tokens and their derivative in the form of distributed registry technology. Keywords: Blockchain technology · Corporate relations · Digital assets

1 Introduction Over the past few years, issues on digital assets, their valuation methodology and management tools have been gaining more and more attention. This increased interest is confirmed by the estimates of the digital asset management market, so for 2019 it was estimated at $ 2541.8 million, and by 2025, according to analysts’ expectations, it will grow to $ 7756.1 million [9]. The rapid growth of the digital asset market was provoked not only by the popularity of cryptocurrencies as an alternative means of payment, but also by the evolution of blockchain technology that affects a lot of areas of public and business life, which, in particular, include corporate relations. The global financial system and the business community reacted ambiguously to the emergence and development of digital assets. The phenomenon of digital assets was considered by many as one of the innovative tools for the development of the digital economy. Some economists interpreted the emergence of digital assets as the start of the transformation of corporate relations and ownership rights to many tangible assets [11]. All market participants objectively assessed the risk level and the nature of future © The Author(s), under exclusive license to Springer Nature Switzerland AG 2022 S. I. Ashmarina et al. (Eds.): Proceedings of the International Scientific Conference “Smart Nations: Global Trends In The Digital Economy”, LNNS 398, pp. 72–79, 2022. https://doi.org/10.1007/978-3-030-94870-2_10

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problems. These problems are caused by the spread of digital assets and digital technologies and affect the nature of relations between the state, business and other elements of the economic system. However, the introduction of digital assets into the economic system continued and intensified, which resulted from the emergence of a request to create acceptable “rules of the game” for participants in economic relations [1, 7, 12]. The agents of the economic system are currently focusing their efforts on developing approaches to create the necessary political, legal, socio-economic and technological conditions for the widespread application of digital assets not only in the financial sector, but also in the field of corporate relations. The further development of management tools for the existing digital ecosystem and the legislative consolidation of instruments for regulating the sphere of digital assets will give a powerful impetus to the growth in digital assets usage and distribution not only within the national, but also the global economy.

2 Methodology From the point of view of legal terminology, the concept of a digital asset does not have an unambiguous interpretation reflected in the civil law, where it would be possible to give a description of objects related to digital assets and give an interpretation of the rights arising on them. The Russian legislation currently regulates only relations arising in connection with the issue and turnover of several objects: digital currency and digital financial assets. According to Federal Law No. 259-FZ, digital financial assets are interpreted as digital rights, including monetary claims, the possibility of exercising rights under equity securities, the right to participate in the capital of a nonpublic joint-stock company, the right to demand the transfer of equity securities that are provided by the decision on the issue of digital financial assets in accordance with the procedure established by this Federal Law, the issue, accounting and circulation of which are possible only by making (changing) entries in an information system based on a distributed register, and in other information systems [4]. The Federal Law “On digital financial assets, digital currency and on amendments to certain legislative acts of the Russian Federation” defines digital financial assets as digital rights certifying one of the following rights (the list of these rights is closed): monetary claim; the possibility of exercising rights under equity securities; the right to participate in the capital of a non-public joint-stock company; the right to demand the transfer of equity securities that are provided by the decision on the issue of digital financial assets [4]. The law, in fact, is aimed at regulating relations arising during the turnover of cryptocurrency and digital currency and does not take into account the latest trends in the field of lawmaking in developed countries [2], where special attention is paid to the processes of tokenization and the relations transformation in the field of property rights and corporate relations. This allows us to conclude that the definition of the concept “digital asset” can include various objects that have an electronic form and economic value, which are not always and not necessarily legalized as objects of civil rights. One of these objects that needs special attention in this contribution is tokens [3]. Technically, tokens are an entry in a distributed registry, and from the point of view of law, they can denote virtually any

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object or phenomenon [10]. Therefore, such a property of tokens makes it much more difficult to classify them as digital assets. Tokens can, due to their properties, denote property rights to tangible assets, such as, for example, living space (you can equate one token to one square meter of living space) or intangible (various kinds of services, for example, viewing paid content in an online cinema) or mean the right that is granted to the entity acquiring tokens-shares or investment tokens, to participate in the distribution of profits of a business company, etc. The example of the Maltese legislation is indicative in this situation. The draft law on virtual financial assets defines virtual financial assets as electronic financial instruments, electronic money and virtual tokens [10]. Speaking about tokens and tokenization of various spheres of economic life, it should be noted that this concept is inextricably linked with Distributed Ledger Technology (DLT) or blockchain technology. The innovative nature and potential of blockchain technology is determined by the tokenization process of various types of assets, which is a reflection of real assets in a digital format in distributed registries. The advantages of using blockchain technology, for example, in the financial sector include ensuring transparency of financial transactions, increasing the turnover of tokenization objects with zero or weak liquidity, increasing the speed and efficiency of settlements and clearing. Today, the main platform for creating and developing decentralized digital services based on blockchain, as well as attracting investors’ funds to various startups, is Ethereum. Today, complex evolutionary processes are taking place related to the development of blockchain technology, distributed registry and the concept of tokenization based on Ethereum. All this has a very strong impact not only on the development of the financial market and financial services, but also on the transformation of the structure and principles of corporate relations, that entails the appearance of obstacles and barriers that need to be overcome and smoothed out in the context of creating mechanisms and methods that allow increasing the level security of using digital assets for all participants in such operations.

3 Results In order to analyze the potential, the influence degree and role of digital assets in the transformation of corporate relations, it is necessary to consider such concepts as centralization and decentralization in the context of this contribution. From the point of view of corporate relations, centralization can be described as a necessary collaboration or a combination of goals and objectives that affect the company’s activities or as a concentration of some part of the company’s assets. It is also necessary to pay attention to the fact that the classical corporate hierarchies assume, at their core, the concentration of decision-making powers on one person or corporate governance body. The above-described characteristics and aspects relate not only to economic relations within corporate structures, but also can contribute to the achievement and implementation of specific goals [5]. Measures aimed at reducing transaction costs can serve as a prerequisite for the development of concentration and centralization processes in corporate relations. However, on the other hand, the aggregation of management competencies will have a positive impact on the growth of corporate specialization and accelerates the

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processes necessary for decision-making. The consolidation of various values objectifies the activity of the enterprise, while such consolidation processes at different levels crystallize corporate relations, which allows us to form an independent unique corporate policy and management style. The concentration of corporate assets within a single legal entity has pronounced legal prerequisites, since consolidation occurs not only in the field of assets, but also, due to certain legislative norms, in the field of responsibility and legal status, which are the result of property rights. And from the point of view of management, centralization promotes uniform targeted use of assets and control which, in turn, creates and develops strength in corporate structures. The result of these managerial and legal iterations is the emergence and operation of a company in any market as a full-fledged subject of corporate relations with a well-coordinated well-organized structure of material and human resources. The above can be summed up by the thesis that entrepreneurial activity in its initial stage is decentralized in its nature and an organization in the classical sense could appear and develop only after passing through the centralization of economic relations. Centralization and concentration also have negative consequences that arise when a firm becomes a monopolist, destabilizing market structures and making other market participants dependent on it within the economic cycle. Such centrifugal negative trends are especially noticeable in the activities of large Internet sites, aggregators and marketplaces. They are determined not so much by collecting and storing a huge array of user data on the servers of the marketplace, as by the threat of the growth of the market power of these platforms and the potential for negative influence on various spheres of public life. To balance market mechanisms, it is important to pay attention to the technology of distributed systems in order to resist the marketplaces present on the market. The sphere of the so-called “marketplace economy” is very far from scientific knowledge and description, because there is a wide range of unanswered questions, in particular, about how marketplaces work and what network effects are created at the same time, how their ecosystem function s havinga unique character. Large marketplaces have developed not only intermediary functions to strengthen trust between users, but also create and develop very complex and dynamic market structures that help manage the users of the marketplace. The concept of decentralization, in contrast to centralized hierarchical corporate structures, focuses on the technical component, which is based on the use of a peerto-peer network. The peculiarity of a peer-to-peer network is that there is no central node in this connecting structure, but there are fully connected nodes, each of which is directly or indirectly connected to others and is a full participant in the network. The network structure which is described above is the basis of any distributed system. It is in this form and with such functionality that a distributed system can be contrasted with a client-oriented server star-shaped structure. The structure of corporate relations in distributed systems is also strongly influenced by the non-technical aspect, which consists in the fact that a situation should be excluded when all market power is concentrated in the subjects of the network. This will directly depend on the ability of each network participant to have an equal level of power. There are several ways to implement this. One of the ways is to equally distribute

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among all participants the rights to dispose, use information or data originating from the property right. In another method, the ownership rights to the data and information are not distributed and are not provided to other persons. In this case, the rule should be fulfilled: either everyone owns everything or no one owns anything. The use of distributed systems technology has one feature: it takes advantage of the centralization processes without the negative consequences that were mentioned above. This effect is facilitated by a developed network structure that equalizes the influence of power structures. Due to the lack of a “central server” in this hierarchy, there is no such point that could concentrate the prerequisites for exerting influence. With such parameters, the functionality and stability of the system do not depend on the “central server”, and in the future will only increase simultaneously with the growth of network effects and the number of network participants. At the moment, the subjects of decentralized structures tend to transport the network structures created by them in various ways into the existing legal system. One of the most striking examples is the already mentioned Ethereum project [8]. Ethereum formed the basis of the precedent for creating the best possible organizational design of a corporate platform for blockchain projects and DLT. The concept of a decentralized corporate organization, which is offered by Ethereum, is based on the use of the fund structure, which carries the basic right directions towards the development of decentralization and a deviation from the classic hierarchical corporate structures. Below is a description of what one of the models of a potential decentralized corporate platform could look like. In this potential model of a corporate platform, using decentralization and existing regulatory forms, it would be possible to use a hybrid design in the form of a combination of principles of a cooperative and a fund. The construction of the model begins with the division of rights to the company’s assets, to use rights and property rights. This separation can be expressed in the form of a network, protocol, or other platform elements. Then the ownership rights to these corporate assets are transferred to the fund, at the same time the newly created cooperative receives corporate assets (for a fee). In this case, the cooperative receives the right to use the transferred assets (network, protocol, etc.) for the implementation of its own business models or may give them, for a specified fee, to its members to solve their business problems. The cooperative is not inherently plutocratic in nature, since all its members are in interaction with each other, which can be partly compared with the principle of the peer-to-peer network described above. Decisions made in the cooperative are made democratically, because the right to vote does not depend on the share in the capital of the participants. Both organizations, the fund and the cooperative, can implement tasks for the further development and management of the company’s assets, as well as make management decisions. However, the cooperative and the foundation cannot manage the infrastructure. In most situations, with this form of organization of corporate relations (through integration and donations), the organization will win, since it will still not contain responsible entities within itself. Combining the appropriate control, management and decision-making bodies, it is possible to build a management system that controls another organization or supports the targeted use of corporate infrastructure.

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The very idea of a certain decentralized organization, according to the authors, carries a great innovative potential that can be used by business and law-making bodies. The effectiveness of such organizations is realized independently of the blockchain technology, since decentralized organizations are inherently technologically neutral.

4 Discussion One of the examples that neutralize the shortcomings of the above-described decentralized hybrid models and structures, and develop the principles of decentralization in corporate relations, according to the authors, could be a decentralized autonomous organization (or so-called DAO). The idea of the DAO is to distance itself from the traditional centralized management distributed among several people (board of directors, CEO, executive director, head of department, etc.). The powers, functions and responsibilities in the DAO are distributed among the DAO employees themselves - the holders of tokens. At its core, the DAO involves the creation of a different form of economic and corporate relationships without the participation of capitalist nodes of power. From this we can conclude that the TAO fully corresponds to both evolutionary and revolutionary ideas related to DLT systems. The functioning and decision-making in DAO, unlike other hybrid and classical corporate models, is not based on the work of the board of directors or other governing body, but is carried out by token holders (“shareholders”) on smart contracts (smart contracts). A smart contract is a certain fragment of the blockchain code that does not require verification by participants [6]. If a certain condition is met, the smart contract is triggered and the corresponding clause of the contract is fulfilled. This type of contract does not apply to contracts of the classical type in the form of texts that represent agreements in paragraphs in such a way that they can be interpreted by the contract parties (people or legal entities) and, in case of disputes, by the court. In smart contracts, these functions are implemented by computer-controlled program code (this is how the conditions are checked) and are automatically executed. Token owners can cast their votes on each decision of the company. If you become an employee of a company working on the principles of DAO, then a smart contract is signed with you, you become the owner of a certain number of tokens, then a vote is held, after your candidacy is approved, you begin to perform your duties. If for some reason you are not coping with the work or project, then the token holders who previously voted for you will withdraw their votes. In this context, the DAO has strong motivational mechanisms for its participants. However, in practice, the processes of integrating the concept of DAO into corporate relations face some difficulties. National corporate law does not contain legislative structures and case-law solutions for decentralized organizations. Therefore, many blockchain and DAO projects are created and operate in a legal vacuum, bypassing legal formalities. The choice and definition of the form of corporate relations, as well as the declaration of responsibility for operations in the DAO should provide the DAO participants with basic legal guarantees and security. However, it is necessary to develop a balanced rational approach to legislative regulation in order not to hinder the innovation activity in the economy.

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At the present time, for the further transformation of corporate relations with the help of the DAO concept, it is necessary to create appropriate legal bases for transferring national legislation to decentralized structures, thereby legally securing innovations related to digital assets, without complicating innovation processes. Russia can play the role of a pioneer in setting such international standards in these cases. The concept of DAO has a great innovative potential in comparison with existing hierarchical corporate structures, which is expressed in the fact that DAO is based on corporate values and smart contracts, rather than employee positions, so this form of corporate relations has fewer barriers to development in the innovative direction. The lack of a clear hierarchy can increase the efficiency of the employee collaboration and promote the best ideas.

5 Conclusion The authors consider the concept of a decentralized autonomous organization as one of the promising forms of corporate relations development, taking into account the influence of such digital assets as tokens and their derivative in the form of distributed registry technology. The application of this concept in the context of the transformation of corporate relations allows us to achieve the following results: 1. The use of the DAO concept can potentially become an innovative type of technologically neutral organizational structure, which can lead to a paradigm shift in the development of corporate relations. The property of neutrality should be fulfilled as a condition for applying this approach anywhere in the world, regardless of the circumstances. 2. The implementation of the DAO principles in corporate relations will expand the scope of smart contracts and solve many problems of modern structured hierarchical organizations. 3. The development and expansion of the scope of the use of DAO in corporate relations will allow in the future to establish minimum standards for setting the trust level and legality both on the part of the state and on the part of other decentralized systems.

References 1. Besarabov, Z., Kolev, T.: Predicting digital asset market based on blockchain activity data. https://arxiv.org/abs/1810.06696 (2018). Accessed 16 Apr 2021 2. Bundesministerium der Finanzen: Blockchain-Strategie der Bundesregierung. https://www. bmwi.de/Redaktion/DE/Publikationen/Digitale-Welt/blockchain-strategie.pdf?__blob=pub licationFile&v=8 (2019). Accessed 16 Apr 2021 3. Davydov, V., Khalilova, M.: Business model of creating digital platform for tokenization of assets on financial markets. In: IOP Conference Series: Material Science and Engineering, vol. 497, p. 012069 (2019) 4. Federal law “On digital financial assets, digital currency and on amendments to certain legislation acts of the Russian Federation” of July 31, 2020 N 259-FZ. http://www.consultant.ru/ document/cons_doc_LAW_358753/. Accessed 16 July 2021

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5. Grove, H., Clouse, M., Schaffner, L.G.: Digitalization impacts on corporate governance. J. Gov. Regul. 7(4), 51–63 (2018) 6. Kondyrev, V.A.: Decentralized autonomous organizations: A new way to decision making. J. Digit. Econ. 2(2), 23–39 (2018) 7. Kulyasova, E.V., Vdovenko, Z.V.: Digitalization of industrial enterprises: opportunities and threats of new reality. Sci. Notes Russ. Acad. Entrepreneurship 18(3), 98–110 (2019) 8. Milunovich, G.: Cryptocurrencies, mainstream asset classes and risk factors - a study of connectedness. https://arxiv.org/abs/1809.03072v1 (2018). Accessed 16 July 2021 9. Research and Markets: Digital asset management market - Growth, trends, COVID-19 impact, and forecasts (2021–2026). https://www.researchandmarkets.com/reports/4535818/digitalasset-management-market-growth-trends (2021). Accessed 16 July 2021 10. Rozhkova, M.A.: Digital assets and virtual property: how virtual vs. digital compares. https:// zakon.ru/blog/2018/06/13/cifrovye_aktivy_i_virtualnoe_imuschestvo_kak_sootnositsya_vir tualnoe_s_cifrovym#comment_466344 (2018). Accessed 16 July 2021 11. Tinyakova, V.I., Morozova, N.I., Platko, A.Y., Sozaeva, D.A., Shirokovskih, S.A.: The development of cooperative organizations and ensuring their viability through the prism of the main guidelines of the new institutional theory. Rev. Turismo Estudos Práticas 3, 54 (2020) 12. Yurieva, A.A., Morkovkin, D.E., Gibadullin, A.A., Osipova, I.V., Karamova, O.V., Hutarava, I.I.: Assessment of the level of digital transformation of fields of activity and industries. In: IOP Conference Series: Materials Science and Engineering, vol. 919, p. 032014 (2020)

Smart Technologies for Managing the Urban Environment: The Use of “Digital Twins” T. Yu. Shemyakina1(B) , O. A. Gorelova1 , and T. Yu. Dyudyun2 1 State University of Management, Moscow, Russia

{ty_shemyakina,oa_gorelova}@guu.ru 2 Moscow Financial and Law University IFSA Chekhov Branch, Moscow, Russia

Abstract. The purpose of this work is to study the application of innovative smart technologies in the management of the urban environment. To achieve this purpose, the authors solve the tasks of analyzing the digitalization of the urban environment and considering the sustainable use of various information resources. Analytical research is based on methods of collecting and analyzing scientific information. Based on the conducted research, the specific features of the “smart city” concept were identified from the point of view of providing services based on information and communication technologies. Unified requirements for the architecture of the “digital twin”, the use of an open software environment for developing services, vertical and horizontal scalability are proposed, which guarantees support for various interaction protocols and allows you to combine services and IT systems. A digital twin has to exist at all stages of the life cycle of a physical object. The maturity level of the digital twin may be vertical, horizontal, connective and intelligent. Keywords: Digital Champion · Digital ecosystem · Digital infrastructure · Digital twin · Maturity level · Smart city

1 Introduction The development of intellectual processes in the conditions of digitalization, the accelerating pace of technological changes, on the one hand, and restraint in relation to organizational changes and the need for sustainable development, on the other hand, stimulate smart technologies [2]. The concept of a “smart city” and the active introduction of new urban technologies in large cities of Russia is becoming the main trend in the transformation of the modern urban environment. Since the organization of the urban environment in the “smart city” system includes many high-tech subsystems that provide services for managing urban infrastructure, when expanding the system of urban services, there are problems related to the already functioning infrastructure and the level of maturity of the urban agglomeration. The solution of problems is largely determined by the specific features of the “smart city” concept. In particular, the set of the offered services includes different solutions © The Author(s), under exclusive license to Springer Nature Switzerland AG 2022 S. I. Ashmarina et al. (Eds.): Proceedings of the International Scientific Conference “Smart Nations: Global Trends In The Digital Economy”, LNNS 398, pp. 80–86, 2022. https://doi.org/10.1007/978-3-030-94870-2_11

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aimed at different target audiences, and not only at citizens, and the constant inclusion of new smart technologies expands these opportunities. At the same time, the infrastructure of information and communication technologies lies in increasing the number of provided services that create a sustainable environment [4]. The urban environment is a single space, while the levels of responsibility for the provided services are different. For example, solutions aimed at accounting for resource consumption within smart homes and supply organizations belong to the smart city and are the responsibility of management companies that are independent and do not obey the city. Another feature is the establishment of the physical boundaries of the “smart city”, this issue becomes relevant as soon as IT solutions begin to cover not only the city as a territorial unit, but also the urban agglomeration that unites adjacent areas. As a result, there may be a blurring of responsibility leading to the adoption of management decisions along the “municipality-city-region” chain. In this chain, the region is the most important for Russian conditions, since it has large budgets for the digitalization of the urban environment. This approach allows you to create end-to-end digital services for the entire region, including the entire agglomeration-cities, small settlements, rural areas. That eliminates the occurrence of “patchwork automation” and collisions. On the one hand, an important feature in creating a unified digital infrastructure is the different digitalization level, both in districts and in individual services. On the other hand, the interaction of smart city services leads to synergy. In the process of creating the infrastructure of a “smart city”, there is a problem of interaction of “smart systems” of different departments which should be integrated into a single information environment. This contributes to the formation of an environment of trust, both technologically and legally. From a technical point of view, a significant part of urban systems may be difficult to integrate with other systems due to the presence of “patchwork automation”. Smart City strives for optimal and sustainable use of all resources while maintaining an appropriate balance between social, environmental and economic costs. The emerging Internet of Things (IoT) technology is used in the development of “smart cities” by placing sensors to collect data, send it to cloud storage, process it, and develop a strategy for planning the development of the urban infrastructure [9]. Thus, the “smart city” can also be considered as a standard vertical market, despite the scale and variety of services, which includes data centers, cloud storage, the Internet of Things( IoT), video analytics, etc. At the same time, the requirements for services from cities may differ, and the transfer of experience in this case is very important for transferring and scaling up the best practices that have already been developed. In this context, we note the problem of the lack of competencies on the part of both city, municipal and regional structures, as well as local IT companies that are directly involved in the creation and maintenance of “smart cities”. City halls and municipalities as customers are at a low competence level, for example, there is insufficient awareness of the practical advantages of the “digital twin”, and other new technologies. At the same time, cities with such technologies have been working actively and for quite a long time, for example, Tomsk introduced a “digital twin” back in 2014. Considering the specific features of the “smart city” concept, it is important to understand the need to assess risks of cyber attacks, information about which is also important

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to share in the business environment. However, according to Kaspersky Lab, two-thirds of Russian IT companies prohibit analysts from sharing data about cyber threats with the professional community. The meaning of applying the concept of a “smart city” is still not always obvious and proven. On the one hand, this is an improvement in the quality of citizens’ life, the development of the urban environment, which the “smart city” certainly contributes to. On the other hand, since one of the tasks of municipalities is to form the city budget, taking into account the optimization of expenditure items and the activation of replenishment, this can also be solved by the development of “smart city” systems. It is also obvious that we can talk not just about a smart city, but about smart city networks, since they exchange information to develop optimal solutions to common problems – improving the transport situation, security, etc. [10].

2 Methodology Analytical studies of the considered problem are based on the accepted methodology based on the collection, processing, analysis of the presented data, as well as the materials in periodicals. An integral part of the adopted methodology was the direction of using end-to-end digital technology, aimed, among other things, at the development of information technologies for managing the urban environment. Digital technologies provide remote monitoring and real-time control of devices and elements of cyberphysical production in network infrastructures, providing more direct integration and synchronization of the physical and virtual world [6]. The concept of a digital twin is a model or program description of a physically created or designed object/service, includes the accepted procedure for transmitting and exchanging information throughout the entire life cycle, both of an urban environment object under construction and the already created one. In 2021, according to expert data, about 25 billion sensors of IoT systems will allow you to create digital twins of millions of things and objects. Assets play a significant role in the construction of infrastructure, providing various functional services, and “digital twins” are gaining popularity in architecture, project development and construction for monitoring and detecting deviations, solving problems that could not be found otherwise [11]. “Digital twins” provide opportunities to expand the database of key analytical data and perform functions of digital models of objects in the urban infrastructure, monitoring the state of the basic parameters of the actual state of these objects, modeling their changes, making management decisions and performing manual control functions. “Digital twins” using new digital services contribute to the automation of object management processes, thereby creating “twins” of entire cities. Combining “digital twins” of completely different types of objects can serve as an environment for systems of a more complex level of organization. As a result, it is possible to obtain current data of “digital twins” on the state of individual mechanisms, production facilities and enterprises as a whole in the context of climatic conditions, the environment, the quality of life of the population, the consumption of energy and other resources. This approach will allow us to move to digitalization models that accumulate information about assets of all types

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within the boundaries of their functioning. The proposed innovation opportunities allow switching to new, progressive (cheaper and faster) forms of urban mobility, eliminate traffic jams on highways, achieve a reduction in air pollution, plan for the risks of emergency situations, as well as failures and accidents in energy and water supply. These measures together simplify the transition to an innovative economy.

3 Results The conducted research made it possible to analyze various approaches and best practices to the formation of “smart city” tasks in leading global megacities, which are considered in the process of developing “digital twins". For example, in Singapore, a 3D digital model of the city is used to organize the receipt and analysis of data, monitoring the functioning of city services in order to make relevant management decisions. In New York, there is a digital map describing the development of urban projects and initiatives, in addition to which an interactive map of the process of effective land use is being developed. The Dubai Pulse platform is known in the full sense of the word “digital twin” of Dubai, which helps to monitor the state of urban services and services online using IoT sensor networks that collect the necessary information and compare it with historical databases. In Barcelona, a municipal digital city management platform is used. Monitoring, analysis and development of management decisions are carried out on the basis of IoT - Sentilo and the analytical platform City OS. Data on the state of the city is visualized in dashboards – smart reports in real time [1]. When creating a “digital twin” of a “smart city”, it is necessary to follow the uniform requirements for the architecture of the” digital twin”, which are as follows. Any decisions should be made taking into account the ability to develop the services of municipalities for residents, businesses and non-profit organizations further. You should use an open software development environment for services which will allow you not to get tied up with proprietary vendor solutions. The technology stack on which the platform is implemented uses open source solutions. The presence of the modularity principle of the “digital twin” platform enables to develop services adapted to the conditions of any particular city. In addition, the services can be moved to any platform. The next requirement is scalability (vertical and horizontal). It is necessary when the load on the platform increases, as a result of which failures and failures occur, the resistance to which is provided by the cloud data center through flexible and timely addition of resources, as well as support for distributed data processing. The application of the requirement of horizontal integrability allows, using various interaction protocols, to form a unified system of services, IT systems and sensors. In order to achieve the desired results of the functioning of the “digital twin”, a system of evaluation metrics of the system’s work quality should be developed. This system includes indicators of economic development that characterize social and environmental sustainability, the quality of urban services. Metrics should be formed taking into account the volume of direct investment, the operating budget of the city, tax collection, the level of emissions and pollution, access to resources for residents, the quality of infrastructure and services.

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The development of a “digital twin" of a “smart city” is also related to its level of maturity and evolutionary development, the process of which should be considered in 4 stages: – The stage of vertical construction which involves the direction of investments for the development of individual services or in separate sections of the IoT infrastructure; – The stage of horizontal construction which provides the integration of some services within various commercial platforms and the exchange of data between supplier systems, by creating an IoT infrastructure for commercial platforms and services; – A connected stage that combines services based on a single urban platform for the purpose of sharing the IoT infrastructure and conducting comprehensive analytical work; – The intellectual stage which involves the joint use of investments and city funds for the implementation of the project on creating a single platform – a “digital twin” of the city based on IoT infrastructure, conducting complex analytics and automated city management systems. The development of the digital infrastructure of the “smart city” is associated with the need to assess the inclusion of city objects and services of different levels of digital maturity in a single digital platform, which increases the integral risks of the functioning of the system as a whole. It is also important to determine the feasibility of developing a digital twin – at the design stage of a physical object or already at the stage of its existence. A digital twin has to exist at all stages of the life cycle of a physical object, including at the design stage, when a physical system is being laid that will report data about its state to the digital twin. Organizations engaged in asset management of urban infrastructure choose digital technologies that contribute to making more informed decisions, in particular, digital models such as building information models (BIM) [5]. The emerging problems of achieving data compatibility associated with the integration of BIM data into existing systems can be partially resolved by using an open and neutral data file format for data sharing and exchange within construction and urban infrastructure, providing greater integration between BIM software providers [7].

