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ISSN 1995-459X print
E-ISSN 2312-9972 online
ISSN 2500-2597 online English

Leonid Gokhberg


Galina Shirokova1, Liudmila Ivvonen2, Elena Gafforova3
  • 1 St. Petersburg University, 3 Volkhovsky pereulok, St. Petersburg, 199004, Russia
  • 2 St. Petersburg University, 3 Volkhovsky ln, St. Petersburg 199004, Russian Federation
  • 3 Far Eastern Federal University, 8 Sukhanova str., Vladivostok 690091, Russian Federation

Strategic Entrepreneurship in Russia during Economic Crisis

2019. Vol. 13. No. 3. P. 62–76 [issue contents]

The paper explores the patterns of business investment in research and development (R&D) using evidence from companies in South Africa, in comparison with indicators for a number of other countries. This study covers the period 2006–2016, the studied companies were grouped by the amount of R&D expenditures (BERD), the number of reports on research performance for the first and last years of monitoring. A typical characteristic of private sector R&D activities is the uneven distribution of resources in space and time. The major financial and other assets are concentrated within few large companies from a limited number of industries, while the majority of small and medium-sized enterprises invest in R&D projects only sporadically, for a period of no more than two consequential years. Firms that perform R&D for longer periods invest in R&D incrementally and remain more persistent than enterprises performing less R&D for shorter time periods. In view of the common nature of a number of patterns, these observations suggest different approaches to policies supporting R&D performance in the business sector not only in South Africa, but also in other countries.

This is an open access article distributed under the Creative Commons Attribution License  which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited

Citation: Shirokova G., Ivvonen L., Gafforova E. (2019) Strategic Entrepreneurship in Russia During Economic Crisis. Foresight and STI Governance, vol. 13, no 3, pp. 62–76. DOI: 10.17323/2500-2597.2019.3.62.76
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