MECHANISMS FOR HUMAN RESOURCES DEVELOPMENT TO SUPPORT INNOVATIVE ENTREPRENEURSHIP IN LOCAL COMMUNITIES AND REGIONS
Abstract
The article is devoted to the growing need for the formation of an effective system of personnel support for innovative entrepreneurship at the level of territorial communities in the conditions of decentralization, digitalization of the economy and a change in the paradigm of regional development. Increasing the competitiveness of communities is impossible without the presence of highly qualified personnel capable of introducing innovations, adapting to market challenges and forming new business models at the local level. The formulation of the problem consists in the absence of a complete system of mechanisms for the formation and development of personnel potential, oriented precisely to the support of innovative entrepreneurship in the conditions of the functioning of new administrative and territorial units. There is a need to transform approaches to personnel development, taking into account the challenges of time, community needs and labor market trends. The purpose of the study is to substantiate the theoretical and methodological foundations and develop practical mechanisms for the development of personnel potential to support innovative entrepreneurship in territorial communities and regions. Theoretical approaches to understanding the concept of "personnel potential" in the context of innovative development of communities and regions are summarized. The factors affecting the formation of personnel potential in the innovative environment are systematized. A model of human resources development mechanisms is proposed, which includes educational, managerial, financial, partnership and informational components. The results of the study demonstrate the need for a comprehensive approach to the development of human resources in communities through the creation of innovation support centers, the introduction of dual educational programs, and the development of local partnerships between business, government and education. The practical implementation of the proposed model will strengthen the institutional capacity of communities, activate innovative entrepreneurship and ensure sustainable development at the local level.
References
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Cappelli, P. (2008). Talent Management for the Twenty-First Century. Harvard Business Review, 86(3), 74–81. [in English]
Kalleberg, A. L., & Vallas, S. P. (2017). Precarious Work: The Lost Decade of the Labor Market. Annual Review of Sociology, 43, 233–257. https://doi.org/10.1146/annurev-soc-060116-053258 [in English]
Bourdieu, P. (1996). The State Nobility: Elite Schools in the Field of Power. Stanford University Press. [in English]
Dolfsma, W., & Leydesdorff, L. (2009). Innovation, Networks, and Knowledge Spillovers. The Journal of Technology Transfer, 34(5), 441-459. https://doi.org/10.1007/s10961-009-9143-4 [in English]
Jackson, S. E., Schuler, R. S., & Jiang, K. (2014). An Aspirational Framework for Strategic Human Resource Management. Academy of Management Annals, 8(1), 1-56. https://doi.org/10.1080/19416520.2014.875046 [in English]
Armstrong, M. (2014). Armstrong’s Handbook of Human Resource Management Practice (13th ed.). Kogan Page. [in English]
Wright, P. M., & Boswell, W. R. (2002). Desegregating HRM: A Review and Synthesis of Micro and Macro Human Resource Management Research. Journal of Management, 28(3), 247–276. https://doi.org/10.1177/014920630202800304[in English]
Brewer, M. B. (2001). The Social Self in the Age of the Group. In D. J. Prentice & S. J. Levine (Eds.), Social Identity, Intergroup Conflict, and Conflict Reduction (pp. 118–138). Psychology Press. [in English]
Hill, C. W., & Jones, G. R. (2009). Strategic Management Theory: An Integrated Approach. Houghton Mifflin. [in English]
Hollenbeck, J. R., & Wright, P. M. (2017). The Human Resource – Strategic Management Interface: Where We Are and Where We Are Going. Industrial Relations Research Association. [in English]
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