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<article xmlns:xlink="http://www.w3.org/1999/xlink" dtd-version="1.4" article-type="research-article" xml:lang="en"><front><journal-meta><journal-title-group><journal-title xml:lang="ru">Управленец</journal-title></journal-title-group><journal-id journal-id-type="issn">2218-5003</journal-id><journal-id journal-id-type="eissn">2686-7923</journal-id></journal-meta><article-meta><article-id pub-id-type="doi">10.29141/2218-5003-2026-17-1-4</article-id><article-id pub-id-type="edn">PMFHRA</article-id><article-id pub-id-type="uri">https://upravlenets.usue.ru/ru/-2026/1776</article-id><self-uri>https://upravlenets.usue.ru/ru/-2026/1776</self-uri><title-group><article-title xml:lang="ru">Оценка предпринимательского потенциала акторов национальной экономики при проектировании систем управления сетями крупных корпораций</article-title><trans-title-group xml:lang="en"><trans-title>Assessing the entrepreneurial potential of national economic actors in the design of management systems for large corporate networks</trans-title></trans-title-group></title-group><contrib-group><contrib contrib-type="author"><name><surname>Ткаченко</surname><given-names>Ирина Николаевна</given-names></name><name-alternatives><name xml:lang="ru"><surname>Ткаченко</surname><given-names>Ирина Николаевна</given-names></name><name xml:lang="en"><surname>Tkachenko</surname><given-names>Irina N.</given-names></name></name-alternatives><xref ref-type="aff" rid="aff1"/><email>tkachenko@usue.ru</email></contrib><contrib contrib-type="author"><name><surname>Метелева</surname><given-names>Марина Анатольевна</given-names></name><name-alternatives><name xml:lang="ru"><surname>Метелева</surname><given-names>Марина Анатольевна</given-names></name><name xml:lang="en"><surname>Meteleva</surname><given-names>Marina A.</given-names></name></name-alternatives><xref ref-type="aff" rid="aff2"/><email>IMR42meteleva@gmail.com</email></contrib><aff-alternatives id="aff1"><aff><institution xml:lang="en">Ural State University of Economics (Ekaterinburg, Russia)</institution></aff><aff><institution xml:lang="ru">Уральский государственный экономический университет (г. Екатеринбург, РФ)</institution></aff></aff-alternatives><aff-alternatives id="aff2"><aff><institution xml:lang="en">Institute for Management Research (Kemerovo, Russia)</institution></aff><aff><institution xml:lang="ru">Институт научных исследований проблем управления (г. Кемерово, РФ)</institution></aff></aff-alternatives></contrib-group><pub-date pub-type="epub" iso-8601-date="2026-03-12"><day>12</day><month>03</month><year>2026</year></pub-date><volume>17</volume><issue>1</issue><fpage>47</fpage><lpage>64</lpage><history><date date-type="received" iso-8601-date="2025-09-10"><day>10</day><month>09</month><year>2025</year></date><date date-type="accepted" iso-8601-date="2025-11-28"><day>28</day><month>11</month><year>2025</year></date></history><permissions><license><license-p xml:lang="ru">CC BY-NC 4.0</license-p></license></permissions><abstract xml:lang="ru"><p>Формирование систем управления предпринимательской деятельностью корпораций для повышения их инновационной производительности требует развития методологии проектирования. Начальным этапом процесса проектирования является разработка методики оценки потенциала стейкхолдеров предпринимательских сетей корпораций в качестве основного механизма управления составом акторов, что представляет цель данной статьи. Методологическую базу исследования составляют теории предпринимательства, сетей и потенциала. Использованы методы сравнения, анализа и синтеза, инструменты картографической визуализации. Информационная база включает данные СПАРК-Интерфакс, Росстата, Агентства стратегических инициатив и Фонда президентских грантов. Авторская методика оценки предпринимательского потенциала акторов национальной экономики основана на интерпретации предпринимательства через его отличительные характеристики (инновационность, креативность, информационность, обоснованную рискованность) и ориентирована на проектирование и реконфигурацию состава акторов предпринимательских сетей крупных корпораций. Эмпирическая апробация методики на данных 83 субъектов РФ показала наличие выраженной территориальной дифференциации предпринимательского потенциала как по интегральному показателю, так и по группам акторов. Выявлены территории – лидеры по отдельным компонентам предпринимательского потенциала: наибольший потенциал инфраструктурного бизнеса находится в г. Москве; потенциал институтов гражданского общества, обеспечивающий развитие отличительных характеристик предпринимательства, – в Магаданской области; образовательный и коммуникационный уровень населения высок в Республике Калмыкии; лучший опыт создания условий для реализации инновационной стратегии развития принадлежит органам госуправления Республики Татарстан. Установлено, что максимальные значения предпринимательского потенциала системы достигаются посредством комбинирования потенциалов акторов из разных групп, что подтверждает целесообразность сетевого подхода к организации предпринимательско-инновационной деятельности корпораций.</p></abstract><trans-abstract xml:lang="en"><p>Establishing entrepreneurial management systems to enhance corporations’ innovation performance requires appropriate design methodologies to be developed. The initial stage of the design process involves creating a method for assessing stakeholders’ potential within corporate entrepreneurial networks as the primary mechanism for managing the composition of actors, which constitutes the purpose of this study. The methodological framework is grounded in the theories of entrepreneurship, networks, and potentials. The methods of comparison, analysis, and synthesis, along with cartographic visualization tools, were applied. The study relies on data from SPARK-Interfax, the Federal State Statistics Service of Russia (Rosstat), the Agency for Strategic Initiatives, and the Presidential Grants Foundation. The authors’ method for assessing entrepreneurial potential of actors in the national economy is based on comprehending entrepreneurship through its distinctive characteristics (innovativeness, creativity, openness to knowledge sharing, and rational risk-taking) and centers around designing and reconfiguring the composition of actors within large corporate entrepreneurial networks. Empirical testing with data from 83 Russian regions reveals that entrepreneurial potential is highly differentiated across the territories in terms of both integral indicators and actor groups. The study identifies regions leading in specific components of entrepreneurial potential: the highest potential of infrastructural business is observed in Moscow; the potential of civil society institutions that promotes the development of distinctive entrepreneurial characteristics is the greatest in the Magadan oblast; the Republic of Kalmykia excelled in the population’s educational and communicative levels; and the Republic of Tatarstan exhibited the most effective public administration practices for implementing innovation-driven strategies. The results confirm that combining the potentials of actors from various groups yields the highest systemic entrepreneurial capacity, which underscores the effectiveness of a network approach to organizing corporations’ entrepreneurial and innovation activities.</p></trans-abstract><kwd-group xml:lang="ru"><kwd>предпринимательский потенциал;</kwd><kwd>механизм управления;</kwd><kwd>сетевое взаимодействие;</kwd><kwd>корпорации;</kwd><kwd>акторы;</kwd><kwd>карта потенциалов.</kwd></kwd-group><kwd-group xml:lang="en"><kwd>entrepreneurial potential;</kwd><kwd>management mechanism;</kwd><kwd>network cooperation;</kwd><kwd>corporation;</kwd><kwd>actors;</kwd><kwd>map of potential.</kwd></kwd-group></article-meta></front><back><ref-list><ref id="ref1"><mixed-citation xml:lang="ru">Асаул А.Н. (2008). Закономерности и тенденции развития современного предпринимательства. 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