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Background/Objectives: The COVID-19 pandemic underscored the urgent need for rapid, efficient testing methods at large-scale events to control virus spread. This study leverages queueing theory to explore how different floor plan configurations affect the efficiency of Rapid Antigen Diagnostic Test (RADT) centers at mass gatherings, aiming to enhance throughput and minimize wait times. Methods: Employing the MAP/PH/c model (Markovian Arrival Process/phase-type service distribution with c servers), this study compared the operational efficiency of RADT centers using U-shaped and straight-line floor plans. The research involved 500 healthy participants, who underwent the RADT process, including queue number issuance, registration, sample collection, sample mixing, and results dissemination. Agile management techniques were implemented to optimize operations. Results: The findings demonstrated that the U-shaped layout was more efficient than the straight-line configuration, reducing the average time from sample collection to results acquisition—1.6 minutes in the U-shaped layout versus 1.8 minutes in the straight-line layout. The efficiency of the U-shaped layout was particularly notable at the results stage, with statistically significant differences (p < 0.05) in reducing congestion and improving resource allocation. Conclusions: The study confirms the feasibility of implementing RADT procedures at mass gatherings and identifies the U-shaped floor plan as the optimal configuration. This layout significantly enhances testing efficiency and effectiveness, suggesting its suitability for future large-scale testing scenarios. The research contributes to optimizing mass testing strategies, vital for public health emergency management during pandemics. [ABSTRACT FROM AUTHOR]

The aim of the current research is to: determine the degree of application of lean management from the point of view of male and female principals of public education schools in AL Madinah AL Munawwarah, and to show the statistical differences between the average estimates of the study sample on the degree of application of lean management according to the variables (gender, stage, experience, training courses). The research followed the method The questionnaire was used descriptively as a tool for collecting data, as it was applied to a sample of (274) individuals, and the percentage of males was (51%) as principals, while the percentage of females was (49%) as principals, from public education schools in Medina. The search results reached: The degree of application of lean management in public education schools in Medina was at an average level, with an arithmetic average of (3.23). The results also revealed that there were statistically significant differences at the significance level (a<0.05) in the research sample’s estimates regarding the degree of application of lean management dimensions in general education schools according to the variables: (gender, stage, experience, training courses). [ABSTRACT FROM AUTHOR]

University-based living labs serve as open innovation platforms that foster collaborative research and experimentation across various disciplines. These labs bring together academics, citizens, community organisations, companies, and other entities to collectively address complex contemporary issues. The labs' managers are expected to adopt flexible, agile management approaches to support the openness of their lab to stakeholders. Flexible management approaches create various challenges, as the labs are often expected also to comply with traditional project management principles of deadlines, project deliverables, budget restrictions, and quality conditions as set by their project sponsors and host organisation. The combination of prescriptive and agile project management approaches in such open innovation settings has been relatively underexplored in higher education research. Drawing on the theoretical literature on boundary work and project management, we analyse how the managers of a Dutch university-based living lab execute flexible project management styles in a setting that is dominated by prescriptive project management traditions. Based on information from 20 interviews and document analysis we identify five areas of tension between agile and prescriptive project management. Living lab managers, supported by researchers, buffer these tensions through boundary work that shapes the openness of the projects in rather unexpected ways. [ABSTRACT FROM AUTHOR]

Purpose: This article focuses on conflict management as an important aspect of team management that may reduce the benefits of a given project. Due to the constantly changing business environment and the need for organisations to be flexible in their operations, traditional methods of project management are becoming less and less suitable. As a result, agility in management is gaining recognition. Design/methodology/approach: The empirical research presented in the article was carried out using quantitative and qualitative methods. Expert interview techniques were also used, and quantitative research also involved the use of a questionnaire. The use of two research techniques was aimed at obtaining a broader view of the methods of agile conflict management used when implementing projects. Findings: The research pointed to conflict management styles and methods often used by agile project teams within small and medium-sized enterprises. However, it is not exclusively dedicated to the agile approach. In addition, the results highlight the relationship between team characteristics and problem-solving methods. the key to the success of the project is the selection of team members to meet an important condition of agile project management, i.e. self-organisation and team management. This is the starting point for making the right selection of tools and methods when solving problems. It is very important that it is a small, interdisciplinary team of professionals. In agile project teams, the most common cause of conflicts is communication errors. Teams prioritise conflicts and take action to resolve them as quickly as possible. Time and dialogue are important determinants of conflict management. Experts point out that the best way to deal with a conflict depends on the type of conflict. Research limitations/implications: An important question arising from the research is as to whether the existing conflicts can become an instrument of process and organisational innovations in small and medium-sized enterprises? Another prospect for continuing research is the possibility of involving a larger number of participants from agile teams. Originality/value: The article draws attention to the issue of agile project management within small and medium-sized enterprises, which is an issue rarely discussed. the article contains conflict resolution tips addressed to agile project teams. [ABSTRACT FROM AUTHOR]

