Ланская Дарья Владимировна

Introduction. The article examines the current issues of the transformation of the control activity institute under the influence of digitalization processes in the economy. The digital economy imposes new requirements on the speed, accuracy, and proactivity of control mechanisms, which contradicts established, bureaucratic models of state and internal control. The purpose of the study is to develop theoretical and methodological foundations and practical directions for the development of the control activity institution adequate to the challenges of the digital age. The methodological framework comprises institutional economic theory, a systems approach, and methods of conceptual modeling. Results and conclusions. Based on the analysis of advanced foreign and Russian practices (including COSO approaches, the concepts of “Control 4.0”, and predictive analytics), a key contradiction has been identified between the need to transition from retrospective to proactive, risk-based control and the persisting paradigm of punitive supervision. The article proposes a set of breakthrough ideas grouped into four areas: a paradigm shift (from controlling the past to managing the future), technological breakthrough (digital twins, blockchain, artificial intelligence), institutional changes (regulatory “sandboxes”, “smart regulation”), and cultural transformation (a new system of motivation for controllers, compliance culture). The necessity of creating a unified cross-sectoral platform “Compliance of Russia” as a key element of the digital trust ecosystem is substantiated. Criteria and indicators for assessing the effectiveness of control activities in the context of digital transformation have been developed. The scientific novelty lies in the integration of institutional and technological approaches to form a holistic model of the “digital control institution,” which takes into account both formal rules and informal practices.

Introduction. Rapidly changing socio-economic conditions require a revision of approaches to regulating control activities. The variety of forms and methods of control leads to their duplication in modern conditions of the digital economy. Purpose. The purpose of the article is to conduct a comparative analysis of various points of view on the forms and content of control activities, to consider the elements of the organization's compliance system and to develop a compliance management model. Results. The author's model based on compliance principles and compliance elements is presented, which will ensure the effectiveness and transparency of control activities in general, focused on risk management. This is due to the application of the conglomerate model at various levels and areas of control in the management of the region. The problems of control activity are considered. The article reveals the problem of professionalization of control activities related to the use of new methods and forms of control activities in a single corporate management circuit. The main categories of compliance risks, ways to reduce them, risk management methods in the context of digital transformation, principles and methods necessary for the organization of a highly effective compliance system of the corporation are considered. Conclusions. The solution to the problem of the quality of public administration will be facilitated by the use of compliance control as a fundamental tool within the framework of the conglomerate model of the control system in the management of the region. An integrated approach to the organization of control and monitoring of various aspects of public administration creates conditions for choosing its rational model.

This article discusses the role of the knowledge economy in the formation of an innovation ecosystem. It is known that the competitiveness of economic systems is formed due to the efficient use of resources through market mechanisms, the effectiveness of this process depends largely on the availability of secondary (higher order) competitive advantages due, inter alia, to the competence and coordination of the work of the managerial staff, the availability of qualified personnel, able to use existing potential to form and maintain competitive economic systems. The level of innovation development and technological development of the company, as well as the development of innovation infrastructure management mechanisms are an important aspect not only in the development of the company and its competitiveness, but are also a necessary factor in ensuring state competitiveness. That is why in modern economic conditions it is necessary to develop an innovation infrastructure, actively using all available resources, and first of all, individual human capital.