4 Discussion The conducted studies confirm the existence of different points of view regarding the idea of the maturity level of digital twins. The importance of solving this problem is related to the need for a mechanism to provide compliance and uniformity for a digital twin of different maturity. This contribution considers models of 4 maturity levels: “digital twin of the design stage” – a high-precision digital model that is created before the stage of manufacturing a physical product; “classic digital twin” which appears at the stage of the presence of digital and physical twins; “adaptive digital twin” which allows you to study the preferences/priorities of operators based on a neural network [3]. The models used in

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this “digital twin” are updated based on the information received from the physical twin in real time; “intelligent digital twin”, including the capabilities of the previous level, also has the ability of machine learning. The authors use the concept of a “digital champion” which is capable of organizing and integrating four ecosystems: client solutions, operational, technological and personnel into a seamless, digital system that effectively uses an expanded partner network [8]. This concept unites four stages of maturity development of companies that achieve the effectiveness of their own ecosystems: “digital newcomer”, having functional barriers between the ecosystems of their own system; “digital follower”, having functionally related practices in their own system; “a digital innovator with inter-functionally connected practices in its own system; a “digital champion” with fully integrated ecosystems of client solutions, operational, technological and personnel ecosystems. In our opinion, the development of the concept of a “digital champion” should include various activities for a specific level of the ecosystem, as well as overlapping activities that determine the integration of the four ecosystem levels.

5 Conclusion Based on the conducted research, some specific features of the “smart city” concept were identified in terms of increasing the number of services provided based on the infrastructure of information and communication technologies. The conducted research made it possible to analyze various approaches and best practices to the formation of “smart city” tasks in the process of developing “digital twins”. When creating a “digital twin” of a “smart city”, it is necessary to follow the uniform requirements for the architecture of the “digital twin”. You should use an open software development environment for services, which will allow you not to get tied up with proprietary vendor solutions. When the load on the platform increases, vertical and horizontal scalability is necessary. Resilience to failures and failures is provided by the cloud data center through flexible and timely addition of resources, as well as support for distributed data processing. The application of the requirement of horizontal integrability allows, using various interaction protocols, to form a unified system of services, IT systems and sensors. The development of the digital infrastructure of the “smart city” is associated with the need to assess the inclusion of city objects and services of different levels of digital maturity in a single digital platform, which increases the integral risks of the functioning of the system as a whole. A “digital twin” has to exist at all stages of the life cycle of a physical object, including at the design stage, when a physical system is being laid that will report data about its state to a digital twin. The maturity level and evolutionary development include vertical, horizontal, connective and intellectual stages. The development of the concept of a “digital champion” should include various activities for a specific level of the ecosystem, as well as overlapping activities.

References 1. Aerov, O.: City twin: how the “digital twin” of the metropolis will help to survive the crisis. https://www.crn.ru/news/detail.php?ID=146685 (2020). Accessed 31 Mar 2021

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2. Albert, S.: Intelligent - rather than smart - cities can address the roots of urban challenges. https://theconversation.com/intelligent-rather-than-smart-cities-can-address-the-roots-ofurban-challenges-118022/ (2019). Accessed 31 Mar 2021 3. Chesnokov, A.N.: Digital double. Analysis, trends, world experience. http://digital-economy. ru/obzory/tsifrovoj-dvojnik-analiz-trendy-mirovoj-opyt (2020). Accessed 31 Mar 2021 4. Golenkova, A.A., Shagbazyan, S.I., Stepanova, N.R.: Future behind smart cities. Science issue of APNI. Mod. Trends Dev. Sci. Technol. 1, 6–8 (2017) 5. Heaton, J., Parlikad, A.K.: Asset information model to support the adoption of a digital twin: west Cambridge case study. IFAC PapersOnLine 53(3), 366–371 (2020) 6. Kritzinger, W., Karner, M., Traar, G., Henjes, J., Sihn, W.: Digital twin in manufacturing: a categorical literature review and classification. IFAC PapersOnLine 51(11), 1016–1022 (2018) 7. Pärn, E.A., Edwards, D.J., Sing, M.C.P.: The building information modelling trajectory in facilities management: a review. Autom. Constr. 75, 45–55 (2017) 8. PWC: Global digital operations study 2018 “Digital champions”. How leaders create integrated operating ecosystems for the development of complex consumer solutions. https:// www.pwc.ru/ru/iot/digital-champions.pdf (2018). Accessed 31 Mar 2021 9. Shah, J., Kothari, J., Doshi, N.: A survey of smart city infrastructure via case study on New York. Procedia Comput. Sci. 160, 702–705 (2019) 10. Vershinina, I.A., Volkova, L.V.: Smart cities: challenges and opportunities. Rev. Espacios 41(15), 23–28 (2020) 11. Xie, X., Lu, Q., Parlikad, A.Q., Schooling, J.M.: Digital twin enabled asset anomaly detection for building facility management. IFAC PapersOnLine 53(3), 380–385 (2020)

Promising Trends of Business Processes Automation in Domestic Companies V. M. Svistunov(B) and V. V. Lobachev State University of Management, Moscow, Russia {svistunov,vvl}@guu.ru

Abstract. The contribution analyzes promising trends in the automation of business processes on the example of domestic companies. The assessment of the state of the world and Russian markets of BPM and ERP solutions is given. The ratings of the most successful companies developing BPM and ERP solutions on the domestic market of IT products are built. The materials of the market research of developers of VRM and ERP solutions conducted by CNEWS were used. The analysis of the study results became the basis for the formulation of a key trend in the field of business process automation – the expansion of the practice of using both local BPM solutions and global (multifunctional) corporate ERP systems with the subsequent mandatory integration of the developed solutions. The key promising trends in the automation of business processes are formulated on the basis of the analysis of experts’ opinions, which were made by employees of Russian industrial enterprises who are directly involved in the implementation and operation of corporate information systems (CIS). The formed priority list is designed to help managers in developing promising implementation strategies and for practical use of CIS, in solving the problem of increasing the efficiency of modern information technology application. Keywords: Automation · BPM systems · Business processes · ERP systems · Implementation · Management

1 Introduction Modern megatrends of world development, such as the globalization of the economy, production and labor markets, total digitalization significantly change our understanding of the nature of a modern manager work, have a significant impact on both the formation of corporate culture and the organizational structure of the company [5]. The world expert community constantly discusses features and consequences of the entry of modern civilization into the so-called “fourth technological revolution” (“Industry 4.0”): the impact of “digitization” of various objects and processes using modern information technologies; the introduction of fundamentally different ways of producing material goods based on the widespread use of new materials; the development and implementation of highly efficient industry information systems [7], etc. © The Author(s), under exclusive license to Springer Nature Switzerland AG 2022 S. I. Ashmarina et al. (Eds.): Proceedings of the International Scientific Conference “Smart Nations: Global Trends In The Digital Economy”, LNNS 398, pp. 87–94, 2022. https://doi.org/10.1007/978-3-030-94870-2_12

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The world experience in the development of computer systems shows that the active use of their functionality in the management of enterprises began in the early 60s of the XX century with the planning of production processes. Further development of the functional capabilities of computing systems led to the creation of “global” software products or ERP systems (ERP – Enterprise Requirements Planning) that automate the company’s business processes based on a single information space and standardization of data processing solutions [4]. Over the past five years, a system of solutions of the “Business Process Management System” class (BPM-system) has been actively introduced into the practice of managing business processes of companies in Russia and around the world. The software products of this series make it possible to easily automate the so-called “routine” operations, significantly simplify the processes of logical description of the structure of the main business processes for their subsequent modeling and optimization [3]. The active process of automating business processes forces domestic specialists to conduct a discussion about how long modern automation trends will be relevant, which of them will lose their relevance, and which will replace them [2]. This discussion is particularly acute against the background of the active development and appearance of new IT solutions on the market. Knowledge and correct interpretation of promising trends allow us to correctly identify structural and organizational changes that may result from the wider application of such solutions.

2 Methodology Domestic companies have accumulated rich experience in the implementation and practical use of both local BPM systems and global (multifunctional-ERP) corporate information systems (CIS) [6]. The analysis and generalization of the accumulated experience, in order to establish promising trends in the automation of business processes, are of undoubted theoretical and practical interest. In September-November 2020, the authors conducted a study, at the first stage of which, in order to formulate the most important trends in business process automation, the materials of a study conducted by CNEWS were used [1]. The purpose of the second stage was the formation of priority trends in the automation of business processes based on the analysis of the practical experience in the implementation and operation of CIS accumulated by domestic companies. Under the priority trends of business process automation, the authors understand the whole set of promising areas of the company management that are subject to priority automation, and IT tools that can significantly increase control over the business and ensure the growth of its efficiency. At the second stage, the opinions of experts representing 12 enterprises of the industrial sector of the Russian economy that are actively implementing or already using CIS were summarized and analyzed. Every expert: 1) Proposed his own ranked list of promising trends; 2) Ranked, based on his professional knowledge and experience, a list of promising trends developed based on the results of summarizing the opinions of all experts who took part in the interview.

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The interview allowed us to identify their own opinions and evaluative judgments of experts on the promising trends in business process automation that are relevant for Russian enterprises in the period up to 2035; to summarize experts’ opinions on practical experience in implementing or operating corporate BPM or ERP systems.

3 Results Today, the key technological trend in the development of the BPM and ERP systems market is the desire to create a single digital platform for structuring the maximum number of corporate business processes. Previously popular “patchwork” automation does not contribute to the procedures of rapid adaptation of business processes to possible changes. The volume of the global BPM systems market in 2020 amounted to $ 8.8 billion. Analysts predict its average annual growth of 10.5% until 2025, while the expected market volume will exceed $ 14 billion. Along with the world market, the Russian market of BPM systems is also developing. Table 1 shows the results of the annual rating of Russian companies developing BPM systems in 2017–2019. The main evaluation criterion in the rating is the total annual revenue of each developer company from the implementation of its own BPM projects. Table 1. Rating of companies developing BPM systems in 2017–2019 № in 2019

№ in 2018

№ in 2017

Company

Annual revenue, thousand rubles and the number of BPM projects implemented during the year 2019

2018

2017

1

1

1

Comindware

663778 (77)

546320 (71)

437000 (67)

2

2

2

Naumen

652746 (76)

487310 (67)

328200 (59)

3

3

4

ELMA

448200 (172)

407000 (160)

240000 (110)

4

-

-

DoxVision

373613 (57)

258000 (46)

-

5

-

-

Business information technologies

209059 (18)

184036 (20)

-

6

-

-

KSK technologies

203000 (n/d)

154000 (n/d)

-

7

5

6

The first form

131000 (40)

121000 (39)

130000 (25)

8

7

8

Citeck

92000 (19) 87000 (15) 78000 (13)

9

-

-

BIA-Technologies

90000 (13) 23000 (2)

10

9

10

PeterSoft

52610 (20) 48698 (22) 40456 (15)

Source: authors based on CNEWS data [1]

-

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A number of integrator companies are also actively working on the Russian market. Table 2 shows the rating of companies-integrators of the ERP systems market in 2016– 2019. Table 2. Rating of companies-integrators of the ERP systems market № in 2019

№ in 2018

№ in 2017

Company

Annual revenue, thousand rubles and the dynamics of its change, % compared to the previous year 2019

2018

2017

2016

1

1

-

Lanit

939500 (11,7%)

841000 (51,0%)

55000

-

2

2

-

Aplana

850000 (1,8%)

835000 (25,0%)

667900

-

3

3

-

Digital design

786600 (17,1%)

672000 (7,6%)

624490

-

4

4

1

Comindware

663778 (21,5%)

546320 (25,0%)

437000 (25,2%)

349000

5

5

2

Naumen

652746 (33,9%)

487310 (48,5%)

328200 (26,9%)

258500

6

6

4

ELMA

448200 (10,1%)

407000 (69,6%)

240000 (33,3%)

180000

7

-

3

DoxVision

373613 (44,8%)

258000 (3,2%)

249890 (−1,7%)

254222

8

-

-

ICL services

215000 (9,0%)

197300

-

-

9

-

-

Business information technologies

209059 (13,6%)

184036

-

-

10

8

7

KSK technologies

20 000 (31,8%)

154000 (51,0%)

102000 (20,0%)

85000

Source: authors based on CNEWS data [1]

The data in Tables 1 and 2 indicate that the relatively young Russian markets for BPM and ERP systems are growing at a fairly rapid pace. In 2019, the total revenue of the TOP 10 largest companies-developers of BPM systems amounted to 2.9 billion rubles (growth by the end of 2018 amounted to 26%). The results of the analysis provided a basis to formulate the basic current trend in automation of business processes – wide range of applications local BPM solutions and global (multi-purpose) corporate ERP systems with the subsequent binding of integration of the developed solutions. At the second research stage, the five most promising trends in the field of automation of corporate business processes in the period up to 2035 were determined from the point

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of view of practicing experts. At this stage, 216 experts were interviewed at twelve domestic industrial enterprises. In the sample, 62.3% were experts who were directly involved in the implementation of project solutions; 37.7% of experts currently use BPM or ERP systems in their daily work. During the interview process, each expert proposed three most promising, in his opinion, activity areas of management or IT tools that can determine the future trend of business process automation on the horizon until 2035. The experts relied exclusively on their own criteria, professional knowledge and practical experience. Next, the experts ranked the prepared proposals, placing the marked management activity areas or IT tools in the order of their priority. Taking into account the significant number of direct repetitions and their meaningful proximity, experts suggested 74 of the most relevant management areas or IT-tools. Among them, 10 directions and tools were selected, they were the most frequently noted by experts. Regarding the selected areas and tools, the experts conducted a final ranking procedure. The ranking results are presented in Table 3. Table 3. Expert opinion on the most promising activity areas and IT tools that can play a key role in the development of business process automation in the period up to 2035

7

3

6

2

5

4

9

8

Middle managers

5

1

6

10

9

4

8

7

3

2

Lower-level managers

10

1

3

8

9

6

7

5

4

2

Specialists

10

1

3

7

8

9

6

5

4

2

Final (1 – max, 10 – min)

7-8

1

3

9

10

5-6

7-8

5-6

4

2

Source: author.

ems

in with employees and consumers

10

inter-machine inte (M2M)

1

s

Senior managers

Expert category

Promising digital

PPP of financial flow management

channel

ity areas and IT tools

NBIC - convergence

of an individual set of tasks for the manager based on the configu CIS and qu requirements Computer modeling of objects and processes

Computer-based strategic planning and modeling

Ac

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4 Discussion The active introduction and application of BPM and ERP systems in the practice of domestic companies indicates the demand for their information and technological capabilities. At the same time, the trend of choosing the direction of business process automation towards BPM systems, according to the expert community, should be considered as the more promising one. The key conclusion that explains these provisions and follows from the obtained results is the need to implement the principle of complexity in the development and implementation of new corporate IT solutions. It is this principle that makes today the decision on the integrated application of BPM and ERP systems especially attractive for the effective organization of external and internal corporate communications and business processes. In the specialized literature, a comparative analysis of the capabilities of modern BPM and ERP systems is often given. Such an opposition, according to experts, does not seem to be fully justified. Experts believe, these systems are designed to complement each other’s capabilities. Modern practice shows that due to greater “flexibility” in settings and less programming, companies today prefer the priority implementation of BPM systems for automating those business processes that are subject to more frequent changes for various reasons, and then integrate the resulting solutions with the existing ERP system. Experts in the field of the company automation, assessing the feasibility of implementing a particular software product, consider it appropriate to adhere to a scheme based on the need and frequency of reengineering: 1) In the case of the predominance of accounting operations with standard functionality, the dynamics of changes of which is minimal (the “lower level” of the management system), it is advisable to introduce systems that implement management accounting (“System of Records”), i.e. ERP systems and other corporate systems of this class (CRM, WMS, PLM, SCM); 2) For the tasks of the “middle level” of management, where reengineering processes are more in demand and the dynamics of improvements is significant, the “System of Differentiation” related to the field of application of BPM systems are considered as priority; 3) The “top level” consists of tasks and supporting systems: research and development, innovative projects that implement their own, possibly unique methods of doing business. Here, the demand and depth of reengineering cannot always be clearly defined and is difficult to predict. It is advisable to automate this class of tasks related to the field of Adaptive Case Management on the basis of corporate innovation management systems (“System of Innovation”) related to the field of application of BPM systems. Analyzing the research results, we note that opinions of various groups of domestic experts on the most promising activity areas and IT tools that can play a key role in the development of business process automation in the period up to 2035 do not always coincide. Thus, senior managers consider tools for automating strategic management processes to be among the most priority. Other categories of experts consider IT-tools

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that can provide high-quality automation of the process of forming an individual set of tasks of the implementer based on the configuration of the CIS and the qualification requirements for the corresponding position to be the most popular.

5 Conclusion The final result of this research was the formation of a list of the most promising trends in the automation of business processes in domestic companies. Based on the opinion of the expert community, a priority list of trends has been developed and presented in Table 4. Table 4. A ranked list of promising activity areas and IT tools that can play a key role in the development of business process automation in the period up to 2035 № priority A ranked list of promising activity areas and IT tools 1

Formation of an individual set of tasks for the manager based on the configuration of the CIS and qualification requirements

2

Integration of online and offline interaction with employees and consumers

3

Computer modeling of objects and processes

4

Organization of inter-machine interaction (M2M)

5–6

PPP of financial flow management Data visualization tools

Source: author

This list is intended to help managers in developing promising strategies for the implementation and practical use of CIS, in solving the difficult task of increasing the efficiency of using modern information technologies. The results of the study confirm that the expert community is inclined to believe that it is necessary to pay priority attention to developments aimed at ensuring effective interaction in the “manager – performer” system based on modern IT tools. These tools are designed in the near future to ensure not only the preservation of the already achieved level of digitalization efficiency for business processes, but also to contribute to its significant growth.

References 1. CNews Analytics: BPM market (2020). https://www.cnews.ru/reviews/rynok_bpm_2020/pre view. Accessed 10 Aug 2021 2. Grishaeva, S., Mitrofanova, E.: Peculiarities of the Digital Generation in the Context of Education and Management. In: Ashmarina, S.I., Mantulenko, V.V. (eds.) Current Achievements, Challenges and Digital Chances of Knowledge Based Economy. LNNS, vol. 133, pp. 621–629. Springer, Cham (2021). https://doi.org/10.1007/978-3-030-47458-4_71

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3. Ivanov, I., Vlasova, T., Orlova, L.: Project management regarded as a driver of sustainable development. E3S Web of Conferences, 210, 10005 (2020). https://doi.org/10.1051/e3sconf/ 202021010005 4. Ivanov, I., Orlova, L., Vlasova, T.: Digitalization as a factor of sustainable development of industrial enterprises. IOP Conf. Series Earth Environ. Sci. 666(6), 062047 (2021). https:// doi.org/10.1088/1755-1315/666/6/062047 5. Kashtanova, E.V., Lobacheva, A.S., Makushkin, S.A., Ridho, T.K.: A Competency Model in the Field of Information Technology. In: Bogoviz, A.V., Suglobov, A.E., Maloletko, A.N., Kaurova, O.V., Lobova, S.V. (eds.) Frontier Information Technology and Systems Research in Cooperative Economics. SSDC, vol. 316, pp. 545–551. Springer, Cham (2021). https://doi. org/10.1007/978-3-030-57831-2_58 6. Kovaleva, I.A., Eremina, T.N., Roos, A.: Organizational Transformation of Culture of the “Smart” Enterprise. In: Popkova, E.G., Sergi, B.S. (eds.) ISC 2020. LNNS, vol. 155, pp. 832– 841. Springer, Cham (2021). https://doi.org/10.1007/978-3-030-59126-7_93 7. Kovaleva, I.A., Kanke, A.A.: Smart Technology Advancement in the Transition to the Digital Economy. In: Popkova, E.G., Sergi, B.S. (eds.) ISC 2020. LNNS, vol. 155, pp. 445–453. Springer, Cham (2021). https://doi.org/10.1007/978-3-030-59126-7_50 8. Svistunov, V.M., Kuzina, G.P., Lobachev, V.V.: Inevitability of Company’s Corporate Culture Transformation Under Conditions of New Management Technologies. In: Ashmarina, S.I., Mantulenko, V.V., Vochozka, M. (eds.) ENGINEERING ECONOMICS WEEK 2020. LNNS, vol. 139, pp. 613–623. Springer, Cham (2021). https://doi.org/10.1007/978-3-030-532772_73 9. Svistunov, V.M., Kuzina, G.P., Lobachev, V.V.: Features of Organizational Culture of Russian Companies Transformation Under Conditions of Digitalization. In: Ashmarina, S.I., Mantulenko, V.V. (eds.) IPM 2020. LNNS, vol. 161, pp. 221–229. Springer, Cham (2021). https:// doi.org/10.1007/978-3-030-60926-9_29 10. Svistunov, V.M., Lobachev, V.V., Manukyan, S.: New Expertise and Skills of Manager in the Context of Digital Business Transformation. In: Popkova, E.G., Ostrovskaya, V.N., Bogoviz, A.V. (eds.) Socio-economic Systems: Paradigms for the Future. SSDC, vol. 314, pp. 911–921. Springer, Cham (2021). https://doi.org/10.1007/978-3-030-56433-9_96 11. Temnyshov, I.A., Belyaev, A.M.: Business modeling in business operations of manufacturing company. IOP Conf. Series Mater. Sci. Eng. 753(8), 082027 (2020). https://doi.org/10.1088/ 1757-899X/753/8/082027

Innovative Technology “Smart Hands” as a Factor of Increasing Labor Productivity V. V. Degtyareva1(B) , S. Y. Lyapina2 , and V. N. Tarasova3 1 State University of Management, Moscow, Russia

[email protected]

2 Higher School of Economics (National Research University), Moscow, Russia

[email protected] 3 Russian University of Transport (MIIT), Moscow, Russia

Abstract. The contribution investigates the innovative technology “Smart Hands”, which will change the work of the personnel of large engineering departments due to the possibility of remote management of employees. The purpose of the work is to study the structural scheme of the “Smart Hands” system and its impact on the main economic indicators. The authors propose to evaluate the indicators of changing elements of operating costs in accounting for labor costs, social contributions, as well as other expenses, after the implementation of the system. This system offers the staff to receive all the necessary information in real time and always be in touch with the operators of the automated workplace, who control its work with the help of special software. As a result, productivity and labor efficiency are increased by reducing labor costs and improving quality. Keywords: Internet of Things · Labor productivity · Remote management · Smart hands

1 Introduction Large technology companies, such as, for example, JSC “Russian Railways” are in the process of constant development, search, selection and implementation of innovative solutions. Continuous development is a vital process that contributes to the growth of the company and maintaining its authority and competitive advantage at the international level. Attracting innovations to the company will make this advantage unique and difficult to reproduce by competitors in a short period of time. The priorities of innovative development are determined by the company’s goals and the strategy for achieving them. JSC “Russian Railways”, as the leading and organizing type of railway transport in Russia, makes every effort to implement innovative development in a timely manner. The Russian and global economy pose new challenges to the company, the solution of which should make a positive contribution to the acceleration of the socio-economic and innovative development of the Russian Federation as a whole. Innovative development

© The Author(s), under exclusive license to Springer Nature Switzerland AG 2022 S. I. Ashmarina et al. (Eds.): Proceedings of the International Scientific Conference “Smart Nations: Global Trends In The Digital Economy”, LNNS 398, pp. 95–101, 2022. https://doi.org/10.1007/978-3-030-94870-2_13

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is a necessary condition for ensuring the competitiveness not only of the Russian Railways company, but also of the country as a whole in all spheres of activity: political, economic, social. The constant updating of technologies currently leads to their penetration into traditional and established industries. The technology of “Smart glasses” is not entirely new, and will be actively used in medicine [5], for the needs of blind and deaf people [7], as well as in education [2]. Thus, it is important for a large technology company to introduce modern technologies and systems, for example, such as “Smart Hands”, which will be able to increase its main economic indicators, including labor productivity.

2 Methodology Several scientific methods are supposed to be used during the research. For example, methods of empirical research, which are manifested in the observation of the test implementation of the “Smart Hands” system at the facility. Comparison as a method is presented through an association of indicators of efficiency and labor productivity before and after the implementation of the system in cost and time terms. The description of the Smart Hands system reveals the relationship between the main elements of the system, which includes the helmet, the server, the operator’s automated workplace and a quadcopter with a remote control. The method of theoretical knowledge will consist in explaining the relationships between technical characteristics and their impact on economic indicators and labor productivity. The general logical method and method of research will be presented by the most common method of analysis, which is manifested in the comparison of four characteristics when calculating the economic effect of the implementation of the project event.

3 Results 3.1 Problems of the Issue of Increasing Labor Productivity in JSC “Russian Railways” The labor productivity of employees of JSC “Russian Railways” is carried out taking into account: – Budgeting - it defines the main natural measure of the volume of work performed by JSC “Russian Railways”, its branches, subsidiaries and dependent companies, used in the process of forming budgets and reports on their execution; – Consolidated types of works and productive groups determines the number of employees distributed by types of economic activity and main production groups; – Functionality sets the main tasks and functions assigned to divisions and characterizing the activities of this division; – Cost elements - depending on the economic content, the costs associated with the production and sale of products, works (services) are grouped by the following elements: labor costs, social contributions, material costs, including materials, fuel, electricity, other material costs, depreciation, other costs.

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The objectives of monitoring the labor productivity of employees of JSC “Russian Railways” are: – Providing the heads of JSC “Russian Railways”, departments of the management apparatus, as well as federal authorities with complete and reliable information on labor productivity. – Fixing the mechanism for determining indicators when forming a report on the form of the federal statistical observation “Information on labor productivity for enterprises of the sector of non-financial corporations with state participation”. – The use of data on a key performance indicator for the purposes of evaluating and motivating managers and employees. – The use of labor productivity data to analyze the labor efficiency of employees of JSC “Russian Railways”, its branches, subsidiaries and affiliates, business blocks and the Russian Railways holding as a whole. – The use of labor productivity data for conducting comparative analysis with other sectors of the economy, domestic companies, as well as foreign railway companies. In the departments, work on improving labor productivity is organized at a high level, where responsible employees: – The possibility of reducing the number of employees is determined on the basis of the introduction of new equipment, changes and improvements in technological processes. Within the framework of determining the above-mentioned possibility, an analysis of existing technological processes is carried out and an assessment of the possibility of making changes to them that reduce the labor intensity of work, as well as a list of regulatory documents is formed and projects or activities that are funded and reduce the number of employees are considered; – The task for labor productivity growth is set, which is determined by the Final protocol of the board meeting of the management board of JSC “Russian Railways” based on the tasks and planned volumes of work established by the central directorates for regional divisions; – A program is being developed to improve labor productivity and submit reports on their implementation; – The monitoring of the implementation of technological measures is carried out and the control of the implementation of programs to increase labor productivity is established. Special attention is paid to the introduction of new equipment and changes in technological processes, as well as to the implementation of parameters for reducing the number of employees and monitoring the program of revision of regulatory documents on labor; – The regulatory and technical base is being reviewed, where an analysis is carried out, an assessment of the list of regulatory documents submitted by divisions and regional directorates is given; – Management and statistical reporting is being formed, as well as the procedure for interaction between state authorities, where, in order to minimize social risks, the interaction of structural divisions of the railway and directorates at the regional level with authorities and employment services of the subjects of the Russian Federation is monitored when implementing measures to release the number of employees.