Copyright of Unternehmung: Swiss Journal of Business Research & Practice is the property of Nomos Verlagsgesellschaft mbH & Co. KG and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of Journal of Economic Administrative & Legal Sciences is the property of Arab Journal of Sciences & Research Publishing (AJSRP) and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of Oeconomicus is the property of Znanstvena Rijec d.o. and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of Arab International Journal of Knowledge Management is the property of Arab Institution of Knowledge Management and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of GeSec: Revista de Gestao e Secretariado is the property of Sindicato das Secretarias e Secretarios do Estado de Sao Paulo (SINSESP) and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of GeSec: Revista de Gestao e Secretariado is the property of Sindicato das Secretarias e Secretarios do Estado de Sao Paulo (SINSESP) and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The library, as an institution providing access to knowledge, information, and resources of public significance, plays an indispensable role in satisfying the educational and cultural needs of society. To meet the users' needs, the library must continuously adapt to changes in time, technology, and society. For this reason, the library must have a creative, flexible, and agile identity. An agile approach involves a quick and efficient response to user demands, and it also implies teamwork, constant communication, and the development of new library work concepts, which are integral to the creative economy. Although the methodology of agile management has improved teamwork, many face fear of failure and the drastic changes that this approach entails. Within this paper, a case study of the Subotica City Library (hereinafter referred to as SCL) is presented, which has implemented agile management in its operations to enhance its library practices. SCL applies a multifunctional and team strategy that enables the development of collaborative library work and the digitization of local cultural heritage. This strategy involves the creation of a program that encourages creative thinking, improvement, collaborative work in the library, and the digitization of local collections, using agile management that emphasizes the value of collaboration and research within libraries. This paper aims to explore the importance, advantages, and position of agile management in libraries, using the example of SCL. In addition to the theoretical aspect, this paper also focuses on practical library work and the digitization of SCL's cultural heritage using agile management methods. [ABSTRACT FROM AUTHOR]

ÖZ: Bu çalışmada, İnsan Kaynakları Yönetimi (İKY) ve çeviklik arasındaki ilişkileri konu alan kavramsal ve görgül çalışmaların derinlemesine incelenmesi ve İKY’nin çeviklik bağlamında nasıl incelendiğinin detaylı bir şekilde değerlendirilmesi amaçlanmıştır. Bu amaçla, çeviklik kavramını yönetim ve örgüt bağlamında ele alan, İKY politikaları/prosedürleri/süreçleri/mimarisi/uygulamalarını birlikte içeren, İngilizce ve Türkçe yazılmış, özgün araştırma veya derleme türünde, SSCI, SCI, SCI-Expanded, ESCI ve SCOPUS’ta taranan dergilerde yayınlanan makale türündeki 27 eser sistematik derleme yöntemiyle incelenmiştir. Elde edilen bulgular, eserin yayınlandığı yıl, çalışmanın konusu, örneklemin ait olduğu veya örneklemin belirtilmediği durumlarda ilk yazarın bağlı olduğu ülke, örneklem türü, çalışmanın yöntemi ve veri toplama aracı, kullanılan çeviklik ve İKY yaklaşımları, incelenen İKY uygulamaları, çeviklik ve İKY arasındaki bağlantıyı kurabilmek için kullanılan kuramsal altyapı ve bulguların özeti açısından detaylı biçimde incelenmiştir. Sistematik derleme sonucunda elde edilen bulgulara göre yapılan araştırmalarda İKY’nin çevikliği olumlu yönde etkilediği ve İKY’nin çeviklik aracılığıyla örgütsel performansı arttırdığına ilişkin sonuçların bulunduğu belirlenmiştir. Bu çalışmanın, örgütlerde çevik yöntemlerin nasıl daha etkili hale gelebileceği veya İKY’nin nasıl çevik hale gelebileceği konularında farklı alanlardaki yöneticilere ve İK uzmanlarına ipuçları sağlayabileceği düşünülmektedir. ABSTRACT: The purpose of this study is to examine both conceptual and empirical studies on the relationship between human resource management (HRM) and agility, with the aim of exploring the meaning of "agile" in the context of HRM. To achieve this objective, a systematic review method was employed, which involved the analysis of 27 original research and review articles from journals indexed in SSCI, SCI, SCI-Expanded, ESCI, and SCOPUS. These articles specifically focused on agility in management and organization, encompassing HRM policies, procedures, processes, architecture, and practices. The study findings were evaluated based on various criteria, such as publication year, research objectives, country, research methodology, data collection tools, agility approaches, HRM approaches utilized, and HRM practices investigated. Additionally, the study presented theoretical frameworks and summarized the key findings. According to the systematic review results, HRM has a positive impact on organizational agility, and HRM practices contribute to enhancing organizational performance through agility. The results of this study are expected to provide managers and HR specialists in various sectors with insights on how agile methods can become more effective in organizations or how they can make HRM agile.

