ORGANIZATIONAL INNOVATIONS AS A “NEW OLD” TOOL OF CRISIS PREVENTIVE OPERATION OF BUSINESS: REGIONAL ASPECT

In the modern Russian economy, bankruptcy procedures and crisis management processes have been updated. The rehabilitation potential of bankruptcy is practically not working. Financial recovery procedures are rare and, as a rule, not successful. Competitive production with a very low degree of satisfaction of the creditors dominates. The causes of the crisis of individual economic entities are either incompetent management or ineffective anti-crisis management. Preventive crisis management, as a process of foreseeing and forecasting positive and negative crises (according to the results) should be theoretically justified and methodically ensured. The theory of preventive anti-crisis management is determined by the main directions, but the methodological support is not enough, despite the abundance of various economic and financial instruments. Innovations can be considered as preventive crisis operation tools; however, organizational innovations are limited and hardly used. Among the organizational innovations a special place is given to corporatization which can be considered as a “new old” tool of preventive crisis operation. The corporatization of the former unitary enterprises is being promoted. The article presents the procedure of corporatization of three specific unitary enterprises of the Volgograd region. A tool for assessing the efficiency of corporatization as an example of organizational innovation - a strategic map developed by the authors - has been proposed and tested. There have been identified the problems of evaluating the effectiveness of organizational innovation: generalized quantitative evaluation of the effectiveness, and necessity of using qualitative indicators (the complexity of generalized assessment and risk of subjectivity).