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JSC “Russian Railways” considers personnel as its main asset. Attracting and securing personnel with the necessary qualifications, their continuous development, and social support are the main priorities of the company”s personnel policy. Since its creation, the Russian Railways holding has been carrying out systematic work to increase labor productivity and optimize the number of personnel. During this entire period, the dynamics of labor productivity growth outstripped the dynamics of traffic volume growth due to the ongoing work on optimizing the number of employees. The work related to updating the current regulations, instructions and other technological documentation that determines the use of labor resources allows to get a timely effect from the implementation of technical and technological measures. 3.2 The Results of the Implementation of the Innovative Technical System “Smart Hands” “Smart hands” is a technology that can change the work of the personnel of large engineering departments due to the possibility of remote management of employees. Testing of the system at JSC “Russian Railways” was launched in the summer of 2021 [3]. The system can be used, first of all, by employees of the directorate for energy supply. The system will help to save the electrician from the need to constantly have a thermal imager and a set of documentation necessary for work. The system allows transmitting and receiving audio-video data and graphic images, thermal imaging data, diagrams and technical documentation at any distance with output

Software Server SIM 4G Automated workplace

Software

Fig. 1. Block diagram of the operation of the Smart Hands system (Source: authors).

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to an augmented reality microdisplay. The block diagram of the “Smart Hands” system is shown in Fig. 1. The development of “Smart Hands” is adapted to the Russian infrastructure, language and standards. With it, the staff receives all the necessary information in real time – and is always in touch with the operators of the automated workplace, who control its work with the help of special software. The helmet user broadcasts video content from the camera, which is used to recognize the QR code, as well as a video stream from the thermal imager and other data about the user: the current battery charge, heart rate and employee identification data. The server of the Smart Hands system can receive and process 20 video streams simultaneously. As part of this experiment, the technical and economic indicators of the project for the introduction of a high-tech helmet “Smart Hands” at the facilities of the Oktyabrskaya railway were calculated. The implemented system includes: – – – –

Helmet “Smart hands” in the amount of up to 20 pieces. The system server. Automated operator”s workplace. A quadcopter with a remote control.

The initial and calculated data on the indicators of saving operational costs for the project are presented in Table 1. Table 1. The results of calculating the economic effect of the implementation of the project event №

Indicators

Unit of measurement

1

Changing elements of operating costs, including:

1.1

The value of the indicator before implementation

The value of the indicator after implementation

Changing the indicator, (− decrease) (+ increase)

Million rubles 128.133

93.789

93.789

Labor costs and social needs contributions

Million rubles

71.944

67.749

−4.195

1.2

Other expenses,

Million rubles

56.189

26.040

−30.149

2

Capital investments

Million rubles

3

Annual economic effect

Million rubles

9.648 10.845

Source: authors.

From the above data, it can be concluded that the experimental project being implemented has an economic effect with a minimum payback period.

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4 Discussion The article presents the “Smart Hands” system, which includes innovative digital technologies partially implemented in other industries. For example, the BIM system used in construction digitizes buildings as an augmented reality [10]. There are also digital projects in the railway industry, for example, a mobile application was developed for digitizing the technological processes of a railway station [6]. Machine learning methods are used in transport in order to reduce costs and improve safety [1]. It should be noted that digital transformation and technologies began to penetrate into the sphere of personnel management [4]. When hiring new employees, to accelerate adaptation, it is suggested using augmented reality in order to accelerate adaptation [8]. Thus, we can observe the digitalization of the labor market in the conditions of the fourth industrial revolution [9]. The limitations of this article are in the methods of scientific research that give narrow ideas about the object – the Smart Hands system. Also, subject-semantic restrictions are represented by limited parameters of economic indicators and labor productivity. In subsequent scientific studies, the authors will present more detailed studies on the analyzed problems.

5 Conclusion The Smart Hands system will open up new opportunities in the management of technical personnel, its training, and will make the work of the company’s employees much safer. According to the results of the experiment, the above-described advantages from using the Smart Hands system will significantly increase the level of labor productivity and other economic indicators. Already during the first operational tests, the Smart Hands system was able to prove itself as an innovation necessary not only for employees of the production environment, but also for the employer, an individual protective device that can warn the employee about the existing danger to his health. In the age of new technologies, for the development of the company, it is necessary to test and implement modern innovative technologies, tools and systems as much as possible in the shortest possible time, so every day our equipment becomes outdated, and its maintenance becomes expensive.

References 1. Degtyareva, V.V., Gorodnichev, M.G., Moseva, M.S.: Study of Machine Learning Techniques for Transport. In: Popkova, E.G., Sergi, B.S. (eds.) ISC 2020. LNNS, vol. 155, pp. 1585–1595. Springer, Cham (2021). https://doi.org/10.1007/978-3-030-59126-7_173 2. Frederick, J., Van Gelderen, S.: Revolutionizing simulation education with smart glass technology. Clin. Simul. Nurs. 52, 43–49 (2021) 3. Gudok: Glasses in hand (2021). https://gudok.ru/vestnik-cki/?ID=1506779&archive. Accessed 12 May 2021 4. Ivanova, I.A., Odinaev, A.M., Pulyaeva, V.N., Gibadullin, A.A., Vlasov, A.V.: The transformation of human capital during the transition to a digital environment. J. Phys. Conf. Series, 1515(3), 032024 (2020)

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5. Kulak, O., et al.: Smart glasses as a surgical pathology grossing tool. Arch. Pathol. Lab. Med. 145(4), 457–460 (2021) 6. Olentsevich, V.A., Konyukhov, V.Y., Olentsevich, A.A., Lysenko, D.A.: Creation of a mobile application for digitizing technological processes of a railway station. J. Phys. Conf. Series, 1661(1), 012186 (2020) 7. Salvi, S., Pahar, S., Kadale, Y.: Smart glass using IoT and machine learning technologies to aid the blind, dumb and deaf. J. Phys. Conf. Series, 1804(1), 012181 (2021) 8. Suvalova, T.V., Ashurbekov, R.A., Suvalov, O.S.: Digital Transformation of New Employee Adaptation Processes. In: Popkova, E.G., Ostrovskaya, V.N., Bogoviz, A.V. (eds.) Socioeconomic Systems: Paradigms for the Future. SSDC, vol. 314, pp. 1071–1080. Springer, Cham (2021). https://doi.org/10.1007/978-3-030-56433-9_112 9. Vladimirov, I.S., Kamchatova, E.Y., Burlakov, V.V.: Digitalization of the labor market in the fourth industrial revolution. In: Ashmarina, S.I., Mantulenko, V.V. (eds.) Digital Economy and the New Labor Market: Jobs, Competences and Innovative HR Technologies. IPM 2020. LNNS, vol. 161. Springer, Cham (2021). https://doi.org/10.1007/978-3-030-60926-9_35 10. Zhan, J., Ge, X.J., Huang, S., Zhao, L., Wong, J.K.W., He, S.X.: Improvement of the inspection-repair process with building information modelling and image classification. Facilities 37(7–8), 395–414 (2019)

Mobility of Megalopolis Residents and the Concept of “Smart City-2030” A. V. Savin1(B) and H. Raza2 1 State University of Management, Moscow, Russia

[email protected] 2 Universitas Malikussaleh, Aceh Utara, Indonesia

Abstract. The implementation of new principles of urbanism, such as a smart city, requires solving the infrastructure problems of megacities, primarily transport. The purpose of this work is to find ways to shift the demand for transport services from the use of personal cars to public transport. The research methodology is based on the idea of the concept of a smart city as a way to equalize the physical and virtual presence of a megapolis resident. The object of the study is car owners in Moscow and other European megacities. The authors use statistical methods of information processing, complex and systematic approaches, and economic and mathematical modeling. The result of the study is recommendations on ways to exclude excess personal vehicles from the road network. The novelty of the study is the proposed behavioral model of the car owner’s refusal to own a personal car. Keywords: Car owners · Moscow agglomeration · Public transport · Smart city · Transport system

1 Introduction For the sustainable development of the metropolis, it is necessary to solve many complex tasks, but especially the transport problem, environmental protection and ensuring the safety of residents. These three tasks are closely interrelated, since the main air pollutant in a large city is motor transport, which leads to various diseases in residents, and road accidents are the cause of death and injury of people. The rapid development of the transport complex of the Moscow agglomeration made it possible to prevent a road collapse, which seemed inevitable a decade ago. The growing motorization of the population should naturally lead to the emergence of paralysis of the street road network, when morning traffic jams do not have time to be eliminated by the time of the appearance of evening traffic problems. Jakarta, the capital of Indonesia, is experiencing similar problems with traffic jams. Moscow and Jakarta have a lot in common, first of all, a high population density, but completely different climatic conditions and socio-cultural features dictate their solutions to the problem of the population mobility. In order to curb motorization, the Moscow government has focused on the development of public transport of all types, including such an exotic one as the cable car over © The Author(s), under exclusive license to Springer Nature Switzerland AG 2022 S. I. Ashmarina et al. (Eds.): Proceedings of the International Scientific Conference “Smart Nations: Global Trends In The Digital Economy”, LNNS 398, pp. 102–108, 2022. https://doi.org/10.1007/978-3-030-94870-2_14

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the Moscow River. But car owners are in no hurry to give up their cars, no matter how convenient public transport is. Only economic levers in the form of an increase in the cost of owning your own car can make its use irrational in the opinion of the owners. At the same time, there is a completely different approach to facilitating the movement of residents of the metropolis, the implementation of the “Smart City-2030” concept. One of its directions is to create conditions for the “digital” presence of residents in those places of the city where they previously had to be physically located. The selfisolation regime in Moscow, introduced in the spring of 2020 because of the COVID-19 pandemic, allowed us to test such ideas. It turned out that both business and the social sphere can function if employees work remotely. Since road traffic is largely caused by the movement of residents between work and home, if they are excluded, the road situation will change dramatically.

2 Methodology The concept of “Smart City-2030” is chosen as the basic theory. It is planned to be implemented in the Moscow agglomeration. Its implementation is based on the cardiac transformation of the mobility of residents. The advantage is given to the development of public transport. We also used the results of statistical processing of surveys conducted by various researchers in different European cities. Residents of megacities in Russia, Germany, Italy, France and Finland were interviewed, including on the subject of attitude to car ownership. Studies have shown a multiplicity of factors affecting this circumstance. Based on the identified significant factors, the authors have developed an economic and mathematical behavioral model of a car owner’s refusal to own a personal car. This model allows you to predict the number of cars that can be removed from the road network, varying the impact tools.

3 Results The main principle underlying the concept of “Smart City-2030” is as follows: every decision made for the management of the city should be the result of a multidimensional analysis of the array of actual data. This will ensure the rational use of all the involved resources. For these purposes, an information network is superimposed on the entire urban economy, through which data will flow to the decision-making center. Also, residents of the city get access to a wide variety of services in a digital format, for which it is currently necessary to physically visit the places where these services are provided. The development level of information technologies should make it possible to make virtual and physical presence equivalent. This condition is critical for the remote work capabilities of employees. The organization of residents’ movement around the metropolis is radically changing. The implementation of the “mobility as a service” approach (MaaS) involves the use of a mobile application that, based on artificial intelligence technologies, will plot a route for moving around the city and organize its implementation. The core of “mobility as a service” should certainly be public transport. Over the past decade, Moscow’s public transport has undergone significant changes. The ground transport fleet has been updated: buses by 100%, trams by 78%, a new type

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of transport has appeared – electric buses, trolleybuses have been eliminated. Moscow is a world leader in the development of electric bus traffic. Special dedicated lanes were organized on the road network with a length of 381 km. Metro cars have been updated by 63%, and commuter trains and MCD cars by 60%. The new cars of off-street rail transport have a through passage, which increased their passenger capacity by 15%, are equipped with climate control, improved noise insulation, electronic information boards, video cameras and USB ports for charging electronic devices [10, 11]. For a number of years, the costs of developing the transport system have dominated the budget expenditures of Moscow. The implementation of the transport strategy allowed us to obtain the following results (Table 1). As can be seen from Fig. 1, the motorization level has stabilized both in Moscow and in the Moscow region in the last five years, and the forecasts turned out to be quite far from the reality. At the same time, over the period from 2010 to 2019, 2 million passenger cars were added to the Moscow agglomeration, their number increased from 5.7 million units to 7.7 million units [9]. Table 1. Results of the implementation of the strategy for the development of the transport system of Moscow Name of the indicator

2010 factual 2020 2020 factual Actual growth rate plan

Number of rail transport stations (metro, MCC, MCD), units

182

334

330

81%

The number of passenger seats in urban public 35,6 transport (including all types of transport), million people per day

38,8

39,3

10%

Average speed of personal transport on the main highways 24/7, km/h

45

54

55

22%

Average travel time from the MKAD to the city center by public transport during rush hours, min

67

55

55

−18%

Proximity of metro stations, million people living from the metro within a radius of 2.2 km

9,6

11,3

11,3

18%

Average time in the queue for the purchase of 20 travel tickets during rush hour (in the metro, MCC and MCD), min

2,2

2,1

−90%

Percentage of people using different modes of transport, %

62

71

71

+9 p.p.

Social risk, the number of people killed in road accidents per 100 thousand of the population

6,6

3,3

2,97

−55%

Road accidents with victims, thousand units

11,7

–

7,9

−32%

Source: authors based on [10, 11].

A study by WCIOM (2018) on the readiness of car owners to abandon the car showed the following results [12]. Of all the respondents, 74% of people do not allow any restrictions on the use of cars, nor a complete rejection of it. When choosing an alternative to personal transport, 41% of respondents primarily pay attention to its safety,

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39% to the cost of the trip, the comfort of the trip as a whole and its speed by 38% (several answer options were allowed). 27% of respondents are ready to transfer from a personal car to a taxi, 23% to a bus, trolleybus or tram, 21% to the metro, 18% to a car-sharing car, 12% to a minibus, and 3% to another vehicle. 23% do not see a real alternative to the car. 18% of respondents began to use a private car less often, 66% with the same intensity, and 17% more often. Among the reasons for the decrease in the frequency of trips by a large margin, the increase in the cost of gasoline is leading (49% of respondents), the very need for such frequent use of the car has disappeared – 30%, and 29% answered “nowhere to park” (an unlimited number of answers could be given). 500.0 450.0 400.0 350.0 300.0 250.0 200.0 150.0 100.0 50.0 0.0 2010

2011

2012

2013

2014

Moscow region, fact Moscow region, forecast

2015

2016

2017

2018

2019

Moscow, fact Moscow, forecast

Fig. 1. The motorization level, units of own cars per 1000 residents in Moscow and the Moscow region ( Source: authors based on [4, 7]).

The survey results allowed us to build a behavioral economic and mathematical model (1): Yt = |A|∗Rt ∗ It + |B| + ξt ,

(1)

  Sx t A = x|xi ∈ U , i > Kxi Dxi jt

i = 1, m, j = 1, n, t = 1, l, Sxi t > 0, Dxi jt > 0 where Yt – the number of car owners who refuse to own a private car; Rt – public transport attractiveness growth index, taking into account its development, comfort and safety; It – the ratio of the speed of movement by public and private transport in the metropolis;

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Sxi t – the cost of owning and using a car by a car owner xi v god t; Dxi jt – the annual income of the household to which the car owner belongs xi ; Kxi – the threshold level, after exceeding which there is a refusal to own a car; ξt – ca stochastic variable that takes into account the specific behavioral characteristics of car owners; xi – car owner, j – household, t – year. The authors believe that the mathematical expectation and variance can be predicted a priori, before the computer development of the model begins. However, this does not reduce the value of testing the model, since in practice there are two or more models that are not similar to each other, which have the same mathematical expectation and variance.

4 Discussion The 2,275 people surveyed in the study could choose up to three answers to the question: which transport do you most often use in Moscow? [8]. 49.7% choose public transport, 26.8% choose a private car, 28.9% walk, 12.5% take a taxi, 3.3% move using car sharing, and 1.7% use micro-mobile vehicles (bicycles, scooters, monowheels, segways, gyroscuters, etc.). The reduction in the use of personal transport is explained by the greater convenience of public transport (45%), the second reason is the increase in the cost of owning a car (36.4%), 7.9% of supporters of an active lifestyle, and 4.1% use carsharing services. The remaining 6.7% explain the refusal by traffic congestion, parking fees and fines for traffic violations, as well as the very need for movement has been eliminated. Those citizens who have increased the frequency of using a personal car (6.2% of respondents) explain this by the inconvenience of public transport (35.2% of responses), the perception of the car as a comfortable personal space demonstrating the status of the owner (33%), 10.4% of respondents noted the absence of public transport stops at their place of residence, and 5.3% explained that they deliver goods or provide services using the car. The remaining 16.1% of responses include such reasons as a more convenient way by private car, work schedule and the possibility of buying a car. The difference between respondents who use personal cars to a greater or lesser extent is 11% (17.2% increased the intensity and 6.2% reduced it). In a number of European megacities, several studies have been conducted by various scientists on the topic of mobility of residents. Their results are highly similar to each other. It is established that car ownership is dictated by a sense of ownership, a sense of comfort and independence. The negative aspects of car ownership are the costs of owning and using a car, stress and congestion on the roads. To a greater extent, younger age groups of respondents are ready to give up the car [2]. The study noted a trend of less use of personal vehicles by young people [1]. This phenomenon is caused by many factors, among which economic reasons play an important role. The authors have identified in which cases people agree to do without a personal car [5]. 39% of respondents are ready to give up owning it, if public transport copes well with its tasks. If the MaaS service is available in the city, then 58% of respondents will refuse personal transport, and 68% are ready to do without it if all vehicles were automated. The clustering of people, depending on their types of mobility, is carried out based on the analysis of behavior, socio-demographic and psychographic characteristics [6].

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The proportion of respondents (27%) whose transport behavior is most consistent with future requirements is determined. This category includes young, independent people with a relatively low income and high environmental standards. The differences between car owners and persons without cars within this group are also determined. The decision to purchase a car is dictated not by lowered environmental standards, but by symbolicaffective motives, such as the fact that the car informs about who the owner is. According to Geoffron, the means of combating the transport problems of megacities are new technologies used both in the development of vehicles and in their use [3]. And the reduction of transport flows is seen only by increasing the compactness of cities. Thus, there is a fairly significant group of residents in megacities who are ready to give up personal cars.

5 Conclusions Despite investments in the development of the transport complex of Moscow, amounting to trillions of rubles, the fleet of personal cars is growing, but the level of motorization has stabilized. Many factors influence the decision to use a car, but improving the road infrastructure encourages this behavior. In an effort to improve the conditions for the movement of motorists around the city, the Moscow government reduces the competitiveness of public transport. As much as modern buses and rail cars would not be comfortable, objectively they lose to cars. The speed of movement around the metropolis is also important in conditions of long distances and time limits. And in this matter, public transport is inferior to a private car. It is also important to have a personal space, which is provided by a personal car. Car owners tend to control the costs of personal vehicles, but economic motives are not decisive. There is a large category of residents of the metropolis, which under no circumstances is ready to give up a personal car. In order to remove excess vehicles from the road network, it is necessary to act using economic methods, as well as to encourage remote work of employees. The behavioral economic and mathematical model proposed in the study allows us to calculate the number of residents who are ready to give up owning a car. This model allows us to balance the development of the transport complex of Moscow.

References 1. Bayart, C., Havet, N., Bonnel, P., Bouzouina, L.: Young people and the private car: a love-hate relationship. Transp. Res. Part D Transp. Environ. 80, 102235 (2020) 2. Burlando, C., Ivaldi, E., Saiani, P.P., Penco, L.: To own or not to own? Car ownership and consumer awareness: evidence from an Italian survey. Res. Transp. Business Manage. 33, 100435 (2019) 3. Geoffron, P.: Smart cities and smart mobilities. In: Attias, D. (Ed.), The Automobile Revolution, pp. 87–98. Cham. Springer (2017). https://doi.org/10.1007/978-3-319-45838-0_6 4. Khusnullin, M.Sh.: The current state of the main road network (2013). https://stroi.mos.ru/ uploads/user_files/files/presentations/%D0%A1%D0%B5%D0%BA%D1%86%D0%B8% D1%8F%205%20%D0%BF%D1%80%D0%B5%D0%B7%D0%B0%20%D0%B2%D1% 81%D0%B5.pdf. Accessed 13 Apr 2021

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5. Liljamo, T., Liimatainen, H., Pöllänen, M., Viri, R.: The effects of mobility as a service and autonomous vehicles on people’s willingness to own a car in the future. Sustainability 13(4), 1962 (2021) 6. Magdolen, M., von Behren, S., Burger, L., Chlond, B.: Mobility styles and car ownership – Potentials for a sustainable urban transport. Sustainability 13(5), 2968 (2021) 7. Rosstat: Transport (2021). https://rosstat.gov.ru/folder/23455. Accessed 13 Apr 2021 8. Skorobogatykh, I., Musatova, Z., Sidorchuk, R., Ivashkova, N., Nevostruev, P.: Competitiveness of the public transport and car owner behavior: interrelations and contradictions in the light of sustainable development of the metropolis. In: Strielkowski, W., Animitsa, E., Dvoryadkina, E. (Eds.), Proceedings of the First Conference on Sustainable Development: Industrial Future of Territories (IFT 2020). E3S Web of Conferences, 208 (05005). Les Ulis: EDP Sciences (2020) 9. TASS: The number of private cars in Moscow has grown by a third over the past eight years (2019). https://tass.ru/moskva/6349330. Accessed 13 Apr 2021 10. Transport of Moscow: Development of the Moscow transport system from 2010 to 2019 (2020). https://transport.mos.ru/common/upload/docs/prez/MosDepTrans_Brochure2 019_alex_13.08f_3.pdf. Accessed 13 Apr 2021 11. Transport of Moscow: The results of the work of the Moscow transport complex in 2020 and plans for 2021 (2021). https://transport.mos.ru/mostrans/for_journs/presentations_list. Accessed 13 Apr 2021 12. WCIOM: Personal car: You cannot refuse to leave? (2018). https://wciom.ru/analytical-rev iews/analiticheskii-obzor/lichnoe-avto-otkazatsya-nelzya-ostavit. Accessed 13 Apr 2021

Moscow Central Diameters as Response to Increasing City Demands in Mobility K. I. Levchenko1 and A. V. Kurbatova2(B) 1 GUP «Moscow Metro», Moscow, Russia 2 State University of Management, Moscow, Russia

[email protected]

Abstract. The contribution reveals the essence of the Moscow Central Diameters (MCD) project, gives a general idea of the first results, difficulties, achievements and plans for further development. The purpose of the work is to objectively evaluate the MCD as part of the transport system of Moscow and the Moscow region. It is difficult to overestimate the relevance of the problems of public transport in the realities of the modern world – the deterioration of the environment, the growth of motorization, the constant growth of the population of large cities. The authors focused on the largest and most significant event in the transport sector of Moscow – the launch of the MCD branches which improved accessibility to transport, increased the attractiveness of public transport in general, significantly affected the pace of life and the distribution of passenger traffic in the capital of Russia. Keywords: Metro · Mobility · Moscow Central Diameters (MCD) · Public transport

1 Introduction The modern metropolis challenges all companies operating in large cities, the city authorities, and every resident. One of the important problems is the amount of time that a person spends every day on being in transport. Housing in the suburbs of large cities is popular: firstly, living space in the city center is always much more expensive, and secondly, the ecology of the suburbs is almost always better than in the center of the metropolis. Thus, a significant part of the population of large cities (including Moscow) lives in residential areas, giving time and, often, considerable funds for transport for the comfort of the suburbs [3]. The capital of Russia is characterized by daily pendulum migration, in which the labor force moves in the morning from sleeping areas to production areas, and in the evening it returns to sleeping areas again. The constant growth of the Moscow agglomeration naturally leads to a constant increase in passenger traffic in all directions, including suburban ones. On the basis of the existing infrastructure, through improvements and changes in the principles of operation,

© The Author(s), under exclusive license to Springer Nature Switzerland AG 2022 S. I. Ashmarina et al. (Eds.): Proceedings of the International Scientific Conference “Smart Nations: Global Trends In The Digital Economy”, LNNS 398, pp. 109–114, 2022. https://doi.org/10.1007/978-3-030-94870-2_15

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it was decided to create the Moscow Central Diameters (MCD) – the “surface metro”. This type of transport is designed to help relieve the transport system of the capital and help public transport passengers save time and money on moving. In addition, the MCD provides convenient access to attractions, places of leisure and recreation. Diameter lines, like any railway lines, are also of great strategic importance. The project is under active implementation, and it is still far from being fully completed, but today we can talk in sufficient detail about the problems, opportunities, development prospects and the first results of the MCD activities.

2 Methodology The methodological basis of this research, the results of which are presented in this work, was a specific economic analysis, the use of mathematical apparatus in the processing of transport statistics and project materials. The research is based on scientific articles by domestic and foreign authors. The design materials of the MCD and the Moscow Metro were used. The data of official statistics are used as an evidence base. The research is based on the existing regulatory legal acts, strategies and target programs on the problems of urban passenger transport development, concepts of systems theory and mathematical statistics. The authors used a set of scientific methods: statistical comparisons, logical analysis, expert assessments, synthesized information that is inseparable from the MCD project, when we consider the research issues in detail. When conducting the research, the authors studied and took into account the opinions of many experts in the field of public transport. The opinions of both representatives of the scientific community and representatives of production were taken into account, since comparing the theory and practice of the issue can provide a holistic perception of the real state. The research is not limited to transport issues, partly addressing the general problems of management, construction, issues of political will and global trends in the society development.

3 Results The largest carrier in Moscow is the state unitary enterprise “Moscow Metro” which annually accounts for the largest percentage of traffic. Many stations, lobbies, escalators are a legacy of the twentieth century, which was not intended for real passenger flows of our time. The society development historically involves the creation of gravity centers for the population. For Russia, Moscow has become such a gravity center. A lot of people working in the capital actually live outside of it, which overloads the transport system [7]. Therefore, the dynamics of the population in the Moscow region was also considered (Table 1).

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Table 1. The population of Moscow and the Moscow region and the number of stations of the State Unitary Enterprise “Moscow Metro” Year

Number of metro stations

Moscow population

Population of the Moscow region

To the beginning

Increased for a At the end year

2013

188

6

194

11 979 529

7 048 084

2014

194

2

196

12 108 257

7 133 620

2015

196

4

200

12 197 596

7 231 068

2016

200

3 (+31 MCR stations)

234

12 330 126

7 318 647

2017

234

4

238

12 380 664

7 423 470

2018

238

17

255

12 506 468

7 503 385

2019

255

8

263

12 615 279

7 599 647

2020

263

6 (+58 MCD stations)

327

12 692 466

7 690 863

Source: authors.