Globalization is in no doubt influencing companies pricing choices and price determination, as a result influencing the supply chain, increasing changes and issues in global economy, proposing a need for comprehensive analysis in order to better understand inflation dynamics and sort a worldwide commonality by adding variables to the typical inflation models to incorporate globalization with inflation dynamics, as the supply chain grows bigger the more complicated it gets, therefore it becomes less adaptive, a bigger more diverse supply network enhancing product variety is proposed to create more supply agility and improve supply performance, also this agility seems promising in terms of improving collaboration and communication which is already challenge on a domestic scale, not to mention a globalized one, the composite supply chain challenge must be addressed by expanding global supply chain models to encompass both internal production and external supplier, providing enough layers of suppliers interaction in sourcing significant components, in which is a key feature of agile practice, enabling limitless flexibility in terms of product capability, allowing rapid lead times when combined with industry.

With expanding local, national, and international markets and changing customer expectations, enterprises are faced with the need to implement solutions to compete effectively. It is expected that agile management allows enterprises to achieve this objective. Therefore, many organizations, including those in the food sector, are taking advantage of agile management solutions and see changes in consumer behavior as an opportunity for growth. The present study has a theoretical and empirical character. The basis of the theoretical considerations is a critical analysis of the scientific literature on the concept of agility and its relevance to organizations. The diversity of perspectives on the problems of agility, highlighted in many publications, provided the basis for identifying a research gap and formulating a research objective and conducting an empirical study. The study describes the agile management of enterprises, indicates the characteristics and mechanisms applicable to organic food production, and characterizes organic food processing enterprises in Poland. The survey was conducted in 2021-2022 and allowed the authors to analyze the location, size, type of production, or capital in the enterprises. This was possible with a properly designed questionnaire and statistical analysis.

This paper analyzes the works of management classics such as Russell Ackoff, Nancy Adler, Frederick Herzberg, Chris Argyris, Bennis Warren, Lyndall Urwick, experts of Aston Group, and others. A common bond between them is organizational behavior and the fact that their work was written in the last century and that elements of their theories were the basis for the neoclassical management theories that predominate today. Purpose. The aim is to identify commonalities with the iterative-incremental (agile) approach to development and management from classical management theories. Methodology. The paper analyses classical management papers in organizational behavior and leadership theory to identify commonalities with the iterative-incremental approach to management. The two categories are considered holistically, as leadership can determine organizational behavior. The paper applies ontological and integrated approaches. Results. The paper identifies standard features of classical theories and agile approaches to management. It indicates that classical approaches to management have formed the basis of agile approaches to management. Practical implications. The results apply to social management and organizational psychology scholars. In addition, the results will help to scientists write textbooks and manuals on management theory and related disciplines. The study’s results contribute to developing the history of managerial thought.

Copyright of Universidad & Empresa is the property of Colegio Mayor de Nuestra Senora del Rosario and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Purpose: The project approach is often used to implement projects in enterprises. Traditional project management becomes insufficient due to the changing environment and the need for flexible functioning of the organization. Hence, agility in management gains recognition. The article presents the results of the study, the purpose of which was to determine whether the assumptions of agile management are known and used in project management and to identify factors that sustain the involvement of project team members. Design/methodology/approach: The presented empirical research was carried out using the quantitative and qualitative methods. Techniques of expert interviews were used, and in the case of quantitative research - a questionnaire. The use of two research techniques was aimed at obtaining a broad view of the project management methods used, with particular emphasis on the conditions of the working environment of agile project teams. Enterprises from the small and medium-sized enterprise sector were invited to the study, the main variable in the selection of entities for the research sample was the location by region, i.e. the northern subregion of the Silesian Voivodeship, and cooperation with the Częstochowa University of Technology for the commercialization of knowledge in the region. The latter condition made it possible to include enterprises that implement projects. Findings: Research has shown knowledge of the assumptions of agile management among small and medium-sized enterprises, but less than half of the surveyed experts use this methodology in managing project teams. According to experts, the main condition for implementing agile management is a "good", i.e. primarily a self-organizing project team. Its members are required to have appropriate skills and competences, such as self-discipline or independence in making decisions. The research also identified work conditions that keep members of agile project teams engaged. They are strongly related to the intrinsic motivation of employees. On this basis, it can be concluded that the agile approach in shaping work conditions is stimulating to stimulate the expected behavior of employees. Originality/value: The article draws attention to the rarely discussed issue of implementing project management in small and medium-sized enterprises. The conditions for implementing agility in project team management were emphasized, among which the most important is the right selection of employees. They should have appropriate skills and competences, as well as an internal motivation system, which agile management methodologies will stimulate the activity and involvement of project team members. [ABSTRACT FROM AUTHOR]

Globalization is in no doubt influencing companies pricing choices and price determination, as a result influencing the supply chain, increasing changes and issues in global economy, proposing a need for comprehensive analysis in order to better understand inflation dynamics and sort a worldwide commonality by adding variables to the typical inflation models to incorporate globalization with inflation dynamics, as the supply chain grows bigger the more complicated it gets, therefore it becomes less adaptive, a bigger more diverse supply network enhancing product variety is proposed to create more supply agility and improve supply performance, also this agility seems promising in terms of improving collaboration and communication which is already challenge on a domestic scale, not to mention a globalized one, the composite supply chain challenge must be addressed by expanding global supply chain models to encompass both internal production and external supplier, providing enough layers of suppliers interaction in sourcing significant components, in which is a key feature of agile practice, enabling limitless flexibility in terms of product capability, allowing rapid lead times when combined with industry [ABSTRACT FROM AUTHOR]

Agilität als Möglichkeit, Organisationen erfolgreicher auszurichten, wird auch in Bibliotheken populärer. Oft erfolgt die agile Transformation dabei aber mit einem einseitigen Fokus auf agile Tools, was zu Frustration und Ablehnung bei den Bibliotheksmitarbeiter*innen führen kann. Besteht hingegen auch ein Bewusstsein für agile Prinzipien und Werte sowie die Bereitschaft, das agile Arbeiten empiriebasiert an die Bedürfnisse der Bibliotheksmitarbeiter*innen und Benutzer*innen anzupassen, kann die Transformation gelingen. Dies zeigt der Beitrag anhand von Praxisbeispielen auf der Ebene von Projekten, Teams und der Gesamtorganisation von Bibliotheken auf. Agile management, a promising way of optimising organisational structures, is increasingly used in libraries as well. The focus of agile transformation is, however, mostly dedicated to the use of tools and techniques leading to frustration and resistance on the side of library staff. If, on the other hand, there is an awareness of agile principles and values, and a willingness to adapt these tools to empirically based needs of both library staff and users, agile transformation can succeed. This is illustrated by various examples at the level of projects, teams and the overall organisation of libraries. [ABSTRACT FROM AUTHOR]

The purpose of this study is to examine both conceptual and empirical studies on the relationship between human resource management (HRM) and agility, with the aim of exploring the meaning of "agile" in the context of HRM. To achieve this objective, a systematic review method was employed, which involved the analysis of 27 original research and review articles from journals indexed in SSCI, SCI, SCI-Expanded, ESCI, and SCOPUS. These articles specifically focused on agility in management and organization, encompassing HRM policies, procedures, processes, architecture, and practices. The study findings were evaluated based on various criteria, such as publication year, research objectives, country, research methodology, data collection tools, agility approaches, HRM approaches utilized, and HRM practices investigated. Additionally, the study presented theoretical frameworks and summarized the key findings. According to the systematic review results, HRM has a positive impact on organizational agility, and HRM practices contribute to enhancing organizational performance through agility. The results of this study are expected to provide managers and HR specialists in various sectors with insights on how agile methods can become more effective in organizations or how they can make HRM agile. [ABSTRACT FROM AUTHOR]

Copyright of Beykent Üniversitesi Fen ve Mühendislik Bilimleri Dergisi is the property of Beykent Universitesi Fen Bilimleri Enstitusu and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Organizations may examine both past and present data with the aid of information management, giving them access to all the knowledge they need to make sound strategic choices. For the majority of contemporary enterprises, using data to make relevant, valid, and timely choices has become a must for success. The volume and format of data have changed significantly over the past few years as a result of the development of new technologies and applications, but there are also impressive possibilities for their analysis and processing. This study offers a bibliometric analysis of 650 publications written by 1977 academics on the use of information management and big data analytics. The Bibliometrix function in the R package and VOSviewer program were used to obtain the bibliographic data from the Scopus database and to analyze it. Based on citation analysis criteria, the top research journals, authors, and organizations were identified. The cooperation network at the author level reveals the connections between academics throughout the world, and Multiple Correspondence Analysis (MCA) identifies the research holes in the area. The recommendations for further study are influenced by the findings. [ABSTRACT FROM AUTHOR]