The table below shows that the metro network in Moscow is constantly increasing, including the Moscow Central Ring and the Moscow Central Diameters in a single network. In percentage terms, the population of the region is growing mostly even faster than the population of Moscow (Table 2). Table 2. Percentage of population growth in Moscow and the Moscow region Year to year

Moscow

Moscow region

2014 to 2013

101,07%

101,21%

2015 to 2014

100,74%

101,37%

2016 to 2015

101,09%

101,21%

2017 to 2016

100,41%

101,43%

2018 to 2017

101,02%

101,08%

2019 to 2018

100,87%

101,28%

2020 to 2019

100,61%

101,20%

Source: authors.

This justified the need to act – to create a convenient, regular, inexpensive public transport for residents of the suburbs who regularly travel to the capital, that is able to cope with the constantly growing passenger traffic, while unloading other types of transport and, possibly, stimulating some owners of personal transport to abandon it in favor of public – the ecology of megacities has long been one of the most priority areas for the development of urban systems [4, 8]. The project of the MCD scale was agreed

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at the highest level. Russian President Vladimir Putin was informed about the project on November 15, 2017 by Moscow Mayor Sobyanin and President of Russian Railways Belozerov [6]. In the final version, the MCD project assumes the organization of 5 lines: – Belorussko-Savelovsky diameter (the movement was launched on November 21, 2019); – Kursko-Rizhsky diameter (the movement was launched on November 21, 2019); – Leningradsko-Kazansky diameter; – Kievsko-Gorkovsky diameter; – Yaroslavl-Paveletsky diameter [10]. In addition to these advantages, commuter rail transport operating in the mode of a surface metro fits perfectly into the concept of MaaS (Mobility-as-a-Service), which is actively promoted and implemented in all developed countries [9]. Another advantage of the development of the surface metro is the improvement and development of adjacent territories: numerous housing complexes with all the necessary infrastructure, stations with parking lots for personal transport adjacent to them (after all, if the owner of personal transport does not completely abandon it, but reduces the daily route by car, then this will already be a huge plus), the creation of large hubs at stations where the MCD is directly in contact with the metro or long-distance trains [1]. Why can the MCD be considered a fundamentally new format for Moscow and Russia? Here are some arguments. First, the tariff component of trips has changed: on the already launched MCD-1 and MCD-2, it is possible to use both suburban tickets of JSC Central Suburban Passenger Company (carrier) and use the Troika card. On it, in turn, you can keep a “wallet”, from which the trip is paid directly, or write a travel card to this card which are available in the following variations: – – – – –

1 day; 3 days; 30 days; 90 days; 365 days.

All travel cards are available both in the format for the “central” zone and for the “suburb” zone, into which each diameter is divided [5]. At the same time, the old tariff schedule has not been canceled, and if it is more convenient for a passenger to use a standard fare, then he has such a right. This gives you an additional choice of travel conditions. Secondly, there is no daily technical break on the diameters, which, before the start of traffic in the new format, left passengers without the possibility of using electric trains for more than an hour every day. Thirdly, trains of the EG2Tv type (city electric train, type 2, Tver Carriage Building Plant) “Ivolga” were launched on the MCD-1 and MCD-2, which allowed to increase

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the total number of rolling stock on the lines and provide passengers with new, much more convenient conditions of movement on public transport. It should be mentioned that the launch of the first two branches was associated with certain difficulties, namely non-compliance with the train schedule, broken or missing validators, insufficient awareness of passengers who were waiting on the platforms for the EG2Tv train, thereby creating a crush both on the platforms and in the trains, difficulties with travel for privileged categories of citizens (mainly students), organization of intercepting parking lots. As of the beginning of 2021, all these problems have been eliminated, or their impact has been minimized.

4 Discussion There are very few scientific papers focused on the Moscow Central Diameters. This is not surprising, because in practice, we have been monitoring the functioning of the “surface metro” in Moscow for only 2 years. One of them occurred at the peak of the coronavirus pandemic which complicates the objective assessment of the results of the MCD’s activities. The main part of the published information concerning the MCD is evaluative, and, as a rule, either overly optimistic, or purely pessimistic and even frankly negative. It will be possible to fully evaluate the MCD and form conclusions about how successful the chosen and implemented concept is only after the launch of all 5 diameters (ideally, after several years of their operation). This will allow you to track changes in passenger traffic, assess the attractiveness of the MCD for passengers, study the real estate market in the gravity zone of diameters and take into account many other factors. The authors plan to focus their research on the problems of urban railway transport in the future and will probably turn to the experience of Moscow and the MCD project more than once.

5 Conclusion The MCD project is both a necessity and one of the many steps to turn Moscow into a “smart city”. The city government and the companies responsible for the implementation of the project are investing a lot of effort, resources and time in the MCD which has already brought visible results, and in the future will change the format of suburban railway transport operation beyond recognition. It would be rational to use the experience gained in the MCD project in other large agglomerations of Russia, for example, in St. Petersburg, Yekaterinburg agglomerations, and even in other countries [2]. At the same time, it is necessary, of course, to take into account the unique features of each railway junction. The MCD project has stimulated the development and modernization of the railways of the capital, which can have a positive impact on other projects, for example, on the creation of the first high-speed railway in Russia. In addition to the obvious transport and economic effects, the modernization of stations and suburban stations, the launch of new trains helped to increase the level of passenger culture. The project, even at the current stage of development (2 diameters out of 5 planned ones are functioning), helps passengers to save time and money, which is extremely important for socially oriented transport. The MCD project

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helped to establish communication between the major players of the Moscow public transport market. With the established interaction of all parties, further communication for the purpose of implementing large projects will be easier and more effective.

References 1. Gaynochenko, T.M., Kurbatova, A.V., Kurbatova, E.S.: Key parameters of modern Russian transport development: the enrichment of ethos and the introduction of systematic methods for assessing the efficiency of public production. In: Kokuytseva, T.V. (Ed.), Industry, Science, Competencies, Integration. Lecture Notes in Networks and Systems, vol. 115, pp. 28–38. Springer, Cham (2020) 2. Gorin, V.S., Persianov, V.A., Kurbatova, A.V.: Towards the history of railway diameter projects in major transport nodes and urban agglomerations. Herald Transp. 2, 2–13 (2020) 3. Kurbatova, A.V., Kurbatova, E.S., Majercak, J., Majercak, P.: Logistic evaluation of the choice of service provider in transport under different conditions. IOP Conf. Ser. Mater. Sci. Eng. 918, 012051 (2020) 4. Kurenkov, P., Pokrovskaya, O., Anastasov, M., Sokolov, M., Bochkov, A.: Study of the current state of the transport infrastructure of road and rail transport of the Russian Federation. IOP Conf. Ser. Mater. Sci. Eng. 698(6), 066064 (2019) 5. Levchenko, K.I., Kurbatova, A.V.: MCD: difficult and necessary. Herald Transp. 1, 12–15 (2020) 6. Moscow Metropolitan: MCC (2021). https://www.mosmetro.ru/mcc/. Accessed 15 Apr 2021 7. Persianov, V.A., Lyalin, A.M., Kurbatova, A.V., Eremina, T.N.: Problematic issues of goal setting and optimization in the development of the Russian transport complex. Adv. Soc. Sci. Educ. Human. Res. 531, 276–283 (2020) 8. Reshetko, N., Safronova, A., Vakulenko, S., Kurenkov, P., Sokolova, A.: Quality assessment of management decisions in the system of marketing and public relations of a transport enterprise. Transp. Res. Procedia 54, 380–387 (2021) 9. Sakulyeva, T.N.: The MaaS system and its problems. E-Management 2, 30–37 (2018) 10. The Complex of Urban Planning Policy and Construction of the City of Moscow: Moscow Central Diameters (2021). https://stroi.mos.ru/moskovskiie-tsientral-nyie-diamie try-stroi_mos. Accessed 15 Apr 2021

Minimizing Tourism Consequences and New Opportunities for Sustainable Development of Tourist Territories O. R. Zabolova(B) , A. D. Chudnovski, and V. A. Zhukov State Univeristy of Management, Moscow, Russia [email protected]

Abstract. The purpose of this study is to analyze the experience of minimizing the negative consequences of mass tourism on the nature and ecology of Germany based on the implementation of the principles of sustainable tourism development in this country. The study of foreign experience in overcoming the negative consequences of the development of the tourism industry for the natural, historical, cultural resources of the country, as well as new opportunities to attract tourists to the regions will allow Russia to use the most effective methods and tools for the development of domestic and inbound tourism based on the principles of sustainable development, the territory receiving tourists. Examples of sustainable development of tourism and hospitality industry enterprises based on the diversification of tourist and hotel services are given, their problems caused by the pandemic and global climate change are identified. Keywords: Ecology · Information technologies · Mass tourism · Small enterprises · Sustainable tourism · Tourism and hospitality industry

1 Introduction Since the second half of the twentieth century, tourism has become a mass phenomenon. High rates of economic development, low unemployment, the introduction of digital technologies, the modernization of transport networks, and an increase in the duration of holidays have led to the rapid development of the tourism industry, turning it into one of the most profitable industries. Mass tourism, focused primarily on making a profit from the provision of tourist services and the creation of new tourist products, has begun to have a negative impact on the environment, changing natural landscapes in order to create a modern tourist and recreational infrastructure. It became obvious that the enterprises of the tourism industry produce a lot of waste, cause significant damage to the state of the soil, consume a lot of energy, water, adversely affect the biological diversity of flora and fauna, enter into competition with agriculture and forestry, cause discontent of the local population. But unlike many other sectors of the economy, the tourism industry can also develop in harmony with the environment. The well-thoughtout tactics and development strategy were reflected in the formation of the concept of © The Author(s), under exclusive license to Springer Nature Switzerland AG 2022 S. I. Ashmarina et al. (Eds.): Proceedings of the International Scientific Conference “Smart Nations: Global Trends In The Digital Economy”, LNNS 398, pp. 115–122, 2022. https://doi.org/10.1007/978-3-030-94870-2_16

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sustainable tourism, which allows a reasonable combination of economic, social, cultural and environmental aspects in tourism activities. In this regard, the experience of overcoming the negative consequences of the development of mass tourism in European countries and, in particular, in Germany is interesting. The years preceding the outbreak of the pandemic were the heyday of the German tourism industry. However, the end of 2019 marked a milestone in its successful development. The crisis caused by the covid-19 virus has had a negative impact on all sectors of the world economy, including tourism. The year 2020 was the most difficult for the German tourism and hospitality industry and forced us to re-evaluate the path we have traveled and the prospects for further development of this industry. The German experience of combating the negative impact of mass tourism on the nature of Germany and the country’s transition to a conscious and sustainable development of this important sector of the economy in the face of climate change and the ongoing pandemic can be used to develop sustainable tourism in various regions of our country.

2 Methodology The purpose of the presented research is to analyze various ways to minimize the effects of mass tourism on the environment and to justify the need for a transition to sustainable tourism. To achieve this goal, it is necessary to change the attitude of tourists to nature and diversify services in the hospitality industry. The crisis of the tourism and hospitality industry caused by the pandemic contributes to a significant acceleration of this process. Various methods and approaches were used to implement the purpose of the presented study. The authors collected and analyzed information from various domestic and foreign sources. In the course of the study, methods of system analysis were also used. The peculiarities of the impact of tourism and hospitality industry enterprises on the nature were considered both from different points of view and in a complex. The study also used methods and procedures of competitive analysis, which is necessary to determine the strategy of the industry during its significant transformation. The information basis of this contribution is provided by the research materials of the Federal Office for Environmental Protection (Umweltbundesamt). The authors also used Internet data and reports from the Federal Ministry of the Environment, Nature Protection and Nuclear Safety (Bundesministerium für Umwelt, Naturschutz und nukleare Sicherheit). The work presents statistical data of the Foundation for the Future (Stiftung für Zukunftssragen) the study reflects the personal results of surveys and observations of the authors.

3 Results In recent years, Germany has been paying great attention to the responsibility and sustainability issues in the field of tourism and hospitality, not only in the Federal Republic itself, but also in distant exotic developing countries where German tourists like to relax. It is especially important for these countries to properly use their tourism potential, since they have untouched nature, treasures of national culture, a warm climate, etc. The number of tourist trips to these countries is increasing on average twice as fast as to other

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countries and, according to experts, this trend will continue in the coming years (more than 11 million tourists come to these countries annually from Germany alone) [6]. The concept of sustainable tourism development implies a harmonious combination of economic growth with a minimum acceptable burden on the environment. Sustainable tourism should be designed for a long-term perspective, based on strict ethical standards, observe social justice, be as easy as possible for the environment and take care of historical and architectural monuments. At the same time, the sustainable development of tourism should bring profit and create jobs by stimulating and supporting the development of the local economy. The Federal Ministry for Economic Cooperation and Development of Germany (BMZ) encourages all enterprises of the tourism industry to develop their business in this way [4]. Guided by the principles of responsibility and sustainability, it was decided to identify six main areas on which the German tourism industry should focus its efforts: to develop the sustainable economic functioning of the region and promote the growth of employment of the local population; to promote the development of municipalities (communities and communes); to ensure the protection and sustainable use of biological diversity; to use electricity and other resources efficiently; to protection climate and preserve the local ecosystem; to ensure sound governance and stability of the political system; to build new partnerships with the tourism economy. It should be recognized that modern production still causes significant harm to the environment. Uncontrolled deforestation, thoughtless predatory use of marine resources, contamination of water and air with chemical waste, reduction of arable land leads to disastrous consequences that deprive future generations of hope for a decent future. According to the Federal Office for Environmental Protection (Umweltbundesamt) of Germany, the costs that climate change will entail may amount to about a quarter of the world’s gross national product by 2050 [9]. Due to the impossibility of such further development, the world economy is forced to move to a new level of functioning – the level of the green economy, combining the protection of the planet’s ecosystem with the development of a modern economy. To solve this problem, it is necessary to change the approach to the use of natural resources, reduce harmful emissions, change modern production and pricing system, introduce and promote innovations in the field of ecology. It is time to realize that environmental protection and economic development do not exclude, but complement each other. Germany, like most countries of the world, also faced problems related to mass tourism. Tourism affects, unfortunately, all components of the environment. According to the results of a study conducted by the Federal Office for Environmental Protection (Umweltbundesamt), during the arrival of tourists at resorts, additional energy consumption occurs, harmful chemical compounds are released into the atmosphere, various noise is produced, which damages the diversity of the flora and fauna of the tourist destination. Tourists by the very fact of their stay at the resort, their recreational behavior often cause damage to nature. In Germany, the Federal Office for the Protection of the Environment was founded in 1974, whose tasks are to determine the environmental consequences of the impact of tourism on the environment and develop recommendations for their reduction. This agency is also developing a system of indicators that should be used to measure the impact

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of tourism infrastructure on nature, namely: primary energy consumption, greenhouse effect, biological diversity, land use, waste generation, water consumption, water pollution as a result of the negative impact of tourism on local resources. Quantitative data on these indicators are not yet available in Germany. In addition, experts believe that the development of tourism adversely affects the climate, since the use of a modern transport system is inevitably associated with carbon dioxide emissions. Air travel is particularly detrimental to the climate, since along with carbon dioxide, aircraft emit other harmful compounds into the atmosphere, for example: nitrogen oxide, soot and water vapor. According to recent studies, the impact of these emissions on climate change is twice the impact of carbon dioxide on it. In addition, busy air traffic contributes to the formation of clouds. Water vapor, which itself affects the climate, increases the adverse effect, contributing to the appearance of cirrus clouds [3]. In this regard, travelers are advised to avoid short-distance flights, since short flights are especially harmful to the environment. It is also recommended to limit the movement of tourists by private vehicles. Climate change and atmospheric pollution are also affected by the use of stove heating and bonfires as part of tourist activities, fireworks, barbecues, spraying colored powder at festive events (such as the popular paint festival in India), microparticles of which remain in the air. As a result of the violation of air circulation, harmful particles remain in the atmosphere for a long time and settle on the soil. Tourism can cause water shortages and pollution. About half of tourists around the world choose a trip to the sea for a holiday, but lakes and rivers also attract many vacationers. In arid regions, water is delivered by tankers, and is extracted by desalination of seawater. The shortage of water resources can lead to a conflict of interests between tourism industry enterprises, agriculture and the needs of the local population for drinking water [2]. In some luxury hotels in Africa (Zanzibar), the water consumption per guest is 35 times higher than the water consumption per person in a private household. Conducting tourist activities increases the formation and discharge of wastewater into natural reservoirs. The problem is aggravated in winter at ski resorts, where water with various additives is used to cover the ski slopes with snow. Improper disposal of garbage leads to the emergence of greenhouse gases and highly toxic tiny particles that remain in the water and air and settle on the soil. The Federal Agency for Environmental Protection recommends attracting the attention of tourists to unpacked products of local production in order to reduce the consumption of products in single-use packaging and reduce the content of plastic in water and air. Germany still exports its garbage to other countries: Malaysia, Turkey, Poland and others. These countries often do not have the technical or financial capabilities to properly process waste, but they agree to import it for economic reasons [8]. As a result, this garbage is not recycled, it remains lying in giant landfills that occupy huge territories and, as a result, it is still burned, releasing a huge amount of harmful compounds into the atmosphere. Microparticles of plastic were discovered by scientists in the most remote areas of the Arctic in the Arctic snow and in the air, microparticles of plastic contain the water of the world ocean, fish, birds and plants. According to recent studies, a modern person absorbs an average of 5 g of plastic per week with food, water and air, i.e. a volume comparable

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to a standard plastic card. And, despite this, the amount of waste is only increasing. Tourists all over the world contribute to this unpleasant process. So, in the Maldives, 3.5 kg of garbage per day is formed per tourist, which amounts to 500 tons in total. To create a tourism infrastructure, new hotels, auxiliary facilities and parking lots are being built, i.e. there is a redistribution of space. Road construction and the construction of hotels, designed primarily to receive the maximum number of guests, remove land from agricultural turnover and reduce the share of biologically active territories. The most severe environmental damage in Europe was caused by the tourism infrastructure to the Mediterranean coast and the Alps, where everything is subordinated to the interests of ski resorts [5]. The structure of the soil changes, foreign elements are introduced into it as a result of construction work. The soil loses its natural functions, this also leads to climate changes and can cause floods or droughts. To create a tourism infrastructure, urban views and natural landscapes are subjected to radical changes [9]. The construction sites are leveled, paths are laid, lanterns and garbage bins are installed, not always, the new hotel building fits into a historical building or a rural landscape. Currently, there are no exact data on the loss of biological diversity as a result of tourism activities in Germany, but the National Strategy for Biological Diversity (Nationale Strategie zur biologischen Vielfalt) includes mandatory measures for the tourism industry to protect and preserve diverse forms of flora and fauna. For example: the construction of buildings, the arrangement of bathing places, berths and other structures on the coastline must be carried out strictly in accordance with the rules. The development of tourism is associated with an increase in health risks. The first group of risks should include air pollution, sunburn, increased noise levels. The second group includes the intercontinental spread of all kinds of viruses, pests, insects and animals that can be carriers of pathogens. In addition, the change of time zones, adaptation to climatic conditions, unusual food, water quality, lack of proper conditions for hygiene, and much more can have a negative impact on health. Climate change is fraught with various physical, social and cultural risks for people, regions and systems. The concept of vulnerability, formulated by the Intergovernmental Panel on Climate Change (IPCC), defines the impact degree of climate change on the environment. The IPCC consists of three working groups: Working Group I (The Physical scientific basis of climate change); Working Group II (Impacts, adaptation and vulnerability); and Working Group III (Mitigation of climate change impacts). Vulnerability depends on the nature and intensity of changes, the degree of susceptibility and the ability to adapt to these changes. The 2019 IPCC report states that global warming has reached a value of 1 degree Celsius above the pre-industrial level. If the high level of atmospheric emissions persists, the glaciers will lose more than 80% of their current mass by 2100. The sea level rise caused by the melting of glaciers will lead to the fact that extreme events that previously occurred once a century will be observed once a year in many regions by the middle of our century [2].

4 Discussion An analysis of the climate vulnerability of Germany showed that warming affects human health, agriculture and forestry, and also reduces the biological diversity in the country.

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Periods of extreme heat (heatwaves) and drought, on the one hand, and the risk of flooding, on the other hand, will have a negative impact on the tourism industry. Moreover, large cities in East Germany and the Rhine Valley will suffer from abnormal heat, and the North German Lowland will suffer from floods caused by heavy rainfall. To implement the adaptation strategy, a plan was adopted [7] which presents both current and future measures to combat climate change and its consequences. The plan is divided into many clusters: water (protection of water resources, protection of the coastline, marine resources and fisheries), infrastructure (construction, energy, transport), spatial planning and population protection (territorial planning, risk analysis in the field of population protection), land (soil, biological diversity, agriculture and forestry), health (prevention, monitoring of infectious diseases), economy (industry, finance, tourism). In the field of tourism, it is planned to support enterprises in their adaptation to climate change. Heat waves, droughts, floods, storms and heavy rains, and reduced water availability damage the economy and affect infrastructure and life in cities and rural areas. It is obvious that it is necessary to intensify efforts to preserve the climate without further changes and adapt to those changes that have already occurred. Despite the climate changes, the German tourism industry has maintained high growth rates for several years. At the same time, it is obvious that much more expensive adaptation measures will be needed for winter tourism than for summer [7]. Ski resorts face the problem of insufficient snow cover on the slopes. It is not always possible to solve this problem with the help of artificial snow, because for its use the temperature should not be higher than four degrees Celsius, and many ski resorts expect temperatures above this threshold. The high costs of installing equipment for artificial snow for covering ski slopes, a large consumption of water and electricity in its operation will make these resorts unprofitable. In addition, artificial snow is not the best solution from the point of view of environmentalists, since in addition to water it contains a number of chemical compounds. Climate change is just one of the factors affecting winter tourism. The demographic situation, changes in recreational behavior, and economic factors will also affect the development of winter resorts. Already, many of them offer alternative, year-round recreation programs: wellness programs, fitness, winter hiking, etc. At the same time, new forms of sustainable tourism should be developed in compliance with the interests of all parties, this requires coordinated actions of local authorities, the environmental protection agency, transport networks and tourism industry enterprises. It is more difficult to develop measures to adapt summer tourism to climate change, because its consequences for the summer period are heavier, more diverse and more difficult to predict [8]. A special problem for tourism is becoming noticeably more frequent: storm surges (floods caused by wind, tide and storm) which can sweep away beaches, people and beach buildings. Early warning systems should ensure the safety of tourists and local residents. Dams and other protective structures can guarantee the safety of tourist infrastructure facilities. Perhaps the construction of houses on stilts and the transfer of part of the tourism infrastructure deep into the coast can provide relative security. It is also necessary to consider the protection of reservoirs from bacterial infection and the reproduction of microorganisms in warm water. It is impossible to exclude the appearance of sharks in sea resorts, where previously there was no such danger, and now it has become possible

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due to global warming. At the same time, climate change is making beach tourism more popular in Germany, because the Mediterranean coast is getting too hot. Suburban areas of megacities are also suitable for the development of tourism, where sports and natural tourism facilities can be located for people who are tired of the hustle and bustle of big cities. In the context of global warming, the diversification of tourism industry services is the main way to adapt the industry to climate change. In 2015, the United Nations adopted the program for sustainable development until 2030, the so-called “UN Agenda for the period up to 2030” [10]. This program formulates and sets out 17 Sustainable Development Goals (SDGs), which cover all social, economic, social and political aspects of life, including tourism. The document emphasizes the important role of sustainable tourism, as it creates jobs and contributes to the development of culture and the promotion of local goods and products. The tourism industry is closely connected with the production and supply of various goods and services, since it involves transportation, accommodation, food, entertainment events and gives an impetus to the development of agriculture, crafts, and the transport system [6]. Thus, the development of sustainable tourism encourages the production of local food by small producers, ensures sustainable management of natural resources and helps to reduce economic inequality in and between countries.

5 Conclusion About a third of the territory of Germany is occupied by national parks, biosphere reserves and natural parks, and it has a high recreational value. According to the results of a study by the University of Würzburg, 53 million people a year visit German national parks, 16 million-biosphere reserves, 15 million-natural parks [3]. Tourism of protected areas brings about six billion a year to the country’s budget. At the same time, national parks create 70 thousand jobs, and biosphere reserves - 81 thousand mainly in rural areas. The picturesque landscapes and untouched nature of Germany allows tourists to relax without leaving their country. Every year, an increasing number of Germans use this opportunity. Thanks to the responsible behavior of tourists on vacation, the environment does not suffer significant damage, regardless of the type of tourism they choose. Tourism that does not change the natural landscape, focused on the careful use of resources and the protection of nature and climate, combining the needs of vacationers with environmental protection, contributes to the transformation of the region into a modern tourist destination. In Germany, the tourism industry employs 2.9 million people, they create 4% of the total gross value of the German economy, i.e. 105 billion euros [5]. The share of the tourism industry in the German economy is comparable to the share of the automotive and mechanical engineering, it is a highly profitable and rapidly developing industry. The development of sustainable tourism meets the growing needs of tourists and allows tourism industry enterprises to withstand competition. Sustainability, comfort, and health have become integral components of a modern tourist product and distinctive features of a successful tourism industry. According to the Federal Agency for Environmental Protection and Nuclear Safety (BMU), more than half of the German population is aware of the need to form sustainable and responsible tourism, which

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allows us to hope for a significant reduction in the negative consequences of the tourism industry on the nature of this country and those countries where German tourists are used to spending their holidays [8]. Germany’s experience in solving the problem of environmental protection without compromising the tourism and hospitality industry can be used in Russia to minimize the negative impact of tourism on the environment by developing sustainable domestic and inbound tourism based on the diversification of tourist services and careful use of resources.

References 1. BMU: Nachhaltiger tourismus. https://www.bmu.de/themen/wirtschaft-produkte-ressou rcen-tourismus/tourismus-sport/nachhaltiger-tourismus (2020). Accessed 29 Apr 2021 2. IPCC: Reports. https://www.ipcc.ch/reports/ (2021). Accessed 29 Apr 2021 3. Müller, H.: Tourismus und Ökologie: Wechselwirkungen und Handlungsfelder. Oldenburg, De Gruyter Oldenbourg (2007) 4. ReiseAnalyse: Abschlussbericht zu dem Forschungsvorhaben: Nachfrage für Nachhaltigen Tourismus im Rahmen der Reiseanalyse. https://www.bmu.de/fileadmin/Daten_BMU/Dow nload_PDF/Tourismus_Sport/nachhaltiger_tourismus_nachfrage_bericht_bf.pdf (2014). Accessed 29 Apr 2021 5. Statista: Energie & Umwelt. https://de.statista.com/statistik/kategorien/kategorie/5/branche/ energie-umwelt/ (2021). Accessed 29 Apr 2021 6. Stiftung für Zukunftsfragen: Tourismusanalyse 2021 – Corona ändert(e) fast alles. http:// www.tourismusanalyse.de/ (2021). Accessed 29 Apr 2021 7. Umwelt Bundesamt: Deutsche Anpassungsstrategie an den Klimawandel. https://www. umweltbundesamt.de/themen/klima-energie/klimafolgen-anpassung/anpassung-auf-bundes ebene/deutsche-anpassungsstrategie#die-deutsche-anpassungsstrategie-an-den-klimawandel (2018). Accessed 29 Apr 2021 8. Umwelt Bundesamt: Nachhaltiger tourismus. https://www.umweltbundesamt.de/themen/wir tschaft-konsum/nachhaltiger-tourismus (2018). Accessed 29 Apr 2021 9. Umwelt Bundesamt: Options for multilateral initiatives to close the global 2030 climate ambition and action gap - Policy field sustainable food systems. https://www.umweltbundesamt.de/ publikationen/options-for-multilateral-initiatives-to-close-the (2021). Accessed 29 Apr 2021 10. United Nations: The 2030 Agenda for Sustainable Development. https://www.un.org/sustai nabledevelopment/ru/about/development-agenda/ (2021). Accessed 29 Apr 2021

Organizational Design of a Modern HR Management Service During the Company’s Reorganization E. V. Kashtanova(B) , A. S. Lobacheva, and R. A. Ashurbekov State University of Management, Moscow, Russia

Abstract. The contribution is devoted to the issues of organizational design of the company’s personnel management service during the period of ongoing organizational changes, taking into account the specifics of the company’s field of activity. The work presents issues on the concept and organizational mechanism of building a personnel management service taking into account the requirements of today and tomorrow, defines organizational and methodological measures for the implementation of a set of tasks for the reorganization of the personnel management service, its structure and functions during organizational changes. The authors convincingly prove that one of the main tasks in mergers of companies is the adaptation of all divisions of the company, all responsible officials to the changed operational models, such as new structures, processes and management. Keywords: Organizational design · Organizational changes · Personnel management service

1 Introduction The main purpose of modern organizational design is to support the implementation of the strategic plan of the organization. In practice, this means that the organization’s strategy determines the optimal organizational structure. Organizational design is more concerned with creating the best match between the strategic choice of the organization and the organizational conditions. Thus, the very goals and objectives of the organizational design process are determined by the strategic direction of the company, namely, the vision, mission and goals of the company, its main plans and development roadmap. Reorganization can affect any element, system, their totality in the organization, changes in technologies, products or services that the company specializes in, organizational culture, organizational and staff structure, personnel incentive system, planning, changes in the conditions and forms of labor organization, documentation and information support, and so on. The most extensive change in an organization is its reorganization, which is the transformation of the company through a merger, division, separation or transformation. Joining is a transfer of all powers from one organization to another, the most powerful © The Author(s), under exclusive license to Springer Nature Switzerland AG 2022 S. I. Ashmarina et al. (Eds.): Proceedings of the International Scientific Conference “Smart Nations: Global Trends In The Digital Economy”, LNNS 398, pp. 123–130, 2022. https://doi.org/10.1007/978-3-030-94870-2_17

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one. The second company ceases to exist at the same time. In this regard, a natural step (that is necessary to clarify specific features, effective methods and ways of implementing organizational design during the reorganization period) is today the analysis of empirical studies on this issue [8]. The study of the practical experience of the actual workflow implementation, procedures, structures and systems in accordance with their current business realities/goals is also relevant in this context [7]. As researchers in the field of personnel management, we are primarily interested in the development of models, processes, practices and roles of HR implemented during organizational changes [3]. A lot of experts draw attention to the fact that a rational structural and functional organization of activities of the personnel management service and its divisions during the company reorganization allows, at least, not to lose the work effectiveness of this service, which is expressed in the timely and high-quality performance of tasks not only by the company itself, but also prescribed for mandatory execution at the legislative level [2–6].

2 Methodology Organizations are constantly under pressure to adapt to changing circumstances. This study connects personnel management and change management, analyzing how the practice of organizational change is implemented in the personnel management system itself. Organizational changes usually occur in response to external or internal pressure or they are a result of this impact. In this study, we consider organizational changes that were caused by the merger of two large retail chains operating in the market of household appliances and electronics. The authors formulate the main problems in the organization of activities of the personnel management service during the transformation period [5]. Planning and implementing changes requires the use of the experts’ experience in the organizational development issues, therefore, when determining the model of changes, it is necessary to rely on the fundamental aspects of the scientific concepts. In addition, our intention is to develop specific methodological and practical recommendations on the organizational design of the company’s personnel management service to improve the effectiveness of its work during organizational changes, expand the research scope with issues of organizational design of the role and location of the personnel management service in organizations at the current development stage [1–9]. Under conditions of the global economic crisis, enterprises are experiencing a slowdown, uncertainty regarding policy, migration, employment, stress of employees because of the job loss, lower earnings, as well as the restructuring of the entire lifestyle and employment. It seems to us that in such conditions it is necessary to formulate the main trends in building more significant, developing relationships with employees of the personnel management service. The data necessary for writing this work was collected by analyzing existing literature on organizational design and personnel management in the context of organizational changes, as well as by analyzing documentation and practical materials of companies involved in the process of organizational changes.

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3 Results The merger of two companies cannot take place without the reorganization of their internal systems, elements and processes related to them, including the personnel management system, its departments as important components of the management system, which is necessary to meet the set goals and work in the right direction for the new company. In the process of organizational changes, in particular, the merger of companies, the personnel management service also undergoes transformations, the scale of which depends on its initial state and compliance with the goals and objectives set by the reorganized company. The formation of a new organizational structure that corresponds to the plans of the top management for organizing the activities of a combined trading company is not an easy task, since it is necessary to minimize duplication of functions, effectively build functional relationships both within groups, departments, and between them. At the same time, it is already clear that the number of employees of the stores of the combined company will almost double (since the number of stores of both companies is almost identical), and the reduction of sales staff is possible only because of the unprofitability of any particular store, that is, the reorganization process practically does not affect retail employees. The office staff of the two companies is most affected by changes due to the unification of the main functional areas, respectively, it is almost impossible to avoid changes in the number of workers. As a rule, the new structure of a merged company, especially in terms of the main management functions, is based on the organizational structure of a more efficient company, to which, in fact, another trading network joins. It is logical to assume that in the joint directorates for finance, logistics, personnel, information technologies, administrative and economic, security, in general not related to sales management, staff is being optimized by reducing personnel who do not meet the criteria of the new company. The marketing, wholesale and retail sales directorates of the joining retail network are introduced into the general structure as a separate unit to continue moving along the chosen competitive strategy of this brand. Due to the complexity of integrative processes, it will not be possible to avoid formal consolidation of functions, increasing centralization, since if this is not done, there will be duplication of many functions, complication of the coordination system, misunderstanding of their role by departments, and all this can lead to an increase in the deadlines for completing tasks and increasing costs, which is not profitable for the company, under any circumstances, especially after making such an expensive purchase. The personnel management service of the company is one of the functional units that should be influenced by organizational design. The HR potential of the company and the effective use of personnel that correspond to the organization’s goals depend on the validity and correctness of the organization of activities of this service. That is why it is necessary to pay special attention to improving the work of this structural unit. Therefore, it is necessary to bring its structure and functions to the state corresponding to the merged company. At the same time, its functional set is represented by the entire spectrum of possible functions of the personnel management system, which are being implemented quite successfully, respectively, their quantitative increase is hardly possible, but the complexity of the functions will increase significantly due to the growth in the number

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of personnel. Such changes require improving the structure and staffing, staffing table, job descriptions and regulations of the personnel management service. However, due to the fact that the HR directorate includes six departments, each of which has its own functional orientation, its own tasks, possible problems and ways to solve them; they significantly differ in the number of employees available at the moment and necessary for the effective operation of an already merged company, it makes sense to consider and carry out reorganization measures for each department separately, while relying on those common goals that the HR directorate faces during organizational changes. And the main goal to be followed is to implement organizational design in such a way as to effectively organize the work of employees of two companies together, optimizing their functional distribution and structure. After the organizational changes stop, the company will also adhere to the goal of consolidating the electronics and household appliances market, respectively, the personnel policy will be aimed both at attracting new employees and retaining employees, since the number of stores is planned to increase. The greatest burden during the period of organizational changes falls, as a rule, on the personnel administration department, since its main task is to document the personnel management activities in accordance with the legislation requirements and the company regulations. In practice, this means that all changes in the staffing table, orders for the main activity should be implemented by this structural unit. Accordingly, in case of organizational changes, the task of those who will implement measures to reorganize the department becomes to preserve the effectiveness of the considered unit work. However, we have found that the organizational structure and staffing at the moment of the association of companies do not contribute to the effective performance of all the functions assigned to the department [10]. The management of two combined areas at the same time (administration of the retail network and the central office), which have a different approach to the implementation of functions by one manager, is not justified from the point of view of its effectiveness, and if the company is doubled due to the merger, the head will not cope with the entire volume of work at all, the level of the department manageability will decrease to unacceptable values. In order to achieve these goals, we propose to implement in practice a number of sequential steps from the reorganization methodology for the personnel management service, in particular the department of personnel administration, during the period of organizational changes. This is schematically depicted in Fig. 1. It should be noted that these recommendations are universal and can be proposed for the reorganization of most personnel management services during the period of organizational changes caused by the merger of companies. Let’s consider the components of the methodology in more detail. 1. Delineation of the responsibility area. This proposal is aimed at changing the organizational structure of the HR administration department to distinguish two offices in the structure: the HR administration service of the central office and the HR administration office of the retail chain, the employees of each of which will be subordinate to the heads of these offices, who, in turn, are responsible for their activities to the head of the department. Such a structure will help to delineate the responsibility

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areas within the department, to distribute the load that now lies on one head between three heads of the department, which is necessary in connection with the growth of the company due to the purchase of a second retail network.

Organize the effective work of the personnel management department

Determine the optimal number and structure of the department's staff

Delineation of responsibility areas

Develop professional and qualification requirements for the management positions of the department

Develop a scheme of the organizational structure of the department

Develop job descriptions

Develop a regulation on the department

Develop job profiles

Develop a scheme of functional relationships in the department Fig. 1. The main provisions of the methodology for the reorganization of the HR management service in the period of organizational changes. ( Source: authors).

2. Determination of the optimal number of employees. The list of proposals also includes the calculation of the optimal number of personnel of the personnel administration department with the determination of the number of employees of each position of both offices of this department for the rational distribution of functions and avoiding employees’ overloading. 3. Development of professional qualification requirements. The development of professional qualification requirements for the positions of the head of the department, as well as the heads of offices of this department, includes the development of job descriptions of these managers to distinguish and consolidate their labor functions, as well as the development of profiles of their positions for a more detailed description of positions, including not only functional responsibilities, but also performance criteria, relationships with other positions, a description of the workplace, and, most

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importantly, the definition of competencies that an employee should possess, to successfully cope with the duties assigned to him. When developing and implementing all these stages, it is necessary to rely on the targets facing the company, the HR directorate and the HR administration department during the period of organizational changes; profit and loss reporting of the company; the current organizational structure of the company and the plans of senior management for its integration with the structure of the second retail network being joined; the structure and staffing of the HR directorate, as well as the main functional requirements for the department and its employees under consideration [4].

4 Discussion The main pattern of organizational design identified by us is characteristic of most management services of companies during the period of organizational changes: the scale of transformations in this service depends on its initial state and compliance with the goals and objectives set by the reorganized company. If the HR management service is an extensive network of divisions, departments and groups included in them, which is typical for large organizations, then it is necessary to separately form reorganization plans for each division, since each of them has its own functional orientation, each has different goals and tasks that should be brought to the general goal of the HR management service in the organization. The responsible executors of each project will be different due to the specifics of the work of each department. However, control over the implementation of reorganization measures and making final decisions on them should be carried out by the top management, including the HR director, the finance director and the chief executive officer, since they form the main directions for organizational changes in accordance with the available resources. When two companies merge or join, it is necessary to compare the policies, approaches, methods, tools, programs, operations of these companies, find their points of contact, that is, the functions performed in the same or similar way, the organization of their practical implementation, which will facilitate the merger, since there will be no need for additional training of employees of any of the organizations in new procedures, in addition, the adaptation of employees in such cases will be faster.

5 Conclusion The study of the discussion that is being conducted on the issues of organizational design of the personnel management service during the reorganization of companies allowed us to formulate the main principles of design, most often called by experts in this field: innovation and adaptability. The first principle states that organizational structures should be flexible enough to adapt to changing conditions. It is the use of organizational design methodology that will help the company develop new strategies and adapt to future changes. The second principle that should be the basis for creating a new structure of the personnel management service is the principle of knowledge

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and competence. In practice, this means that the responsibility should be assigned to the person or team that is best suited for its implementation [11]. Based on the generalization of the research results, it is possible to formulate a list of rules that should be followed when implementing the organizational design of the personnel management service: - To determine the goals that are pursued by the implemented changes, as well as the goals of the reorganized personnel management system or its element; - To develop a scheme of the changed organizational structure of the personnel management service or its component part, depending on the scale of the reorganization; - To make calculations of the necessary staff number of employees of the personnel management department to perform all the functions assigned to it, indicating which specific positions will be present in the new company and their number; - To determine the composition of functions and requirements for the positions being introduced; - To determine the ways of filling positions, both newly created and vacated ones. These are the basic rules, but the draft changes may also include other aspects, such as motivational, adaptation programs, programs for forming and working with the personnel reserve, projects of evaluation measures, and so on, depending on the resources allocated for carrying out reorganization measures. The main task is that the structure of the personnel management service and the ability to implement all the necessary functions should correspond to the trends that the company pursues, whether it is growth, stabilization or reorganization in any of its manifestations.

References 1. Barkalov, S.A., Lomakin, M.I., Mistrov, L.E., Morozov, V.P.: Management of an organization in a difficult economic environment based on an information system. J. Phys. Conf. Series 1679(2), 022086 (2020). https://doi.org/10.1088/1742-6596/1679/2/022086 2. Fedyk, W., Sołtysik, M., Ole´sniewicz, P., Borzyszkowski, J., Weinland, J.: Human resources management as a factor determining the organizational effectiveness of DMOs: a case study of RTOs in Poland. Int. J. Contemporary Hospit. Manage. 33(3), 828–850. https://doi.org/10. 1108/IJCHM-07-2020-0702 3. Islam, M.N., Furuoka, F., Idris, A.: Mapping the relationship between transformational leadership, trust in leadership and employee championing behavior during organizational change. Asia Pacific Manage. Rev. 26(2), 95–102 (2020). https://doi.org/10.1016/j.apmrv. 2020.09.002 4. Karrere, M.: Aguide to building an effective HR department (2017). https://www.careeradd ict.com/building-hr-department. Accessed 17 Jan 2021 5. Raziq, M.M., Ahmad, M., Iqbal, M.Z., Ikramullah, M., David, M.: Organisational structure and project success: the mediating role of knowledge sharing. J. Inf. Knowl. Manage. 19(2), 2050007 (2020). https://doi.org/10.1142/S0219649220500070 6. Rehman, S., Mohamed, R., Ayoup, H.: The mediating role of organizational capabilities between organizational performance and its determinants. J. Glob. Entrep. Res. 9(1), 1–23 (2019). https://doi.org/10.1186/s40497-019-0155-5

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7. Shinkareva, O.V., Kaurova, O.V., Maloletko, A.N., Vinichenko, M.V., Karácsony, P.: Involvement of the World’s Largest Cooperatives in Sustainable Development Processes. In: Bogoviz, A.V., Suglobov, A.E., Maloletko, A.N., Kaurova, O.V., Lobova, S.V. (eds.) Frontier Information Technology and Systems Research in Cooperative Economics. SSDC, vol. 316, pp. 53–62. Springer, Cham (2021). https://doi.org/10.1007/978-3-030-57831-2_6 8. Snow, C.C.: Research in journal of organization design, 2012–2018. J. Organ. Des. 7(1), 1 (2018). https://doi.org/10.1186/s41469-018-0033-6 9. Soldatova, S., Ushakova, S.: Using tools from the hierarchical control system theory for evaluating the complexity of administrative work in a digitally transforming research and technical environment (2020). In: ACM International Conference Proceeding Series, pp. 3444477 (2020). https://doi.org/10.1145/3444465.3444477 10. The people development magazine: Human resources: Organizational strategy and human resources (2016). https://peopledevelopmentmagazine.com/2016/09/23/organizational-str ategy/. Accessed 17 Jan 2021 11. Yan, K., Li, G., Cheng, T.C.E.: The impact of service-oriented organizational design factors on firm performance: the moderating role of service-oriented corporate culture. Int. J. Prod. Econ. 228, 107745 (2020). https://doi.org/10.1016/j.ijpe.2020.107745

Problems of Cultural Tourism Development in the Era of Pandemics and Digitalization N. A. Zamyatina(B) and O. G. Solntseva State University of Management, Moscow, Russia {na_zamyatina,og_solntseva}@guu.ru

Abstract. The study uses a systematic approach combined with empirical methods to analyze the factors of influence on the concept of cultural tourism in the era of upcoming digitalization and restrictions due to the threat of infection during a pandemic in order to test the sustainability of the concept of cultural tourism in the era of “new reality”, defines the tasks of further development. Blurring the boundaries between the physical and virtual world requires a revision of business models and the search for new approaches. The concept of cultural tourism needs a systematic revision of the opportunities, limitations and risks associated with cultural resources and related industries. In the era of the digital economy, the transnational nature of cultural tourism requires the development of new business models and approaches, and the general nature of the risks associated with the crisis requires the accumulation of knowledge. Keywords: Cultural tourism · The world of VUCA · Digital technologies in tourism · The impact of the COVID-19 pandemic on tourism

1 Introduction The COVID-19 coronavirus pandemic of 2020 put forward new requirements for the professional community of the tourism industry. Since the 1950s, the development of the tourism industry, as a whole, has been on the path of increasing the tourist flow and the load on the visit objects. In 2020, the rules of moving between tourist regions on the part of states and the attitude of consumers changed. Now preference is given to timely information and the introduction of new tourist destinations and facilities for redirecting tourist flows. Isolation and restrictive measures to prevent the spread of Covid-19 coronavirus infection, forming a “new reality” (from the English new normal), and accelerated digitalization, in which the boundaries between the physical and virtual world are almost erased, require a revision of business models and the search for new approaches. The purpose of this study is to test the sustainability of the concept of cultural tourism in the era of the “new reality”. The objectives of the study include the consideration of the factors of influence and prerequisites for the creation of an ecosystem of cultural tourism. © The Author(s), under exclusive license to Springer Nature Switzerland AG 2022 S. I. Ashmarina et al. (Eds.): Proceedings of the International Scientific Conference “Smart Nations: Global Trends In The Digital Economy”, LNNS 398, pp. 131–136, 2022. https://doi.org/10.1007/978-3-030-94870-2_18

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2 Methodology The work takes into account the achievements of scientific studies in the field of developing the concept of cultural tourism [12–14]. The role of cultural tourism for the economic development of the region is studied [1–11]. The traditional approach to the classification of tourist destinations by types of activity is considered [12–14]. The classification of cultural tourism resources was studied [12–14]. The trends in the study of cultural tourism, reflected in foreign publications, are analyzed [6–9, 11–13]. The study uses a systematic approach and methods of empirical research - observations, comparative analysis and generalizations. The observation method was dominant in the assessment of trends in the development of technologies and artificial intelligence.

3 Results The concept of cultural tourism. The concept of cultural tourism (in the Russian scientific tradition: cultural and educational or cognitive tourism) is based on the universal need to learn and get a new experience of perception of the world diversity, which should include all spheres of culture as a product of the intellectual activity of human civilization [19]. The peculiarity of cultural tourism is its transnationality and the need to organize the process of movement between objects that requires crossing the borders of regions countries. With the formation of ecological thinking, the concept of cultural tourism is undergoing a transformation into cultural and ecological tourism [12]. Cultural tourism resources. The tangible and intangible resources of cultural tourism (cultural resources) belong to three categories: cultural heritage objects included and not included in the UNESCO World Heritage List, as well as cultural and tourist objects. There is a new tendency to classify as objects of cultural heritage a natural species included in the context of the culture of the region and its inhabitants [15]. One of the most important problems in cultural tourism is the involvement of the authorities in the process of identifying, preserving and controlling the use of historical heritage objects. Cultural resources need a clear definition of boundaries, systematization, assessment of their potential for tourism purposes, including restrictions and prohibitions at all levels (for tourist sites, destinations and regions), as well as ensuring information accessibility. Changes in the external environment. To describe the driving age of the Covid19 pandemic in 2020, sociologists adapted the military term “VUCA world” (from the English volatility, uncertainty, complexity, ambiguity), since it is characterized by socioeconomic changes due to the transition to remote activities and violations of the usual lifestyle [17]. At the same time, due to the closure of the borders of countries, uneven processes of deglobalization and actualization of the national model of culture are taking place. All these factors contribute to the predominance of irrational thinking over rational thinking in people and can lead to a dangerous situation when a sense of disunity and loneliness increases in society and there is a loss of critical thinking skills, thereby creating a fertile ground already known in the history of mankind for the activation of totalitarian tendencies. According to Professor Hofstede’s extensive long-term study of the peculiarities of the national culture of different countries, the feeling of instability is the main cause of stress and aggression in many national cultures around the world [4].

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According to the Uncertainty Avoidance Index, the cultures of China, Vietnam, India and Sweden are more resistant to changes, among the countries with the highest stress index are Italy, Spain, Japan, Russia and Greece (Table 1). Table 1. Perception of instability in the world UAI* 30–50

UAI 50–75

UAI 75–100

Sweden (29) China (30) Vietnam (30) India (40)

Norway (50) Netherlands (53) Switzerland (58) Finland (59) Germany (65) Taiwan (65)

Italy (75) Spain (86) Japan (92) Russia (95) Portugal (99) Greece (100)

* UAI (Uncertainty Avoidance Index – instability perception Index

Source: authors based on [4].

Prospects for the development of technologies. The pandemic significantly accelerated the processes of digitalization of the economy and the transition from the digital revolution to the information revolution. In the future, the main struggle will be launched for the attention and time spent by consumers, in connection with which we can expect regulatory initiatives from businesses and governments in relation to the media. According to observations of information messages, among the priorities of the next five years are the 5G Internet, the development of unmanned vehicles, robots, bioengineering products, voice assistants, Live broadcasts and artificial intelligence analytics that predicts consumer behavior based on a digital footprint. The tasks of the development of cultural tourism. The concept of cultural tourism needs a systematic revision of the opportunities, limitations and risks associated with cultural resources and related industries, while the assessment of the potential of historical development and the digitalization of cultural resources are the most urgent tasks. In the era of the digital economy, the transnational nature of cultural tourism requires the development of new business models and approaches, and the general nature of the risks associated with the crisis requires the accumulation of knowledge. Guidelines for the development of cultural tourism (OLs). The primary reference point for the development of cultural tourism can be the experience of the leading countries (Orientation Leaders, or OLs) on: – The contribution of tourism to the national gross domestic product, or GDP, which is estimated by the World Travel and Tourism Council [19]; – The Travel and Tourism Index of Competitiveness, or TTIC - an indicator of the country’s attractiveness for travels, which is evaluated every two years on the initiative of the World Economic Forum since 2007 and takes into account the effectiveness of industry management in the country (1), the availability of the business environment and infrastructure (2), the availability and opportunities of human, cultural and natural resources (3) [18];

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– According to the brand attractiveness index of the tourist destination proposed in 2019 [3]; – According to the results of participation in the “World Travel Awards” competition, which is annually held for 27 years and announces the winners in two main areas of development - tourism and technology [20]; – According to the results of participation in the competition “European Capital of Smart Tourism”, which is held among European cities since 2018, as a competition of projects in the field of tourism in four categories: environmental and social projects, ensuring physical and information accessibility to a tourist object, digitalization of tourist services and tourist objects, projects related to the use of cultural heritage in tourism and cooperation with creative activities [2]. These indicators allow identifying the elaboration of the concepts of types of recreation and the presence of ecosystem elements for use in building the ecosystem of cultural tourism. Innovations in cultural tourism. The creation of a new product meets at least one of three requirements: it solves an existing problem (1), is an innovative solution (2), brings positive emotions or opens up new opportunities for the further development of related and intermediary industries and activities (3). Currently, in cultural tourism, tourist products are being developed using cultural and historical heritage (Cultural Heritage tourism), ideas of the culture of scientific knowledge (expedition tourism, lifestyle tourism), health culture (wellness tourism), visual style solutions and thematic design (design hotel, boutique hotel, theme hotel, romantic hotel, wedding hotel), as well as cultural and game mechanics of adventure, event, sports and entertainment tourism and gambling (adventure tourism, event tourism, entertainment tourism, sport tourism, casino resort) [5, 16]. Innovative technological solutions for cultural tourism include the creation of a website, a mobile or computer application, artificial intelligence products – a smart home system for centralized device management, robotics, virtual (VR) and augmented (AR) reality technologies. For example, in 2020, technological solutions for travel – “360 stories” (USA), aimed at panoramic photo and video shooting of tourist objects using VR/AR, received acceleration support from the international Russian company Kaspersky Lab, and “Maps.me” (Russia), specializing in creating interactive maps and routes with the possibility of offline access [7]. This year also became a landmark in accelerating the digitalization of collections due to the closure of cultural and art enterprises due to the Covid-19 pandemic. The digitalization of foreign museum collections began in 2013. In 2020, the collections of the Louvre and other museums in Paris were digitized. Pilot virtual tours using VR technology were launched at the State Hermitage Museum (St. Petersburg). In Russia, the key organization for digitizing the national heritage is the State Catalog of the Museum Fund of the Russian Federation, which already has about 20 million cultural heritage monuments from various Russian museums [10]. One of the important problems that must be addressed when translating cultural heritage into digital format is the automation of data collection for analytics. However, it should be borne in mind that the creation of an online collection is necessary for the promotion of the museum, and the visitors want to get a live emotional experience of communicating with the monument. In this regard, the main thing for domestic cultural tourism in the conditions of closing borders and limiting attendance is the revision of the operating

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mode of cultural objects: during national holidays, the flow of tourists increases, but all state organizations, including museums, are closed or work on a reduced schedule. Solutions that offer new development opportunities directly relate to cultural tourism and such related industries as, for example: theater tourism, cinema tourism, creative tourism, festival activities, theme parks, the development of interactive maps-guides, the activities of tourist aggregator platforms. The issues of compliance of innovations in cultural tourism with the leading trends united in the European concept of smart tourism, as well as the tasks of humanizing society and understanding a person’s place in the world require additional study. A separate topic of the study is the analysis of the readiness of platforms for accumulating knowledge and combining efforts to organize and promote cultural tourism by ecosystem participants.

4 Discussion In contrast to previous studies that focus on the theory of cultural and cognitive travel: their historical background, classification of types of cultural objects of visiting and types of travel depending on the type of object visited and the type of activities during the trip [1, 6–9, 11–14], – an integrated approach was chosen for the study as it is more relevant in a time of crisis. Various aspects of changes in the external environment and trends of socio-economic changes are considered in order to integrate the concept of cultural tourism into the general course of socio-economic development, in connection with the increasing tendency to confront digital and human reality. At the same time, the importance of cultural tourism for orientation in the field of universal values is emphasized.

5 Conclusion The study analyzes the concept and resources of cultural tourism, factors of influence of the external environment and sets tasks for further development. The relevance and prerequisites for the transition to the ecosystem of cultural tourism are considered and tasks for future research are set. The priority tasks of the development of cultural tourism include following technological changes and trends of social changes. Cultural tourism with its focus on the development of material and non-material resources of cultural leisure (cultural resources), regardless of the primary motivation, should become an ambassador of the time of change, as it has the opportunity to turn people’s thinking towards universal values, to help in understanding and strengthening their own cultural identity and can act as an “assistant”, “healer”, “adviser” and even a “wizard” for those who are in a state of constant tension or stress and need to replenish a psychological resource.