Purpose: The subject of this study is to look at the management of an agile organization with the identification of key factors affecting its agility. Design/methodology/approach: The method used in the study is based on the interpretation of the literature on the subject, the analysis of the author's own experience and the analysis of the results of secondary research. Findings: There key factor of organizational agility is always a man with his competences - knowledge, skills and attitude towards changes - a man with his ability to be agile. Whether and how the organization will be ready to cope with the changes taking place around it, and thus what level of agility it will be able to demonstrate, depends on the openness to this human agility and agile competences possessed by people who create this organization. There will be as much agility in the organization as there will be openness to agility in the people who create it. This is a factor that, is crucial in defining the ability to agile transformation of an organization. Practical implications: Based on the conclusions of the analysis, when implementing agile work systems, organizations should pay the greatest attention to people – not only technology, as is the case in many business organizations - and start agile transformations from people. Originality/value: The article presents a detailed, multifaceted analysis of the factors determining organizational agility, which in the era of BANI world is crucial, for the survival and success of business organizations. The conclusions contained in the paper can be the base to prepare, implement and constantly increasing organizational agility. [ABSTRACT FROM AUTHOR]

We present a solution based on blockchain technology and smart contracts for agile project management in light of the continuing transition in the software development industry. Due to the fact that these technologies are self-executing, customized, and impervious to tampering, they are considered to be crucial for the transition to a more efficient, transparent, and transactive payment gateway between major stakeholders. These major stakeholders will be able to communicate through smart contracts, which will act as a bridge between them. As part of their responsibility, they will make sure that all of the terms of the contract are met and acknowledged by all members of the team. As a result of our research, we propose a model in which payouts could be automatically enabled and penalties or grants could be introduced based on performance. If any changes were to be made to the contract in the future, all parties involved would be automatically notified. To maintain the development cycle, they should accept these changes as soon as possible. Because of this, the product owner and client are able to concentrate their resources on more profitable and productive tasks, without the need to monitor this aspect of agile project management. Our proposed model brings together different partners with the objective of successfully developing different IT projects by leveraging software engineering solutions such as smart contracts. [ABSTRACT FROM AUTHOR]

The competition in the software market demands that the time required for any software product to reach the market be reduced if the product is to survive competition from other developers. The pursuit of this goal has led to the adoption of agile software development methodologies. While other agile methodologies provide guidelines as to the software engineering (SE) practices to be used during the development lifecycle, Scrum does not. The purpose of this study is twofold: first, to identify the usage and level of importance of software engineering practices in the Scrum development environment; and second, to investigate how Scrum teams adopt an appropriate set of SE techniques and whether a hybrid Scrum/Extreme Programming (XP) methodology is an appropriate approach to take. This research was conducted by examining sample data from five organizations using the Scrum methodology. The sample included a range of industries including communications and embedded systems, financial asset management, software development houses and consulting firms in South Africa. The study employed a mixed method approach. A key finding was that, regardless of the fact that Scrum does not explicitly recommend engineering practices, there was extensive use of these practices by all of the participating organizations. The study also found that the lack of software engineering practices in Scrum does not constitute a barrier to a successful adoption of Scrum, provided the 'inspect and adapt' principle inherent in Scrum is properly followed. The study discusses the findings, explains the implications and suggests future research. [ABSTRACT FROM AUTHOR]

Copyright of Projekt-Management Aktuell is the property of Narr Francke Attempto Verlag GmbH & Co.KG and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of Projekt-Management Aktuell is the property of Narr Francke Attempto Verlag GmbH & Co.KG and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The formation of an innovative economy imposes new obligations on various industries and spheres of activity. The relevance of using new management methods and approaches is increasing. The identification of methods for integrating HR practices used by organizations in the process of digital transformation into the strategic context of the information society is of both scientific and practical interest. The challenges facing the Russian economy motivate the management of Russian organizations to respond in a timely manner to the dynamism of the external environment. The systematization of the main provisions of the Concept of Development of the Russian Federation until 2020, reports of consulting companies, reports of leading Russian banks - the best employers in Russia indicates the readiness of the latter to respond to external threats of the new strategic context. Further improvement of management methods and personnel practices will ensure both the development of the Russian economy as a whole and the attractiveness of Russian organizations for highly qualified specialists. In the context of the information society, it is recommended to continue the consistent and systematic implementation of new management techniques.