References 1. Álvarez-García, J., Maldonado-Erazo, C.P., Rio-Rama, M.C.D., Castellano-Álvarez, F.J.: Cultural heritage and tourism basis for regional development: mapping of Scientific coverage. Sustainability 11(21), 6034 (2019)

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2. European Commission: European capitals of smart tourism. https://smarttourismcapital.eu/ about/. Accessed 01 Apr 2021 3. FutureBrand: Country Index 2019 (2019). https://www.futurebrand.com/uploads/FCI/Future Brand-Country-Index-2019.pdf. Accessed 01 Apr 2021 4. Hofstede Insights: Compare countries (2021). https://www.hofstede-insights.com/countrycomparison/. Accessed 01 Apr 2021 5. Initiative of the European Union: Compendium of best practices ‘2019 and 2020 European capital of smart tourism competitions’ (2020). https://smarttourismcapital.eu/wp-content/upl oads/2020/03/Compendium_2020_FINAL.pdf. Accessed 01 Apr 2021 6. Kalvet, T., Olesk, M., Tiits, M., Raun, Y.: Innovative tools for tourism and cultural tourism impact assessment. Sustainability 12, 7470 (2020) 7. Kaspersky: Kaspersky Exploring Russia Tourism accelerator (2020). https://www.exploring russia.kaspersky.com/finalisty/?fbclid=IwAR2EabFGkFHALoSSJ4obH_5Uw0moFaR-7Zd Gl4aW1jV8y3vrILL6DUZ1Fmg. Accessed 01 Apr 2021 8. Kim, S., Whitford, M., Arcodia, C.: Development of intangible cultural heritage as a sustainable tourism resource: the intangible cultural heritage practitioners’ perspectives. J. Herit. Tour. 14(5–6), 422–435 (2019) 9. Korzun, D., Varfolomeyev, A., Yalovinsyna, S., Volokhova, V.: Semantic infrastructure of a smart museum: toward making cultural heritage knowledge usable and creatable by visitors and professionals. Pers. Ubiquit. Comput. 21, 345–354 (2017) 10. Ministry of Culture of the Russian Federation: State catalog of the museum fund of the Russian Federation (2021). https://goskatalog.ru/portal/#/. Accessed 01 Apr 2021 11. Noonan, D.S., Rizzo, I.: Economics of cultural tourism: issues and perspectives. J. Cult. Econ. 41, 95–107 (2017) 12. Richards, G.: Cultural tourism: a review of recent research and trends. J. Hosp. Tour. Manag. 36, 12–21 (2018) 13. Richards, G.: Culture tourism: Global and local perspectives. Routledge Taylor and Francis Group, New York (2007) 14. Sushchinskaya, M.D.: Cultural tourism. Saint Petersburg: SpbSU (2017) 15. UNESKO: World Heritage convention of UNESCO (2021). http://whc.unesco.org/en/about/. Accessed 01 Apr 2021 16. UNWTO: Tourism and Culture (2021). https://www.unwto.org/tourism-and-culture. Accessed 01 Apr 2021 17. VUCA-World: VUCA Blog (2021). https://www.vuca-world.org/thema/vuca-blog/. Accessed 01 Apr 2021 18. World Economic Forum: The Travel and Tourism Competitiveness Report 2019 ‘Travel and Tourism at a Tipping Point’ (2019). http://www3.weforum.org/docs/WEF_TTCR_2019.pdf. Accessed 01 Apr 2021 19. World Travel and Tourism Council: Economic impact reports (2020). https://wttc.org/Res earch/Economic-Impact. Accessed 01 Apr 2021 20. World Travel Awards: About World Travel Awards (2021). https://www.worldtravelawards. com/about. Accessed 01 Apr 2021

Development of an Electronic Tourist Office Model A. V. Kormishova(B) and M. V. Maltseva State University of Management, Moscow, Russian Federation

Abstract. The contribution considers modern technologies for optimizing the management of a tourist enterprise based on innovative information and data processing technologies. Electronic management became a necessary requirement for ensuring fast and effective interaction between employees of the enterprise, as well as improving the quality of customer service. The use of information technologies in the management of tourist offices allows creating a rational and efficient infrastructure for working with documents and databases of a travel company. The electronic office is presented as a single organizational and technical system that integrates software and computer tools and information and communication technologies. Automation of office processes and information processing reduces the labor costs of tourist enterprises, improves the quality of work of performers with a greater degree of predictability and manageability of the terms of preparation and processing of documents. Keywords: Business processes of a tourist enterprise · Electronic document management · Electronic office · Information and communication technologies · Software tools

1 Introduction In the conditions of intensive informatization and the growing importance of documentation in the processes of organizational activity of enterprises, including tourism, the introduction of new office management technologies, which eventually allow creating an electronic office, is becoming increasingly relevant. The concept of an electronic office implies a single organizational and technical system that integrates both software and computer tools and information and communication technologies. The implementation of the concept of creating an electronic office and technological optimization of all areas of activity of a tourist enterprise is in the plane of minimizing internal organizational costs of managing all resources (labor, financial, partner, etc.) due to the transition from paper technologies for processing information and data to similar innovative technological algorithms.

2 Methodology The objects of the study are the enterprises of the tourism industry. The subjects of the study are the technologies of electronic management in the activities of travel companies. © The Author(s), under exclusive license to Springer Nature Switzerland AG 2022 S. I. Ashmarina et al. (Eds.): Proceedings of the International Scientific Conference “Smart Nations: Global Trends In The Digital Economy”, LNNS 398, pp. 137–144, 2022. https://doi.org/10.1007/978-3-030-94870-2_19

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The theoretical basis of the study is the results of research in the field of electronic document management, given in scientific articles, materials of scientific and practical conferences, open Internet resources and foreign sources. The information basis of the research was made up of data from international organizations, electronic Internet resources, analytical reports and materials from official websites of research organizations, scientific publications of domestic and foreign authors. The methodological basis of the research was general scientific research methods, a systematic approach, methods of summarizing and grouping, analysis and generalization of information, tabular and graphical methods of analysis, the method of comparative analysis. The purpose of the study was to form an algorithm for the introduction of modern information technologies in the management of tourist offices and to identify the criteria for choosing programs for optimizing the work of the electronic office of a tourist enterprise. To achieve this goal, it was necessary to solve the following scientific tasks: to define the concept of an electronic office of a travel agency, to analyze the advantages and possibilities of using electronic document management systems, to identify the stages of development of the concept and functions of an electronic office, to form a structural model (algorithm) for introducing modern information technologies into the management of tourist offices, to identify the requirements and criteria for choosing technical products and electronic complexes for automating office work, to justify the use of information and communication technologies in the management of a tourist office. The working hypothesis of the study is that in modern conditions characterized by the digitalization of the economy, an effective management model for tourist enterprises should be based on the introduction of advanced information and data processing technologies.

3 Results An electronic office is understood as an organizational and technological system for optimizing the management activities of an enterprise based on the use of software and information and communication technologies that allow not only to preserve, but also to increase the efficiency of a traditional office [9]. Automation of office processes and information processing reduces the labor costs of tourist enterprises, improves the quality of work of performers with a greater degree of predictability and manageability of the terms of preparation and processing of documents. Electronic documentation also significantly facilitates the systematization and analysis of available information. This is ensured by the correct choice of software tools, which allows forming highquality electronic documentation with the elimination of various types of gaps, control the processes of its execution, storage, search and use [7]. The key concepts of automation of office activities of a tourist enterprise are: – ensuring the company’s document flow processes; – providing the possibility of shared access to working with documents; – automation of the document circulation process in accordance with the developed regulations;

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– control over the execution and compliance with individual work schedules of employees agreed within the framework of the general work plan; – maintaining document execution processes, generating reports, etc. In order to ensure the effective functioning of modern electronic offices of travel companies, it is necessary not only to create unified documentation systems, but also to choose appropriate software tools for automated information processing, taking into account the specific working conditions of a tourist enterprise. Modern tourist offices should be optimally organized from a technological point of view, which forms the following set of requirements for appropriate technical solutions: – optimization of time and cost of information support of business processes of a tourist enterprise; – exclusion of duplication of business operations when providing a tourist service or selling a tourist product; – managers who act within a specific business process should be connected to the tourist enterprise by information and communication means. The use of information technologies in the management of tourist offices allows creating a rational and efficient infrastructure for working with documents and databases, providing shared access to all employees of a tourist enterprise. Information technologies for the automation of office work can be aimed at performing various functions. Currently, most suppliers of information products and office-class systems ensure the adaptation of these technologies to the needs of each specific organization and their compatibility with existing software, communication and operating systems [6]. Depending on the tasks of a tourist enterprise, both highly specialized technologies and complex corporate systems can be used to automate certain functions or aspects of management activities. It seems appropriate to highlight the stages of development of the e-office concept, which include: – introduction of electronic text processing tools; – deployment of local computer networks and automation of work on documentation of management functions; – development of telecommunication systems and creation of automated workplaces of the company’s personnel; – creation of electronic archives and data warehouses; – formation of regional and global computer networks. Among the main functions of the electronic office, the following can be distinguished: – realization of the opportunity to effectively maintain and develop relations with partners, successfully adapt to the rapidly changing market situation; – inclusion of the enterprise in the information structures of the market economy at the macro level, access to commercial databases, conducting electronic marketing, advertising and information events;

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– coordination of activities in the internal and external environment of the enterprise; – support for the development and adoption of effective management decisions; – minimization of time and inconsistencies in the process of processing information and correspondence. The electronic office of tourist enterprises, as a complex electronic platform (portal), allows interacting parties (travel agencies, intermediaries, hotels, carriers, catering establishments, etc.) to: – – – – – –

post standardized information and documents; accelerate and simplify information flows of information; avoid the need to prepare numerous questionnaires and documents; create a centralized information storage; get access to relevant information; coordinate their joint actions.

Taking into account the above-mentioned, the algorithm for introducing modern information technologies into the management process of tourist offices can be formalized as follows (Fig. 1). Survey of a tourist enterprise (identification of the functioning features and requirements for the organization of the office)

Selecting a goal and its decomposition into subModels of multi-criteria evaluation and optimization of office organization processes

Information support of the electronic office organization management system

The process of organizing an electronic office Business processes automation software selection model

The model of choosing organizational means

A model for selecting organizational and technical means of automating business processes

The model of the choice of technical means

A model for the synthesis of a distributed computer network of an electronic office

Structural synthesis model

Topological synthesis model

EVALUATION OF RESULTS

Fig. 1. The structural model of the organization of the electronic office of a tourist enterprise (Source: authors).

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Let’s consider the algorithm presented in more details. The creation of an electronic tourist office begins with a survey of the enterprise itself, by identifying the features of building its organizational structure. At this stage, the characteristic features of the functioning of a tourist enterprise are identified, priorities and requirements for the office organization system are determined. After the survey, the goal is formulated, its decomposition into sub-goals is carried out, the tasks of informatization are determined and methods of their solution are considered. The next step in the organization of the office is the choice of models for multicriteria evaluation and optimization of management tools for the provision of tourist services. The problem of evaluating and choosing the optimal software and information systems in a multi-criteria situation is solved, depending on the degree of uncertainty of the information of local problems. It should be noted that the issue of optimizing the processes of organizing a tourist office should be considered through the prism of its rational information support and equipment. The further process of organizing an electronic office of a tourist enterprise is based on the following main models: – business processes automation software selection model; – models for selecting organizational and technical means of automating business processes; – models of the synthesis of a distributed office computer network, which is decomposed into a model of structural synthesis and a model of topological synthesis of a computer network. After the implementation of the office organization models, the obtained research results are analyzed and evaluated. When choosing information management systems for tourist offices, it is necessary to take into account such conditions as the volume of document flow of a tourist enterprise, the efficiency of document exchange, the costs of performing standard operations with documents, simplicity, convenience and ease of use of certain technological solutions. The right choice of software products is a guarantee of increasing the productivity of office workers, provided that the volume of work in the tourism industry is constantly growing. Choosing software products to simplify and optimize the work of the office of a tourist enterprise is not an easy task. Therefore, in the process of such a choice, it is very important to determine the main criteria. A list of such criteria is given in Table 1. Recently, the software market is represented by information office systems that allow for almost complete automation of the document flow of a travel agency: the formation of arrays of information on customers and partners, accounting for payments, calculating tours and accepting orders, the formation of accounting documentation, and more. Today, the most popular are such software automation tools for modern offices: “BOSSReferent”, “DELO”, “Euphrate-document flow”, OPTiMA-WorkFlow, “Megapolis”, “Document Management”, Lotus Notes, “Documentum”, each of which has its own corresponding functional purpose. Almost all existing office systems have tools for importing and exporting data to other, specialized software applications.

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Table 1. Criteria for selecting programs for optimizing the work of the electronic office of a tourist enterprise Criteria

Description

Ease of installing the software product

It allows reducing the time for servicing automated workplaces of employees; it is desirable that they can install the software product by themselves

Multiplatformity

The ability to install programs for different operating systems, can be used on several devices that the employee uses in the process of work

Support for group work with documents

The ability to simultaneously work with a document for several users

Intuitive programming interface

allows the user to quickly master the program, provides ease of operation (this is evidenced by the prevalence of the program among users both around the world and in a particular country)

Minimization of financial costs for the purchase and maintenance of a software product

The use of free software, the possibility of using it at a low cost of operation and relative independence from software development companies

Source: authors.

4 Discussion The analysis of the results of the undertaken research and its comparison with the existing developments of office systems showed the similarity of the authors’ positions on many issues. The strategic goal of existing and developing office systems is the comprehensive automation of the document flow of a tourist enterprise. However, at the same time, an office system for a tourist organization is being developed by related companies designed to ensure the development of the infrastructure of the tourism sector. Each segment of the tourism sector relies on its own set of information technologies and takes into account the peculiarities of the corresponding segments. The merger of these sets contributes to the growth of the synergetic effect on the scale of the entire tourist system [9, 10]. The stable position of a tourist organization in the competitive struggle is significantly determined by its information rating. Computerization of the tourist office undoubtedly saves decision-making time, provides greater support for decisions. It seems promising to improve the organization of electronic support for travel companies, primarily through the development of specialized online services, integration with social networks, telephony, blockchain, risk modification. Hopes are placed on replacing the management structure of the team network. The price of software in some cases acts as an unconquerable obstacle to computerization. The use of free software products is observed in Russian travel agencies. Foreign software products are usually available only to large Russian firms [3, 8, 12].

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However, digitalization for certain similar enterprises also reached a different level due to a different structural orientation of the innovations being introduced. There are no systematic studies in this area in a number of countries at all. It is known, however, that digitalization affected the income management processes to the least extent, since the decision-making algorithm in this area is the least structured and formalized [2, 5]. Such a phenomenon as resistance to organizational changes caused by innovative information developments remains poorly studied. The ease of use and usefulness of digitalization are not yet strategically felt by the staff of the tourism sector, in particular, received a relatively small gain from optimizing the office management system. Managers do not dare to integrate the functions of a number of departments of the organization. Studies in this area are expected from employees of British travel companies [1]. The number of studies on the impact of information technologies introduced in tourist organizations on consumers of a tourist product is increasing. High-quality information is presented as a resource for forming consumer preferences for products and tourist centers. Barcelona, Singapore, Shanghai, and Moscow took the first places in assessing the development of innovative technologies in various territories. Gradually, the tourist proves the value and web security of the purchased product using the Internet. In Malaysia, models are being developed that seek to take into account consumer insight. It is digitalization that provides information support that is in demand by travelers. Studies of tourists’ opinions prove the importance of digital technologies for tourists [4, 6, 7, 11].

5 Conclusion The construction of the software of the electronic office of a tourist enterprise should be based on the following principles. Firstly, the electronic office is being developed to automate the document management system and is the basis of the office activity of a tourist enterprise. Secondly, the electronic office is designed as an active software, since working with documents is the basic way of organizing business processes of a tourist enterprise. Information and technical support should provide an opportunity for integrated processing of all types of information accompanying the process of creating, promoting and selling a tourist product, including documents that are generated by electronic and paper document flow. The main purpose of automating the processes of document movement and related tasks, undoubtedly, is to create a single mechanism for managing the activities of a travel agency through a document management system that brings to each performer the information about the content of the task, the timing of the task and the sequence of tasks. Thanks to this system that the management circuit gets the opportunity to distribute the work and control the process of its implementation. By sending the documents and the formulated task to the workplace, the system generates a list of actions to the performer. In turn, the performer, selecting tasks from the list, simultaneously proceeds to the desired functional software application associated with processing this particular type of task. The effectiveness of such a model is provided by the built-in functions of planning and monitoring of operations.

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References 1. Alrawadieh, Z., Alrawadieh, Z., Cetin, G.: Digital transformation and revenue management: evidence from the hotel industry. Tour. Econ. 27(2), 328–345 (2021). https://doi.org/10.1177/ 1354816620901928 2. Frolov, V.N., Valishina, D.A.: Development of recommendations for the organization of an electronic office of a modern travel company. Econ. Manag. Issues Frolov 4(15), 39–48 (2018) 3. Kumar, G.A., Ravikumar, A.: A study on consumer perception towards online ticketing systems. Int. J. Adv. Res. Eng. Technol. 11(1), 110–115 (2019). https://doi.org/10.34218/IJA RET.11.1.2020.013 4. Mahmood D.M.: The role of electronic management in determining job management strategies: evidence from travel agencies in Iraq. African J. Hospitality Tourism Leisure 9(2), 61, 1–14 (2020) 5. Morozov, M.M.: Peculiarities of travel system management in the digital economy conditions. Tourism Law Econ. 3, 7–10 (2018) 6. Pershina, E.S.: About some aspects of application of information technologies in the course of interaction of suppliers and customers of the travel product. Tourism Ind. Opportunities Priorities Probl. Prospects 10(2), 299–309 (2017) 7. Putkina, L.: Features of application of electronic office in a services sector. NaukaRastudent.ru 1(25) (2016) 8. Savchenko, I.P., Savchenko, A.A.: Sustainable development of the tourism industry on the basis of information technologies. Econ. Soc. 7(38) (2017) 9. Smorodova, A.I.: Internet-management in tourism. NovaInfo.Ru, 69-1 (2017) 10. Sun, Y., Zhu, M., Jeyaraj, A., Zhu, M., Wu, L.: Impact of enterprise social media affordances on thriving at work: a perspective from the psychological empowerment theory. In: International Conference on E-Commerce and Internet Technology, vol. 9134068, pp. 183–187 (2020). https://doi.org/10.1109/ECIT50008.2020.00048 11. Tortora, D., Cherice, R., Farina Briamonte, M., Tiscini, R.: ‘I digitize so I exist’. Searching for critical capabilities affecting firms’ digital innovation. J. Bus. Res. 129, 193–204 (2021). https://doi.org/10.1016/j.jbusres.2021.02.048

Smart Business and Digitalization in Private Otolaryngology Practice L. G. Ananina1(B) , A. V. Oleinik2 , and A. A. Khmel1 1 State University of Management, Moscow, Russian Federation

{lyubov_ananina,aa_khmel}@guu.ru 2 Private Otolaryngological Office, Ramenskoye, Moscow Region, Russia

Abstract. The research purpose is to evaluate the possibilities of introducing smart business elements and the effectiveness of digitalization of business processes in private otolaryngological practice. The study was conducted on the basis of a private children’s otolaryngological office in the Ramenskoye city in the Moscow region in 2020. The design of the study is based on the use of methods: meta-analysis of the data of the conducted research on the problem, economic analysis of profit and costs, questionnaires, mathematical-statistical and expert methods. An expert assessment of 450 cases of providing assistance to children in the profile “otolaryngology” was carried out. The analysis of 5 business processes was carried out: the process of “consulting and informing the patient”, the process of “medical activity”, the process of collecting information about the patient’s status and diagnostic results, the process of dynamic patient observation and invitation to an appointment, the process of “cost accounting”. The information system “Database for the formation of a register of information about patients receiving pediatric otolaryngological care for its use in outpatient organizations of the non-governmental healthcare sector” (hereinafter referred to as the medsync1 IC) was introduced and its effectiveness was shown. Keywords: Business processes · Digitalization of healthcare · Smart business

1 Introduction The medical business has been developing progressively over the past 10 years (private offices, large clinics are being opened, the medical Internet space is being filled with new content), occupying 20–25% of the total volume of healthcare services. At the same time, the otolaryngological practice in the medical business is just beginning to develop. Digitalization of medicine and medical business is currently considered as a necessary condition for its innovative development and competitiveness in the conditions of rapidly developing technologies. Recently, the scientific literature has addressed the issues of digitalization in healthcare from communicative, economic and managerial, clinical and organizational positions, the development of artificial intelligence technologies.

© The Author(s), under exclusive license to Springer Nature Switzerland AG 2022 S. I. Ashmarina et al. (Eds.): Proceedings of the International Scientific Conference “Smart Nations: Global Trends In The Digital Economy”, LNNS 398, pp. 145–152, 2022. https://doi.org/10.1007/978-3-030-94870-2_20

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Lugovkina and Gorshkov note the significant role of the introduction of information technologies in improving the quality of clinical practice [10]. Sbitneva writes about the need for comprehensive digitalization of medical organizations based on the “smart hospital” model, as part of the Smart city information model [12]. The analysis of these studies showed that the issues of digitalization of private otolaryngological practice were not paid attention in scientific publications, the problems of building a smart business space in this area were not studied, which predetermined the relevance and scientific necessity of studying these aspects. The purpose of the study is to assess the possibilities of introducing smart business elements and the effectiveness of digitalization of business processes in private otolaryngological practice.

2 Methodology The study was conducted on the basis of a private children’s otolaryngological office in the Ramenskoye city in the Moscow region in 2020. The design of the study is based on the use of methods: meta-analysis of the data of the conducted research on the problem, economic analysis of profit and costs, questionnaires, mathematical-statistical and expert methods. An expert assessment of 450 cases of providing assistance to children in the profile “otolaryngology” was carried out. The analysis of 5 business processes was carried out: the process of “consulting and informing the patient”, the process of “medical activity”, the process of collecting information about the patient’s status and diagnostic results, the process of dynamic patient observation and invitation to an appointment, the process of “cost accounting”. The evaluation of the effectiveness of the clinic’s work before and after the introduction of the new information platform was carried out according to 7 indicators: patient satisfaction with the care provided, the share of positive treatment results, profit per unit of services, the share of cases with polypharmacy, cases of incorrectly diagnosed deceases, average variables and transaction costs. To assess the satisfaction of parents with the assistance provided to their children, the questionnaire method was used according to a specially compiled questionnaire, including 5 questions. The random sample included 450 respondents. Application programs, including “Statistica 11.0”, were used to process the statistical data array. Statistical data processing was carried out using the application program “Statistica 11.0” (StatSoft, Inc). The reliability of the differences in the indicators in the study groups was determined by the Student’s t-criterion (reliable p < 0,05). The critical value of the level of statistical significance was assumed to be equal to 5%.

3 Results An expert assessment of the quality of business processes on the basis of the children’s otolaryngological office in Ramenskoye showed that the total frequency of defects is 98.0 per 100 rendered services. In the structure of defects, the share of the process of “consulting and informing the patient” is 45.0%, the process of “medical activity” is 35.0%, the process of collecting information about the patient’s status and diagnostic results is 10.0%, the process of dynamic patient observation and invitation to an appointment is 5.0%, the process of “cost accounting” is 5.0%. According to a survey of parents – every

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tenth (10.0%) parent is not satisfied with various aspects of providing assistance. The presence of these defects in the main business processes leads to image and financial losses of the clinic, which requires the creation of a digital accounting platform and optimization of processes. On the basis of a private children’s otolaryngological office, an information system was created and implemented “Database for the formation of a register of information about patients receiving pediatric otolaryngological care for its use in outpatient polyclinic organizations of the non-governmental healthcare sector” (hereinafter IC medsync1). Medsync1 is designed for patient accounting, maintaining and storing patient medical history, issuing, storing and printing prescriptions and treatment protocols, searching through the patient database and treatment protocols. When creating medsync1, we were guided by the following criteria: compliance with the T3, simplicity, reliability, and speed of operation, relevance and prevalence of the technologies used, the possibility of further development and support of IC. The medsync1 IC is built on a client-server architecture using web technologies (technologies used in creating Internet sites). The use of client-server architecture and web technologies made it possible to create a cross-platform IC. The cross-platform approach and web technologies have made it possible to work with the medsync IC from under any operating system (OS), where it is possible to use a modern web browser (working with the client part of the medsync1 IC is possible from under any modern distributions Linux, Windows OS, Android OS, iOS, etc.). The client-server architecture allows you to “spread” in space (via a local network or the Internet) the IC into two parts: the server and the client. The server is responsible for low-level work with the OS and data from the medsync1 IC. The client is responsible for the appearance/interface and interaction with the user of the medsync1 IC. Also, the client-server architecture allows implementing multi-user interaction with the medsync1 IC. In the context of the T3, the server and the client are the same computer that is not connected to the Internet, however, the possibility of “diversity” of the medsync1 IC remains. In the context of T3, a computer with Windows 7 OS is used that is not connected to communication networks. All subsequent arguments will be made taking into account this fact. Installation of the medsync1 IC is performed by copying a clean distribution of the medsync1 IC from a clean database to a prepared empty directory on the computer. The start of the medsync1 IC is carried out by starting the server part, sequentially, with two routines start1.cmd (starting the NGINX web server) and start2.cmd (starting the PHP-FPM server). Client access to the medsync1 IC is carried out through a modern web browser based on the Chromium engine, by accessing the URL http://www.localh ost:80/. In the context of the T3, authorization for access to the medsync1 IC is carried out by the built-in Windows tools when loading and logging into the OS. After starting the server side and accessing the URL web browser http://www.localhost:80/ the user enters the main interface of the medsync1 IC. The main interface is divided into 4 independent frames, each of which displays an interface for working with a specific entity (patient, diagnose, status, scheme).

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Frames of different entities are visually separated from each other by different colors (the so-called “Color coding of information” is applied), in order to quickly determine the block with the necessary entity that the user needs to work with at the moment. In each of the frames, the user has the opportunity to add, delete, edit, and save data about a specific record related to this entity. The patient frame is given the most space (the left part of the screen), because it is the most information-loaded. In the right part of the interface of the medsync1 IC there are 3 frames of entities diagnose, status, scheme. These 3 frames have similar functionality and controls. The user has the ability to change the size of the frames relative to each other by dragging the borders between the frames with the mouse. This feature is implemented by the standard browser functionality (html tags , are used). The position and size of the frames changed by the user are saved until the medsync1 IC interface is reloaded (forced updating of the main page by pressing the F5 key, or the “refresh page” button in the browser interface). The “patient” frame is used to work with the “patient” entity. The interface allows you to correctly fill in the fields of the “patient” frame, add an entry to the database, find the desired patient record in the database, edit, print, or delete this record. The “diagnose” frame is used to work with the “diagnose” entity. The interface allows you to correctly fill in the fields of the “diagnose” frame, add an entry to the database, find the necessary diagnosis in the database, edit, delete this entry, transfer the diagnosis to the corresponding field of the “patient” frame. The “status” frame is used to work with the status entity. The interface allows you to correctly fill in the fields of the status frame, make a simple visual markup of the status text (to focus the patient’s attention), add an entry to the database, find the desired status in the database, edit, delete the entry, transfer the status to the corresponding field of the patient frame. The “scheme” frame is used to work with the “scheme” entity. The interface allows you to correctly fill in the fields of the “scheme” frame, make a simple visual markup of the treatment regimen text (to focus the patient’s attention), add an entry to the database, find the desired status in the database, edit, delete the entry, transfer the treatment regimen to the corresponding field of the “patient” frame. The medsync1 IC allows you to print the result of the patient’s admission. When printing, all relevant information about the patient during the appointment is displayed: full name, age, date of admission, patient status, diagnosis, treatment regimen, data of the medical office/doctor who made the appointment, contact information. The medsync1 IC consists of directories and files, each of which has a specific function, or performs a specific task. The medsync1 IC uses the SQLite relational database version 3.30.1 to store, add, search and fetch information. Technical characteristics of the medsync1 IC: “Type and version of the database management” - A compact embedded relational database SQLiteof the version 3.30.14; “Database volume”: 13142 Kb when recording about ~ 10,000 patients. When creating the medsync1 IC, the following main technology stack was used: JavaScript programming languages, PHP 7.3.12.; HTML5, CSS3, json, XML, SVG data markup languages; SQL database query language (SQLite interpretation); NGINX 1.7.7 web server; SQLite 3.30.1 database server; HTTP protocol; JQery 3.4.1 library; PHP technology-FPM, ajax, XPath, RegExp, Gzip; Chromium-based web browser. The minimum system requirements for using the system are: a PC based on Intel Core2Duo

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2 Ghz; 2 Gb RAM; 1 Gb of free HDD space; Windows 7 OS; a monitor with a resolution of 1366 × 768; a keyboard, a mouse; a laser printer.

4 Discussion In our opinion, the content of smart business in otolaryngological practice should include 5 blocks (Table 1). Table 1. Smart business content in otolaryngological practice Subject

Informational content

Patient

Automated patient database, directory

Doctor

Automated workplace of an otolaryngologist, reference books of medicines, diagnoses, and other medical organizations

Organization

Website of a medical organization

Clinic administrator

Automated workplace of the administrator

Source: authors.

Currently, various systems of digitalization of processes are used in the medical business, including: Renovatio - an online system for automating administrative and diagnostic processes in medical and preventive institutions; “methods” - a platform for organizing the work of a private medical and dental clinic, allowing effectively organizing the work of the clinic. Infoclinic is a full-featured medical information system for managing a polyclinic, hospital, medical center and a network of medical institutions; Medesk is a medical platform for effective clinic management, including online recording, working with protocols and laboratories in one window, electronic medical records, online doctors’ schedules, automatic reminders, warehouse, analytics and reporting; Medmis is a cloud - based medical management system for a private clinic. Easy interface, flexible configuration, convenient schedule of doctors, mobile version, integration with the site. All the presented ICS are suitable for both small clinics and private practicing doctors, as well as for large medical clinics/hospitals with the number of medical workers and service personnel clearly more than 1 person. The mentioned medical IC are characterized by a high level of integration, high complexity, the need for training to work with an information system. To ensure the operation of these medical IC, service personnel, a full-time system administrator, perhaps even an IT department is required. The use of these IP in the private practice of 1–2 doctors, or a small medical campaign is not justified, since it entails a large non-core load (overhead) on a practicing medical specialist: the need to study for a long time to work with complex medical IC, the presence of many unused functions in medical IC, multiple integrated functionality that is redundant, or, by definition, a small clinic or a doctor who practices in 1 direction of medical activity does not need.

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The trends of using this approach in medical IC (complexity, high level of integration, abundance of non-core functionality, complexity of deployment, administration, maintenance, the need to use industrial server equipment) are quite understandable, but this inevitably leads to a complication of the use of medical IC in small private medical practice. Private doctors and small medical offices are deprived of the opportunity to apply such systems in practice, because they are deterred by the bulkiness, redundancy, and cost of implementing such solutions. For these reasons, micro-medical enterprises consisting of 1–2 doctors often completely abandon the introduction of such medical information systems and conduct document flow in the old way: they write out statuses on paper, they keep only a paper archive of patients. There is a problem: it is difficult and expensive for private doctors to implement and maintain modern medical IC, and at the same time, it is also impossible not to implement medical IC and continue working “with paper”, because the informatization of medical practice gives too many advantages, both for the doctor and for the patient. The medsync 1 IC is designed to solve exactly these problems. The medsync 1 IC implements the minimum necessary functionality to ensure patient accounting, maintaining and storing patient medical history, issuing, storing and printing prescriptions and treatment protocols, searching through the patient database and treatment protocols. The medsync 1 IC allows micro-medical enterprises and private doctors to get the main advantages of using medical IC without paying too much for it (both financially and in time equivalent). Ease of implementation, low cost of ownership, modularity, ease of use, flexibility, medical IC medsync1, allows any doctor, in modern conditions, to engage in private practice and successfully compete for a patient not only with similar small medical enterprises, but also with public hospitals and large private clinics. The algorithm for working with an automated program includes: 1. Collection of patient data; 2. Obtaining informed voluntary consent from the patient; 3. Entering data into the database; 4. Implementation of the diagnostic algorithm; 5. Formation of a treatment plan based on drug reference books and clinical recommendations; 6. Construction of an individual clinical route of patient observation. It should be noted that it is important to establish teamwork of all participants in the business process of providing otolaryngological care to maximize the efficiency of the software tool. The dynamics of the performance parameters of the private otolaryngological office before and after the introduction of the new digital platform is presented in Table 2. As can be seen from Table 2, after the introduction of the new digital platform, patient satisfaction with the care provided increased by 11%, the share of positive treatment results increased by 10.0%, profit per unit of services by 85.0%, the share of cases with polypharmacy decreased by 4 times, cases of incorrectly diagnosed deceases decreased by 1.5 times, average variable and transaction costs decreased by 25.0% and 100.0%, respectively (p < 0,05).

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Table 2. Dynamics of performance parameters of a private otolaryngological office Performance parameters

The level of indicators

The reliability of differences in indicators according to the t criterion

Before

After

Patient satisfaction, in %

90.0

100.0

p < 0,05

Average waiting time for admission by patients, min

10

5

p < 0,05

The proportion of cases of polypharmacy, in %

12.0

3.0

p < 0,05

The percentage of cases of incorrect 5.0 diagnosis, in %

3.0

p < 0,05

The percentage of positive treatment 90.0 results, in %

99.0

p < 0,05

Average variable costs for 1 case of assistance, rub

1800

1350

p < 0,05

Profit per unit of services rendered, rub

200

370

p < 0,05

Transaction costs, rub

180

90

p < 0,05

Source: authors.

5 Conclusion Based on the results of the study, the following conclusions can be drawn. The quality of business processes in medical organizations that provide medical care to children with an otolaryngological profile may decrease due to the insufficiently developed content of digital technologies for registering patient data management, diagnostic and treatment technologies, patient information, and costs. According to the results of the study, the share of the process of “consulting and informing the patient” in the structure of defects is 45.0%, the process of “medical activity” is 35.0%, the process of collecting information about the patient’s status and diagnostic results is 10.0%, the process of dynamic patient observation and invitation to an appointment is 5.0%, the process of “cost accounting” is 5.0%. The content of a smart business in otolaryngological practice should include 5 blocks: an automated database of patients, a reference book, an automated workplace of an otolaryngologist, reference books of medicines, diagnoses, other medical organizations, a website of a medical organization, an automated workplace of an administrator. On the basis of a private children’s otolaryngological office, an information system was created and implemented “Database for the formation of a register of information about patients receiving pediatric otolaryngological care for its use in outpatient polyclinic organizations of the non-governmental healthcare sector (IC medsync1)”. Medsync1 is designed for patient accounting, maintaining and storing patient medical history, issuing, storing and printing prescriptions and treatment protocols, searching through the patient

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database and treatment protocols. The medsync 1 IC implements the minimum necessary functionality to ensure patient accounting, maintaining and storing patient medical history, issuing, storing and printing prescriptions and treatment protocols, searching through the patient database and treatment protocols. The medsync 1 IC allows micromedical enterprises and private doctors to get the main advantages both in financial and in time equivalent. After the introduction of the new digital platform, patient satisfaction with the care provided increased by 11%, the share of positive treatment results – by 10.0%, profit per unit of services by 85.0%, the share of cases with polypharmacy decreased by 4 times, cases of incorrectly diagnosed deceases decreased by 1.5 times, average variable and transaction costs decreased by 25.0% and 100.0%. The introduction of smart business elements into the practice of medical organizations, taking into account their profile and the size of business structures, based on the development of automated programs, can significantly improve both clinical and medical and social efficiency. Ease of implementation, low cost of ownership, modularity, ease of use, flexibility, medical IC medsync1, will allow any doctor, in modern conditions, to engage in private practice and successfully compete for a patient not only with similar small medical enterprises, but also with public hospitals and large private clinics.

References 1. Batrakova, L.G.: Development of digital economy in Russian regions. Socio Polit. Res. 1, 51–64 (2019). https://doi.org/10.24411/2658-428X-2019-10338 2. Boyko, E.L.: Digital health. Bull. Roszdravnadzor 3, 5–8 (2018) 3. Budzko, V.I., Schmidt, A.V.: Problems of digital transformation of the healthcare system. High Availab. Syst. 3, 5–26 (2019). https://doi.org/10.18127/j20729472-201903-01 4. Chernykh, E.E.: Artificial intelligence in the Russian healthcare sector: current situation and criminal and legal risks. Vestnik St. Petersburg Univ. Ministry Internal Affairs Russia 4(88), 127–131 (2020). https://doi.org/10.35750/2071-8284-2020-4-127-131 5. Kaminskaya, A.A., Konev, A.M.: Informatization of the healthcare sector in the Russian Federation. Sci. Through Prism Time 5(14), 72–75 (2018) 6. Kurakova, N.G., Tsvetkova, L.A., Cherchenko, O.V.: Artificial intelligence technologies in medicine and healthcare: Russia’s position on the global patent and publication landscape. Inf. Technol. Phys. 2, 81–100 (2020). https://doi.org/10.37690/1811-0193-2020-2-81-100 7. Lugovkina, T.K., Gorshkov, S.V.: Information technologies to improve quality of clinical practice: analytical review. Soc. Aspects Popul. Health 66(4), 12 (2020). https://doi.org/10. 21045/2071-5021-2020-66-4-12 8. Sbitneva, A.E.: «Smart» hospital as a healthcare innovation. Top. Issues Mod. Econ. 10, 88–93 (2020) 9. Strelchenko, O.V., Voevoda, M.I., Zaigraev, A.L., Chernyshev, V.M.: Informatization as the most important factor in the successful development of healthcare facilities. Siberian Sci. Med. J. 39(2), 110–115 (2019). https://doi.org/10.15372/SSMJ20190216 10. Stvolygin, A.V., Polyakov, B.A., Mushnikov, D.L., Ayupov, R.R.: Methodological aspects of health awareness among patients. Educ. Bull. “Consciousness” 16(4), 14–16 (2014) 11. Tikhomirova, A.A., Kotikov, P.E.: Digital medicine - a new level of development of Russian healthcare. Sci. Alley 8(5(21)), 779–782 (2018) 12. Tsomartova, F.V.: Robotization in healthcare: legal perspective. Health Care Russian Federation 64(2), 88–96 (2020). https://doi.org/10.46563/0044-197X-2020-64-2-88-96

Transdisciplinarity of Strategic Business Management P. M. Gureev, V. N. Grishin(B) , and A. A. Fayustov State University of Management, Moscow, Russia {vn_grishin,aa_fayustov}@guu.ru

Abstract. The paper investigates problems of business management based on the use of transdisciplinary methodology. Setting business development goals and the process of implementing management impacts are goals of strategic management. Of course, the effectiveness of these processes depends on the validity of the goals, the nature of the management impacts of the management system and the timeliness of their implementation. The analysis of the strategic management process shows that quite often its results depend on the intuition of managers who can make strategic decisions without proper scientific study of the issue on the agenda. At the same time, the scientific nature of strategic decisions involves the use of methods whose complexity is commensurate with the strategic management itself. The use of a transdisciplinary approach makes it possible to give strategic management a certain normative character, which makes it possible to increase its scientific validity. Keywords: Business development process · Business temporality · Goal setting · Life cycle · Strategic management · Transdisciplinarity

1 Introduction Management of the enterprises functioning assumes that the management system implements the goal-setting process, as well as the processes during which these goals are realized. These processes affect all the management functions of the organization and enable the development of a management system of measures that ensure the implementation of measures to change the structure and functions of the organization. It is obvious that for operational management, goal-setting issues are determined by the experience of managers. With large time horizons of planning, goal setting presents significant difficulties due to the fact that the nature of possible changes in the entire “organization” system is multivariate and not so obvious. In addition, an error in determining the purpose and time of improving measures can lead to negative (catastrophic) consequences for the organization. There is no doubt that the globalization of economic development significantly complicates the process of strategic management of organizations, while the level of digital transformation of economic processes does not solve the issues of managing strategic development using economic, mathematical methods and artificial intelligence. © The Author(s), under exclusive license to Springer Nature Switzerland AG 2022 S. I. Ashmarina et al. (Eds.): Proceedings of the International Scientific Conference “Smart Nations: Global Trends In The Digital Economy”, LNNS 398, pp. 153–159, 2022. https://doi.org/10.1007/978-3-030-94870-2_21

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A lot of scientists and practitioners of strategic management have been engaged in solving problems related to the time frame of strategic management of organizations. This has led to the uncertainty of definitions related to the time periods of the organization’s development, called by different researchers stages of the life cycle or phases (periods) of the organizational development. At the same time, it is quite obvious that a certain predisposition to organizational changes and a certain cyclical nature of events are inherent in the time periods of the organization’s development [6]. It is also obvious that there are no recommendation standards, which makes it impossible to determine with sufficient accuracy the time periods for planning and implementing management measures. Thus, the problem of the temporality of innovations is not solved. In this study, an attempt is made to find methods for solving the problem of temporality of innovative strategic business management of an organization based on the use of methods of transdisciplinary methodology [14].

2 Methodology In the 80s of the twentieth century, society gained knowledge that multifactorial issues of the development of economic relations can be solved only using disciplinary, inter-and multidisciplinary research methods [13], since complex multifactorial problems within the framework of interdisciplinary and multidisciplinary approaches almost always “crumble” into disciplinary components, as a result of which it has become easier to formulate problems, but it is almost impossible to solve them effectively [8, p. 125]. As a result of the development of scientific approaches, a transdisciplinary methodology was born [1]. This methodology has predetermined new opportunities for the formation of management methods for various socio-technical systems, including business organization ones. The concepts “disciplines”, “between”, “multi-” and “transdisciplinarity” are close, but there are some conceptual differences between them (Table 1). The use of Table 1. Content of disciplinary, inter -, multi – and transdisciplinary scientific approaches Scientific approach

Content of scientific approach

Disciplinary approach

Scientific worldview within the existing (local) picture of the world

Interdisciplinary approach

Scientific worldview in the direction of enriching the knowledge system (knowledge development), the language and methodology of a scientific discipline using the knowledge, language and methodology of another scientific discipline

Multidisciplinary approach Expanding the worldview of science in the direction of creating a whole image of the research object Transdisciplinary approach Expanding the worldview of science in the direction of obtaining a complete image of the research object and its behavior in the external environment, which is not limited to the capabilities of one specific scientific discipline Source: authors based on [11].

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a transdisciplinary methodology gave an opportunity to look at the management results taking into account the internal potential of business ideas and temporal features of the life cycle of the business system in the organization [11]. As a rule, in business activities, decisions are made on the basis of economic criteria, such as profit or loss. At the same time, quite often the basis for making business decisions can be the intuition of an entrepreneur and “family consulting” [3]. This approach manifests itself in ignoring the general laws of the organization’s development which leads to the low efficiency of strategic management decisions. Also, practice shows that the organization develops and operates using patterns that characterize the internal features of a particular business [1]. The existing in management representations of economic laws make it possible to understand the “rules” of business development and implement management decisions based on them. Here are some of these categories. 1. The product life cycle is a temporal period characterized by the presence of demand for the product, which allows it to be sold, and this, in turn, allows the organization to receive income. The manufacturer of the product has to know in what period of time (quantitative and qualitative) his product will be in demand on the market. To do this, he must be able to determine the appropriate stage of the product lifecycle. Of course, an organization that replaces an old (mastered) product with a new one is forced to spend additional resources, which is predetermined by the need: - application of new types of equipment and technologies; - installation of equipment that enables the implementation of a new technology; - purchase of new types of raw materials and components; - retraining of the organization’s personnel, etc. At the same time, the organization, assuming the production of new products, knows that “its products, services, and the business itself will one day “grow old”. This is not a secret. But the statement of “aging”, as a rule, is a surprise for a businessman” [10, p. 2]. 2. The business life cycle is a temporal period (time interval), which is characterized by the appearance of a new business idea, its implementation, transformation and final liquidation. A certain business is created, develops, finds and conquers its market niche, stabilizes, stagnates (does not develop and does not shrink, i.e. is in equilibrium with the unchanging surrounding market environment), possibly shrinks and finally ceases to exist [15]. At the same time, it should be borne in mind that the main characteristics that affect the “aging” of a business arise during its normal functioning due to: - physical (moral) obsolescence of equipment; - the emergence of new, more progressive technologies; - the emergence of substitute goods (substitutes), etc.

3 Results Classical strategic management is applicable not for business organization, but for ideas about the foundation of a fundamentally new (continuation of an existing) business that is

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able to meet the needs of customers. Naturally, over time, the potential of a business idea decreases, which affects the potential of the business and causes objective (subjective) problems of business functioning. As a result, the problems that arise may contribute to a decrease in the volume of sales of products and are the reasons for a decrease in the volume of production, that is, there is a possibility that the business may be liquidated. Thus, it is possible to formulate a hypothesis about the main task of the organization’s strategic management: timely management of the process of changing (transforming) the original business idea. Without any doubt, we can say that the development of technology for implementing a business idea in practice concerns not only technical, technological and production issues, but also affects the business management processes of the organization. That is, the management of the transformation of the original business idea is possible only when using such a category as a way to implement the business idea (functional principle of activity). “In strategic management… there are various directions that, although they share the general basic principles of the discipline, nevertheless place research accents in different ways, while highlighting certain methodological priorities” [2, p. 141]. But, in the absolute majority of scientific schools of strategic management, they believe that the main and mandatory stages of the business life cycle are its origin, development, maturity, decline and death. Therefore, such a basis of strategic management prescribes a mandatory death for business [10]. Thus, the business life cycle can be characterized by an increase (lengthening) of the stage of business “survival”. At the same time, we often don’t pay attention to the fact that business takes on a lot of impact factors, the nature of which is completely diverse. These can be economic, technical, social, environmental and other factors. In addition, the increase (lengthening) of the “survival” stage makes it difficult to implement management functions, which include planning, organization, motivation and control of the business. In addition, the hypothesis suggests that the lengthening of the duration of some stages of the business life cycle is possible with corresponding reductions of other stages, that is, the total duration of the business life cycle does not change. If we follow the logic of the generally accepted life cycle model, then the “artificially extended” stage of “maturity” can be followed by a short stage of “sharp decline” and an instantaneous stage of business “death” [10, p. 5]. In addition, it can be stated that in the scientific economic community, there is a clearly or covertly presented idea that both successes and failures in socio-economic development cannot be adequately assessed from the perspective of modern economic science [9], since the subject of economic science is not social and natural objects (phenomena). At the same time, these objects (phenomena) have a huge impact on the business development of organizations. From the standpoint of the transdisciplinary methodology, the indicators that determine the current position of the organization are associated with the periods of business development, which can include: – the birth of a business – the emergence of a business idea; – business growth – implementation of the business idea; – business maturity – improving the business idea;

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– aging and decline of business – aging of the business idea, leading to a drop in demand for the business product; – death of business is the final discrediting of business ideas. For successful businessmen, business “does not age and dies”, but “dynamically transforms” in accordance with its regulatory parameters and individual characteristics [10, p.7]. The regulatory parameters of business development that do not change in the process of its development include: – – – – – –

the duration of the business development life cycle; critical points (points-attractors) of business development; control points (status points) of business development; duration of business development stages (periods); characteristics (signs) of innovative business transformations; the order and principles of business idea transformation.

Determining the regulatory parameters of business development involves the use of a “Transdisciplinary Innovation Map” [12] – an important tool used in strategic planning of business development, designed to calculate: – regulatory periods of business development – periods of transformation of the organization’s business; – the duration of the business life cycle. The elaboration of a transdisciplinary innovation map is predetermined by the knowledge of the periods of business predisposition to possible innovative transformations. Moreover, these transformations will differ in features that differ in the intensity degree and radicality of innovative measures. To determine the intensity and radicality of innovations, it is proposed to apply the classification of Valenta, which fully corresponds to the transdisciplinary methodology [16]. The transdisciplinary innovation map is based on the assumption that there are cyclical periods in business development in which the business is predisposed to transform a certain plan [7]. Therefore, the managerial impact on the business should be within the framework of this predisposition, since otherwise it will be little or ineffective.

4 Discussion The use of a transdisciplinary approach makes it possible to connect business development with the timing of temporal periods of business development: to connect a transdisciplinary model of an information unit reflecting the structure of development periods in statics, with a transdisciplinary impulse development model, showing the dynamics of business development. Using this methodology, it is possible to develop a multiplex of development waves [6] – a set of waves describing the business development. Moreover, applying the Elliott wave theory [5], we can say that the nominal ratios between these waves have an error of about 10%.

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Based on the transdisciplinary methodology, we can suggest that the use of Elliott wave theory allows us to calculate a business development model. This model determines the regulatory duration of business development, as well as the dynamic characteristics of the process. At the same time, using the principle of universal proportionality of phenomena (events), it is possible to calculate all the wave characteristics of the temporal model of business development. To test the proposed hypotheses, an analysis was made of the development of enterprises related to the radio-electronic [17], automotive [6] and pharmaceutical industries [4]. This analysis has shown that in the development of organizations in these industries, there is a fairly large coincidence of eventfulness with the temporal periods of business development, that is, studies have proved a high correlation between the applied managerial influences and the temporal periods of their implementation.

5 Conclusion Summing up the above, it can be noted that a transdisciplinary approach to strategic management allows us to successfully solve issues related to determining the nature and quality of managerial impacts on business. The use in the practical work of managers of transdisciplinary knowledge about the periods of business predisposition to innovations of various nature, as well as knowledge of their sequence and expected duration, allows us to take a new look at the process of strategic management of the organization. The application of a transdisciplinary approach in strategic management can act as a methodological tool, with the help of which it becomes possible to determine the temporal predisposition of a business to events occurring in the “science – technology – production” chain and to establish the most optimal time intervals for the following events. 1. Organization of scientific development of innovative progressive technology and assessment of the possibility of its implementation. 2. Monitoring the market and calculating the probability of similar products appearing on it. 3. Reengineering of production business processes. 4. Development of technology for the disposal of products that have reached physical and / or moral obsolescence. The existing tools of strategic management make it possible to determine the overall complexity of the above-mentioned works, but does not give answers to the question: when and in what quantity it is necessary to attract or mobilize the resources available to the economic entity. A transdisciplinary approach will eliminate this disadvantage, which, of course, will have a positive impact both on the effectiveness of the strategic planning process itself and on the efficiency of the business as a whole, which will be provided with a time-balanced chain of activities necessary for the implementation of innovations. Acknowledgements. The team of authors thanks the State University of Management for the opportunity to conduct research on the issues of transdisciplinarity of strategic management and

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hopes that their work will be useful in the development of the theory and practice of business management.

References 1. Aguilar, H.A.G.: Interdisciplinary knowledge as a preamble to transdisciplinary theory: reflexions about a published article. Revista Habanera de Ciencias Medicas 16(6), 1018–1019 (2017) 2. Brazhnik, M.V.: Scientific schools of strategic management: Classification options. Probl. Mod. Econ. 3(31), 141–144 (2009) 3. Electronic Library «Science and Technology»: How to make the most important business decisions (2003). http://n-t.ru/nv/2003/1110.htm. Accessed 11 Apr 2021 4. Filonchik, V.S.: Temporal factors in planning the innovative development of pharmaceutical companies. Basic Res. 11(6), 1355–1358 (2014) 5. Frost, A.J., Prechter, R.R.: Elliott Wave Principle: Key to Market Behavior. Wiley, New York (2001) 6. Gureev, P.M., Mokij, M.S.: Using a Transdisciplinary Systems Approach in Innovation Management. Publishing House of the State University of Management, Moscow (2015) 7. Gureev, P.M.: Fundamentals of the Methodology for Studying the Temporality of Innovation. Publishing House of the State University of Management, Moscow (2013) 8. Mokij, M.S., Gureev, P.M.: Transdisciplinary methodology in planning and forecasting the development of economic systems. In: Young Science of Russia: Economics, Management, Law, Sociology and Pedagogy, pp. 125–128. Volgograd Scientific Publishing House, Volgograd (2012) 9. Mokij, M.S.: Transdisciplinary Methodology in Economic Research: Doctoral Dissertation. Plekhanov Russian Academy of Economics, Moscow (2010) 10. Mokij, V.S., Kuhnovec, E.A.: Transdisciplinary aspect of strategic planning and business management (2004). https://portalus.ru/modules/economics/rus_readme.php?subaction=sho wfull&id=1263887001&archive=&start_from=&ucat=&. Accessed 11 Apr 2021 11. Mokij, V.S., Luk’yanova, T.A.: From disciplinarity to transdisciplinarity in concepts and definitions. Universum Soc. Sci. 7(25). http://7universum.com/ru/social/archive/item/3435. Accessed 11 Apr 2021 12. Mokij, V.S., Luk’yanova, T.A.: Interdisciplinary interactions in modern science: approaches and perspectives. Econ. Sci. Mod. Russia 3(78), 7–21 (2017) 13. Onaindia, M., Peña, L., Fernández de Manuel, B., Viota, M., Ametzaga-Arregi, I.: Cocreation of knowledge for the inclusion of the ecosystem services approach in the landscape management planning in the Basque Country. Ecosistemas 29(1), 19–34 (2020) 14. Paras Fernandez, M., Lopez Caloca, F.: Transdisciplinar meta-design for geomatics applications. In: Callaos, N.C., Savoie, M., Tremante, A., Sanchez, B. (eds.) WMSCI 2017 - 21st World Multi-Conference on Systemics, Cybernetics and Informatics, Proceedings, vol. 1, pp. 48–53. International Institute of Informatics and Systemics, Winter Garden (2017) 15. Stepanova, T.E., Manohina, N.V.: Methodological innovations in economic science. Creative Econ. 10(3), 321–340 (2016) 16. Valenta, F.: Management of Innovations. Progress Publishing, Moscow (1985) 17. Zhidkova, M.I.: Transdisciplinary model of the time unit of order in enterprise development planning. Int. Student Sci. Bull. Electron. Sci. J. 3 (2014). https://eduherald.ru/ru/article/view? id=11885. Accessed 11 Apr 2021

Motivation of Project Teams in the Conditions of Remote Work T. F. Chernova1(B) , N. V. Titova1 , and D. Ciric2 1 State University of Management, Moscow, Russia 2 University of Novi Sad, Novi Sad, Republic of Serbia

[email protected]

Abstract. This contribution is devoted to the consideration of issues on the project team motivation in the conditions of remote work. Specific features of companies are revealed, the authors discuss aspects of falling motivation in project teams during remote work and the possibility of increasing it due to non-monetary incentives, analyze the scientific literature of domestic and foreign scientists in the field of project management. As a result of the study, the authors come to the conclusion that project teams in the framework of remote work reduce their motivation. It is necessary to increase motivation both in advance (before switching to remote work or before the start of the project), while working on the project. Keywords: Motivation · Project management · Project team · Remote work

1 Introduction Modern conditions of economic activity are characterized by great variability and instability, fragmentation and customization of the commodity space, a short time horizon and intensive cooperation of independent economic agents. In such conditions, projects and the organization of economic activity in the form of project-oriented activities are becoming increasingly important. This is due to the key features and characteristics of the projects. The organization of work in the form of project execution is of a limited temporary nature. The project is aimed at meeting the needs of a specific customer, and not an impersonal consumer. During the course of the project, changes may occur that require a quick response to them. The projects involve professionals from different fields of activity. The organization of the work of project teams is not vertical, but horizontal. Structures with a small number of hierarchy levels are used, relationships are built on informal connections. In the work of project teams, a creative approach, the ability to self-organize come to the fore. One of the main tasks of project management today is the effective organization of the work of all members of the project team in a remote format. We have accumulated some experience in this format of work, which allows us to talk about both positive and negative aspects of remote work.

© The Author(s), under exclusive license to Springer Nature Switzerland AG 2022 S. I. Ashmarina et al. (Eds.): Proceedings of the International Scientific Conference “Smart Nations: Global Trends In The Digital Economy”, LNNS 398, pp. 160–166, 2022. https://doi.org/10.1007/978-3-030-94870-2_22

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2 Methodology The contribution is based on the work of the American scientist, economist, professor of psychology and behavioral economics Arieli [2, 3]. This scientist put forward the concept of the importance of non-material motivation in labor productivity. A number of studies have shown the importance of such factors as recognition of efforts and work results, the meaningfulness of work, the possibility of a creative approach. The authors analyze works of domestic and foreign scientists in the field of project management [4, 5]. The research results on the practice of using the remote format of work of domestic and foreign companies were also used (for example, such IT technology leaders as IBM).

3 Results Project-oriented activity differs from traditional forms of production organization or services provision. Projects allow you to create unique results for specific requirements of specific customers. The products created by design organizations are characterized by a large degree of diversity. This activity is characterized by instability, the possibility of frequent changes and a low degree of standardization. Project-oriented companies are characterized by the use of not very complex and cumbersome levels of hierarchy and management. Horizontal links and integration prevail in such companies, open relationships and informal communications are of great importance. Specialists from various industries usually work on the project, which contributes to the exchange and transfer of knowledge and experience. Projects have clearly limited time frames, therefore, the composition of project teams is constantly changing. Projectoriented companies are also characterized by a large number of project participants, so it is necessary to build relationships with a large number of partners [9]. The composition of participants varies from one project to another. It is also possible to note such a feature as the speed of response to emerging changes in demand, competition, general economic situation in the country or region. Companies that implement projects on an ongoing basis react much faster to emerging changes [7]. Another specific feature of project management is the organization of work on the project in the form of teams. The success of the entire project often depends on the work of the project team. A team is a united group of people working together to achieve a common result. In the project team, common goals aimed at achieving a specific result should come first, and the personal goals of each team member, ideally, should be subordinated to the implementation of common tasks. When working with such teams, initiative, the ability to self-organize and creativity come to the fore. Communication in such project-oriented companies is horizontal, informal. At the same time, formal communications are not canceled, but priorities are shifted towards self-government. It is necessary to work on the formation and development of the project team. Working in an effective team has additional advantages: there is a synergistic effect from working together, non-standard, creative thinking develops, a sense of satisfaction with the achieved results appears and motivation increases [1]. One of the topical issues at the moment is the organization of effective work of project teams in a remote format. Before the pandemic, a small number of companies used the

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remote format in the organization of professional activities, but only the most progressive and advanced ones [10]. The pandemic has forced almost all areas of professional life to be transferred to a remote format. This became possible only thanks to the development of information and digital technologies to a certain level [8]. Such technologies should include, first of all, chat platforms. Even before the pandemic, people spent most of their time communicating in a remote format. Social networks and messengers provided an excellent opportunity not only for personal, but also for business communication. Chats allow you to exchange up-to-date information in real time and respond to any changes in a timely manner. Members of the project team can be aware of all the events taking place and, at the same time, not be physically in the same office or classroom. The use of chats in project management, and not only in this area, significantly increases the level of effective communication between all project participants. Another digital technology tool that allows you to effectively organize work in a remote format is cloud technologies. The use of cloud technologies allows you to store the necessary information and provide the access to it for all project members, as well as process this information and even develop the necessary software for the requirements of each specific project or team. The use of chat platforms and cloud technologies provide project managers with increasingly broad and diverse opportunities to organize the activities of all team members. All these digital technologies make it possible to increase productivity within team groups and the accountability of each team member, since it becomes possible to record the contribution of each team member to the project [8]. The organization of work in a remote format has a number of advantages. Companies can use their staff more flexibly. Some employers introduce an additional day off, that is, the working week will consist of 4 days. This will allow you to organize the work of all staff more flexibly and load resources more evenly. This applies primarily to large cities and megacities. The remote format of work will contribute to a more even distribution of transport and passenger traffic. If some employees work remotely, offices can save electricity and other resources, as well as reduce the share of expenses for rent payments or the maintenance of their own real estate. Some politicians, such as the Prime Minister of New Zealand, believe that a four-day working week can contribute to economic growth, labor productivity and improve the balance between personal life and work. If employees can spend more time with their families, play sports and implement other types of social activity, all this will contribute to a more harmonious and balanced development of society. But there are also negative aspects of working in remote mode. Our country has already accumulated its own experience, although the country has been working closely in a remote format for only one year. But in the West, this format was introduced and used since the beginning of 2000. Moreover, the transition to remote work was carried out gradually, and mainly in IT companies, that is, companies most prepared for such a transition. And even in such companies, about 30% of employees cannot adapt to remote working conditions. According to official research [6] by the beginning of 2019, approximately 48% of employees of American companies worked remotely, at least once a week.

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This experience has been used for quite a long time and already, starting from the 2010s, a negative attitude towards remote work began to arise. A lot of well-known companies have become less willing to use this format of organizing work. And in 2017, the pioneer of this field, IBM returned its employees to the office. This experience of using the remote format allowed us to conduct a number of studies and deduce the main negative aspects of remote work. These include: – – – – –

deterioration of interaction between employees; lack of a sense of “live”, direct communication; drop in the staff motivation and reduced productivity; deterioration of the exchange of knowledge and experience within the team; problems when communicating with customers.

These studies have shown that long-term remote work causes employees to feel social and professional isolation, and as a result, this is a decrease in self-confidence. The possibility of knowledge exchange between employees and team members is also reduced. The lack of “live” communication and direct contact greatly affects the ability to think creatively. Brainstorming, in which the team develops new ideas, looks for ways to solve the problems that have arisen, gives its best results precisely with the direct, “live” participation of all team members [6]. The remote format does not allow to fully replace direct communication, communication in the remote access does not allow you to feel the energy of team members, which significantly reduces the creative abilities of the group [12]. Remote work involves the trust of the parties and the ability of employees to be independent. Many employees who were transferred to remote work complained that now the work takes all the time and even weekends. It is difficult for people, being in a home environment, to organize their work schedule effectively, so that there is time for both personal and social life. Studies of the practice of remote work show that about 30% of employees cannot effectively organize their working time on their own and are forced to work more to do all the necessary work [11]. Not all tasks can be performed equally effectively at home and in the office. Productivity suffers the most where it is necessary to work with people and physical objects. Some types of professional activities cannot be translated into a remote format at all. These studies show only the experience of using remote work in normal conditions. Employees were transferred to the remote format voluntarily and not for a full working week. The choice often depends on the circumstances of each employee: family situation, health, travel time to work. The situation with the pandemic forced employers to use this format of work. Moreover, there were difficulties both of a technical and psychological nature. And, of course, this caused a shock reaction among almost the entire working and studying population. The situation was also aggravated by fear for the own lives and lives of the family members. Only the understanding that this is a temporary and necessary measure supported the internal resources of the staff. We can say that the psychological experience of the mass transition to the remote format of work and training was clearly negative. From all the above, the following conclusions can be drawn. Remote organization of work does not always give only positive effects. It is necessary to constantly work

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on the correct construction of remote work. Most of all, when working remotely, it is necessary to devote time to maintaining motivation and socialization.

4 Discussion Motivation is usually divided into external and internal forms. External motivation includes various incentives: these are salaries, bonuses, incentive payments, and so on. Internal motivation is directly related to the type of professional activity, it includes interest in the work itself, the desire for creativity, self-realization and self-learning. The participants of the project group have different motivations, due to the differences in people’s personal qualities, goals in life, life situation, etc. The project manager should be able to feel the mood of his team and competently motivate his employees to work and achieve the project goals. Arieli conducted a number of experiments on the perception of the meaningfulness and value of the daily work that ordinary people do [3]. One of the experiments was that two groups of volunteers were asked to assemble a robot from a Lego constructor. The participants determined the number of collected products independently. After the participant from the first group assembled the robot, it was put on a shelf for everyone to see, and the participant could assemble the next one. All the collected toys were put on the shelf until the participant voluntarily completed the assembly. After the participant announced that he would no longer assemble robots, all his products were disassembled for the next participant. In the second group, the conditions were slightly different. As soon as the participant collected the first toy, the observer immediately disassembled it before his eyes and offered to assemble it to a new one. As a result of the experiment, the first group collected an average of 5 robots more than the second. Based on the experiment, the researchers concluded that seeing the results of their work, even for a short time, is very important for the participants, it increases the labor productivity and internal motivation. Meaningful and expedient work allows you to save financial resources. During this experiment, the researchers wanted to further find out whether love and interest in Lego affects productivity and motivation of work. It turned out that in the first and second groups there was an equal number of participants who liked to play this constructor. But this love did not explicitly affect the motivation in the second group. It can be concluded that if people who love their type of activity are placed in meaningful working conditions, then the pleasure of the work itself will become their main motivation. But if the same people are placed in conditions of meaningless labor, then you can quickly kill their love and interest in their occupation. Even a high monetary reward in the conditions of meaningless work cannot raise the interest and motivation of employees [14]. In another experiment, participants were asked to solve simple logical problems. For each solved part, a monetary reward was offered, but for the next part less than for the previous one. The participants of the first group signed their works and handed them to the observer, who made approving sounds and put the works in a pile. The participants of the second group did not sign up and the observer, without looking, dumped all the work in a pile. As soon as a participant from the third group passed the work, the examiner,

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in front of the participant, sent it to the shredder. As a result, people who had their work destroyed in front of their eyes demanded twice as much money as those whose work was noticed. Moreover, the participants from the second group demanded almost the same amount of money for continuing work as from the third. The researchers concluded that ignoring the results of people’s work is almost as bad as destroying the results of their efforts in front of them. We can say that the less the results of our work are valued, the more financial resources we want for it. This experiment shows that it is not very difficult to increase the motivation of employees, it is necessary to have a positive assessment and approval of the results of their work from the manager and from other team members. In another experiment, participants were asked to assemble an origami figure. The first group worked according to the instructions, the second without instructions. Then the assembled product was offered to be evaluated by external observers and the participants themselves. In the first case, the participants rated their work five times higher than the observers. In the second case, this difference between the estimates was even greater. The researchers concluded that the more effort people spend on doing work and the more difficult the task they solve, the higher they themselves evaluate the results of their work and the greater the sense of satisfaction and pride from the achieved goals are [2].

5 Conclusion We can conclude that motivation does not directly depend only on monetary rewards. Many researchers of motivation note that if a certain stable income is guaranteed to the working population in society, then people try to find an interesting job that allows a person to self-actualize and develop creatively. The project manager should be aware that one of the most significant motivators for the members of the project team can be meaningful project activities aimed at achieving specific goals, in which the results of work are highly appreciated by both by all team members and the manager himself. The complexity of the tasks set and the uniqueness of the project can also be considered as a certain “challenge”, which allows you to motivate the team for high labor productivity [13]. Of course, at the same time, there should be open, partnership relations in the team itself. We can offer some tips on overcoming the negative impact of the remote format of work. Forced remote work reduces the employees’ sense of involvement in work, causes a feeling of loneliness and depression. To mitigate the consequences of social isolation, experts believe that it is necessary to allocate a certain amount of time allocated for video conferences, about half an hour, to social communication: discussing news, world events, personal issues, but not working moments. Also, managers should devote time to each employee and have the opportunity to talk to him personally, via videoconferences. All this contributes to the socialization of the team and allows you to maintain motivation for work.

References 1. Apenko, S.N., Romanenko, M.A.: Formation of personnel potential of innovative projects based on international professional standards. Actual Prob. Econ. 186(12), 244–252 (2016)

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2. Arieli, D.: Behavioral Economics. Mann, Ivanov and Ferber, Moscow (2012) 3. Arieli, D.: Positive Irrationality. Alpina Publisher, Moscow (2019) 4. Bubnov, G., Titarenko, B., Titov, S., Titarenko, R.: Increasing flexibility of risk management in it projects with isorisk curves and risk mapping. In: 5th International Workshop on Computer Science and Engineering: Information Processing and Control Engineering, pp. 314–317. WCSE, Los Angeles (2015) 5. Bubnov, G., Titarenko, B., Titov, S., Titarenko, R.: Isorisk curves as a tool for increasing flexibility of risk management in engineering projects. Contemp. Eng. Sci. 8(21), 991–999 (2015) 6. Ganzha, D.: Is remote work so effective? What research and the Chinese experience say (2020). https://upr.ru/article/tak-li-effektivna-udalionnaia-rabota/. Accessed 20 Mar 2021 7. Khalimon, E., Brikoshina, I., Guseva, M., Kogotkova, I., Nikitin, S.: National projects as a way to solve the problems of economic and digital disparities in different areas and regions. In: Obradovi, V., Todorovi, M. (Eds.), Proceedings of the 5th IPMA SENET Project Management Conference (SENET 2019). Advances in Economics, Business and Management Research, vol. 108, pp. 105–111. Atantis Press, Paris (2019) 8. Khalimon, E., Guseva, M., Kogotkova, I., Brikoshina, I.: Digitalization of the Russian economy: first results. In: Mantulenko, V. (Ed.), Proceedings of the International Scientific Conference GCPMED 2018 - Global Challenges and Prospects of the Modern Economic Development. The European Proceedings of Social and Behavioural Sciences, vol. 57, pp. 199–213. European Publishing, London (2019) 9. Lyalin, A., Zozulya, A., Eremina, T., Zozulya, P., Malyshkin, N.: Efficiency issues for managing priority national projects. In: Karabulatova, I.S. (Ed.), Proceedings of the International Conference on Man-Power-Law-Governance: Interdisciplinary Approaches, vol. 374, pp. 420–425. Atlantis Press, Paris (2019) 10. Maltseva, A., Klyushnikova, E., Veselov, I., Gridchina, A., Chernova, T., Soroko, G.: Modern approaches to the assessment of massive open online courses and its implementation on the example of courses for the Russian language studying. Amazonia Investiga 8(23), 222–236 (2019) 11. Orlov, A.: What even freelancers don’t like in the remote work (2020). https://blog.talenttech. ru/remote-plus-minus. Accessed 20 Mar 2021 12. Titov, S., Birukov, A., Vichodtseva, E.: Organizational culture and project management in India and Russia in the context of binational projects. TEM J. 9(2), 601–605 (2020) 13. Titov, S., Kurilov, A., Titova, N., Brikoshina, I.: Integrative assessment framework in blended learning. TEM J. 8(3), 768–774 (2019) 14. Varenov, A.V., Isaev, S.Yu.: Motivation of the Staff. Play or Work. Speech, Moscow (2012)

The Transformation of the Company’s Organizational Culture in the Context of Digitalization L. S. Vereshchagina1(B) , L. F. Popova2 , and S. A. Saninsky1 1 Saratov State Technical University named after Y.A. Gagarin, Saratov, Russia

[email protected] 2 Government of the Saratov Region, Saratov, Russia

Abstract. The contribution observes the transformation of the company’s organizational culture in the context of digitalization and the transition of the staff to a remote work based on diagnostics of the existing culture and the essential changers of the organizational culture in accordance with the management and personnel needs. The purpose of the study is to elaborate the economically grounded recommendations for the transformation of the company’s organizational culture in the context of digitalization. The object of the study is Saratov Information and Computer Centre of the Main Computing Centre of the Russian Railways Open Joint Stock Company’ branch. Research methods: documents analysis, questionnaires, interviews, statistical calculation. The diagnostics methods that were used in this work for studying the organizational culture allowed the authors to identify the main weaknesses of the company’s organizational culture. The authors have developed proposals for the efficiency improvement of online interaction with remote teams, have designed the performance indicators’ system for the HR department personnel and given recommendations for the trainings. Keywords: Culture · Diagnostics · Digitalization · Organizational transformation · Remote work

1 Introduction Management of human resources and social processes could not be dissociated from such a phenomenon as corporate culture. Unique integrative essence of category «organizational culture», an insufficiently deep and detailed study of all its components regarding to their application in Russian companies create certain cognitive difficulties in this issue and prevent effective management of local organizations. The issue of organizational culture has been studied by many scientists: Daft [6], Dennison, Nieminen & Kotrba [8], Deal & Kennedy [7], Cameron & Quinn [5], Schein, Schneider, Mason & Mitroff [9], Aksenovskaja & Bazarov [1], Aksenovskaya [2], Aksenovskaya & Glukhova [3], Bazarov & Karpov [4], etc. The subject of the study – the digital transformation of the company’s organizational culture by the case of Saratov Information and Computer © The Author(s), under exclusive license to Springer Nature Switzerland AG 2022 S. I. Ashmarina et al. (Eds.): Proceedings of the International Scientific Conference “Smart Nations: Global Trends In The Digital Economy”, LNNS 398, pp. 167–175, 2022. https://doi.org/10.1007/978-3-030-94870-2_23

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Centre of the Main Computing Centre of the Russian Railways Open Joint Stock Company’ branch. The object of the study - Saratov Information and Computer Centre of the Main Computing Centre of the Russian Railways Open Joint Stock Company’ branch (SICC). The main objective of the study is to elaborate the recommendations for the transformation of the company’s organizational culture in the context of digitalization based on the theoretical and methodological foundations and the organizational culture diagnostic. The purposes of the study are to review the theoretical and methodological foundations of the issue in the context of digitalization, to conduct the diagnostic of the organizational culture of the company under study, to identify the main weaknesses of the organizational culture of this company, to elaborate the recommendations for the digital transformation of the company’s organizational culture of Saratov Information and Computer Centre of the Main Computing Centre of the Russian Railways Open Joint Stock Company’ branch. The overview of the previous surveys and approaches reveals the main features of definition of the organizational culture as a set of values, norms of etiquette, customs and traditions common to a certain group of people, passed down from generation to generation. Notably, there is still no consensus regarding the definition of the essence of corporate culture. The organizational culture definition by Aksenovskaya is used in this study: the organizational culture is a complex ethicaldeterministic arrangement of interactions regulated and guided by a system of ethical meanings [1–3].

2 Methodology The study of the company’s organizational culture has been carried out on the basis of a systemic, synergetic, semiotic, humanistic, socio-psychological, cultural approaches. Based on the system approach organizational culture is considered as a system – an integral formation with special properties, consisting of specific characteristics (goals, tasks, functions, relationships, providing subsystems). Synergetic approach (theory of self-organization) is a continuation of the system approach, is seen as a new direction of system analysis which indicates a paradigm shift towards the engineering of complex socio-technical systems. From the point of view of semiotics organizational culture is a system of signs that makes sense in condition under terms of certain structural rules. The humanistic view of the organizational culture methodology is characterized by nonempirical research methods, a cognitive approach based on intuition and common sense, consideration of an integral personality included in the “context of life”. In sociopsychological approaches relations are considered as the interaction of people that in a certain way reflect each other and connected to each other. The culturological approach is based on the following principles: a) analysis of interpersonal relations based on collective processes of a higher level; b) the use of the components of culture to regulate these relations; c) study of the psychological system for regulating behavior using symbolic and ideological tools; e) consideration of the behavior of people in society taking into account the factors of the social space surrounded them. The methods of the organizational culture survey used in this study: 1) a method of intervention in the socio-psychological structure of relations; 2) an organizational culture diagnostics based on interviews and questionnaires; 3) an observation

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research; 4) the case study; 5) a document analysis; 6) the method of socio-psychological training. Organizational culture diagnostics was carried out using the following methods: Cameron’s & Quinn’s [5] framework of organizational diagnostics psychological characteristics. According to their research there are four different types of organizational culture: the clan culture, the adhocracy culture, the market culture, and the hierarchy culture [4]; Daft’s approach used for to assessment of corporate culture’ strengths and weaknesses [6]; Aksenovskaya & Bazarov order approach to the organizational culture analysis and assessment. The survey based on the approach of Aksenovskaya & Bazarov has involved 24 employees of the information and computing center [1]. The survey has been carried out in the organization under study in 2020 and has included: 1) a conversation with the head of the department and specialists of the SICC 2) staff questionnaire survey on the employees’ perception of the organizational culture in their organization.

3 Results The model of organizational culture of Russian Railways consists of three levels: 1) visible attributes and artifacts; 2) declared values; 3) real actions and beliefs of the personnel. There are ten basic ethical principles implemented by Russian Railways: to be a leader, to try at the job, to be proud of the title of an employee of Russian Railways, to focus on the result, to make well-informed decisions, to be a part of the whole, to declare a person in the first place, to follow the commercial interests of Russian Railways, to strive for new things, to rely on skills. The diagnostics of the strengths and weaknesses of the SICC’ organizational culture has been based on Quinn and Cameron’s framework, the approaches of Daft [6] and Aksenovskaya [2]. The strengths of the SICC’ organizational culture: – favorable quantitative and qualitative characteristics of the personnel of the structural divisions of Russian Railways including the SICC; – a regulated concept of the organizational culture of Russian Railways which consists of the levels (external attributes and artifacts, corporate values, real actions and beliefs of the personnel); – the development of the organizational culture’ core elements – efficiency, customer focus, effective communication, corporate environmental responsibility, directed on the company growth in new conditions and maintenance of its stability; – the social effects of company’s activities – interpersonal interaction, relationships with customers, partners and society; – a convergence of the traditions of mutual assistance, charity, responsibility, discipline, the corporate spirit of railway workers and the economic efficiency principles in the culture of Russian Railways; – the unified corporate ethical system and the authorized institution for business ethics has been functioned in Russian Railways more than 8 years; – the conditions and directions for the Russian Railways’ organizational culture transformation in effective one have been determined; – the personality of the leader and line managers are the most important elements of the development of the railway company’s corporate culture;

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– the organizational culture transformation at the level of the employee’s personality includes the work of each employee to improve their own efficiency. The weaknesses of the SICC’ organizational culture: – some planned performance indicators are not achieved (the plan of training for managers and specialists, the adherence to the Code of Business Ethics, the level of satisfaction and involvement); – employees cannot definitely describe the organization values and goals, do not completely understand the importance of consumers; – employees cannot clearly define their contribution to the organization goals achievement, do not understand the assessment methodology; – new recruits are not provided with neither positive, nor negative information about the organization, they have not the opportunity to make an informed choice about the appropriateness of work in the organization; – many employees believe that the main criteria for an employee’s transition to a new step in the hierarchical ladder are intrigue and acquaintance and not professional; – individual development plans are drawn up only for employees included in the personnel reserve and they are formal; – employees believe that it is necessary for the leader to further develop qualities of a military leader, father and pastor, whom employees trust, to whom can come with their problems and he will help, who lead their organization to success and prosperity; – “family” and “church” suborders at the staff level are not sufficiently formed, which means that the staff could more willingly learn and gain experience using the opportunities provided, employees are not interested in discussing with the management of the organization problems and is reluctant to make proposals for improving their operations and divisions’ processes; – employees do not share entirely the dream and vision of the leader and are not ready to devote themselves to professional service to these ideals, do not want to spend more time at work [11]. The diagnostics of corporate culture including the order approach resulted in the desired state of organizational culture and its suborders, zones of proximal development and the identification of problems in administrative interaction in the company. The study has enabled the determination of the main directions of the SICC’ organizational culture changes: development of the efficiency of intracorporate communications with remote employees; improvement the efficiency of intracorporate communications and team building in the context of the staff transition to a remote work by organization of training seminar on the issue of organizational culture changes in the company; elaboration of the key performance indicators for Deputy Head of human resource and social issues and for staff of human resource department of Saratov Information and Computer Centre. 1. The recommendation for improving the efficiency of remote employee management in Saratov Information and Computer Centre of Russian Railways:

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– on purpose to reduce disunity in the Internet space Saratov Information and Computer Centre need communication channels for direct, formal and informal interactions through chats (Skype, Zoom), groups in messengers (Viber, WhatsApp, Telegram, etc.), project control systems (Basecamp) and webinars (Zoom, Google Hangouts, BigBlueButton); – to use screen sharing tools (Skype, Zoom, BBB, etc.). Some programs allow remotely using the other persons’ computers (TeamViewer, Join.me, etc.); – to take into account working hours, absences, lateness, unproductive time, labor efficiency. For example, we suggest installing of the Time Doctor (TD) application on the computers of Saratov Information and Computer Centre’ employees on purpose to track which Internet pages employees visit, take into account the ineffectively used time, work and rest time. Time Doctor is a multifunctional software from the company SaaS for monitoring remote workflow and improving its effectiveness with CRM capabilities; – to conduct monitoring of remote employees with subsequent monthly evaluation of their labor productivity [10]. 2. The seminars-trainings on the development of team interaction in Saratov Information and Computer Centre of Russian Railway. It is proposed to conduct in a remote format the training seminar “Organizational culture and effective management of a remote team” in the first half of 2021 and trainings “Corporate tribe”, “Managerial special forces” in the second half of 2021 on purpose of development of the managerial interactions “family” and “army” models in accordance with the methodology Aksenovskaya [2]. 3. Elaboration of the key performance indicators of Deputy Head of human resource and social issues and for staff of human resource department of Saratov Information and Computer Centre [4]. The key performance indicators of Deputy Head of human resource (HR) and social issues proposed by authors are presented in Table 1. The monthly salary of employee is 50 accounting units, the additional remuneration (bonus) – 8% of the official salary (4 accounting units). The additional remuneration (bonus) of Deputy Head of human resource and social issues in condition of leader level performance can increase from 4 to 10 accounting units. The key performance indicators have also been developed for the staff of human resource department of Saratov Information and Computer Centre. The implementation of new KPI system for employees can increase up to 362 accounting units per year. The total cost of the recommendations of the organizational culture development in Saratov Information and Computer Centre will cost about 424 accounting units. The comparison of the results and costs of the recommendations of the organizational culture development in Saratov Information and Computer Centre is presented in Table 2.

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№

0%

5%

10%

20%

Objective

% bonus KPI

Weight

Unacceptable level

Low level

Targeted level

Leader level

1

Plan implementation of KPI by HR Department

The sum of KPI of HR Department extended the trigger values/the total quantity of KPIa

0,25

>0,20

0,06–0,20

0,30

0,30 < K